Franchise-System Performance Recovery Leader

The mandate

The aftersales director was removed after audits found that high warranty rejection, technician utilisation and workshop profitability concealed repeat repairs, delayed approvals and inconsistent customer remedy. Franchise owners operate independently and several challenge the brand’s right to examine source job-card evidence. Regional staff issue scorecards but lack one intervention ladder, while customer care absorbs consequences that workshop measures do not record. An interim executive must restore enforceable network performance before the peak service season.

The leader must arrive within three weeks for nine months, with a possible three-month extension only if franchise dispute resolution delays permanent recruitment. The first 45 days establish comparable workshop and customer evidence, contain the six highest-risk dealers and reset field priorities. Two quarterly cycles then test the intervention ladder; the final period completes peak-season readiness and transfers open dealer positions to the permanent aftersales executive.

Handover requires all 74 locations to submit source-reconciled measures, six critical dealers to have closed or board-approved recovery paths, repeat-repair and waiting-time cohorts to be visible, warranty appeals to operate within a common clock, and two quarterly reviews to produce consistent consequences. The successor must receive every dealer’s rights, obligations, evidence quality, intervention status and next decision, plus a trained regional field team.

The interim may direct regional staff, require corrective plans, suspend discretionary marketing support, approve customer remedies up to AED 250,000 per case and recommend restriction of warranty self-authority under existing agreements. Franchise termination, permanent appointments, legal settlement, territory change and capital requirements outside contract require board or owner approval. The role cannot instruct dealer employees directly or reinterpret consumer law and technical safety standards.

Dealer contract redesign, new diagnostic-platform procurement, vehicle quality engineering and long-term network footprint are outside scope. The leader will preserve evidence for those owners without converting an urgent service recovery into a franchise renegotiation. New vehicle sales, finance products and brand marketing also remain excluded except where a defined customer remedy requires coordination.

Why this seat is open

A leadership removal coincided with deteriorating audit trust and an approaching seasonal demand peak. The network needs executive authority that can act within existing franchise rights before permanent recruitment and contractual reforms are complete. The board expects a stable evidence-and-intervention system, not a campaign of temporary dealer pressure.

What you will own

• Reconcile workshop throughput, first-time fix, repeat repair, warranty decision, customer waiting and remedy evidence at dealer level.
• Contain six critical dealers through time-bound recovery plans, increased field presence and contractual intervention recommendations.
• Decide regional support, discretionary funding and qualifying customer remedies within delegation while documenting franchise-owner accountability.
• Establish a warranty appeal clock that separates technical evidence, policy interpretation, goodwill decision and consumer obligation.
• Replace league-table scorecards with an intervention ladder based on customer consequence, recurrence, evidence integrity and recovery conduct.
• Run two quarterly reviews that apply comparable consequences while respecting each dealer’s contract and statutory employer status.
• Induct the permanent leader through open disputes, dealer histories, field capability, peak readiness and next contractual decision dates.

Candidate qualifications

• Held regional aftersales or franchise-performance authority across independently owned automotive dealer networks.
• Has intervened in profitable-looking workshops after customer and source job-card evidence contradicted headline productivity measures.
• Understands warranty adjudication, technical support, parts constraint, workshop loading, repeat repair and customer remedy together.
• Can enforce brand rights without issuing unlawful direction to dealer employees or casually threatening franchise termination.
• Rebuilt field-team credibility with owners after audit findings, inconsistent scoring or excessive central escalation.
• Completed a temporary network handover with active dealer disputes and peak service obligations still visible.

Non-negotiables

• Available in Dubai within three weeks and willing to travel weekly across all six Gulf markets.
• Brings operating authority in a franchised dealer system; standards audit or network consulting alone is insufficient.
• Accepts board and owner authority over termination, contracts, territories, permanent appointments and dealer capital.
• Will disclose automotive brand, dealer-owner, warranty, technology and field-service relationships before appointment.

1. 49 words maximum. Describe a dealer whose strong productivity score concealed a materially poor customer outcome.
2. 49 words maximum. Confirm your Dubai start date and the largest independently owned network you governed.
3. 49 words maximum. Which intervention can change dealer conduct without crossing the franchisee’s employer authority?