Hello
I’m Chris Atamu, and I’ve spent more than 20 years learning what makes a dealership successful—not from behind a desk, but from inside the operation.
My career has taken me from the sales and lease retention side to service management, fixed operations leadership, and dealership consulting. I’ve managed departments, coached teams, worked directly with customers, analyzed financial statements, improved KPIs, developed employees, and helped dealerships identify the operational issues that can quietly cost them thousands of dollars in lost revenue and customer loyalty.
My Story
As a former Service Manager for Lexus, Fixed Operations Director for Ford, and Fixed Operations Consultant working with dealerships across the country, I understand the dealership business from multiple perspectives.
That experience is what I bring to every dealership I work with.
I Don't Just Look at Your Numbers. I Find Out What's Driving Them.
A dealership can have great people and still have processes that are costing it money.
You can have a busy service department and still be losing customers.
You can have strong sales numbers and still have significant opportunities sitting inside your fixed operations departments.
And you can have reports full of KPIs without truly understanding why those numbers look the way they do.
That's where I come in.
I look beyond the reports.
I examine your people, processes, customer experience, management structure, accountability, communication, workflow, productivity, CSI, technician efficiency, effective labor rate, parts gross, labor gross, customer-pay opportunities, retention, and overall departmental performance.
Then I connect those areas to one thing that matters to every Dealer Principal:
The Bottom Line.
Why Work With Me?
Because I've been where your managers and employees are today.
I know what it's like to manage advisors.
I know what it's like to manage technicians.
I know what it's like to deal with customers who aren't happy.
I know what it's like to be accountable for CSI.
I know what it's like to look at a financial statement and determine where the opportunity is.
I know what it's like to manage people, build accountability, create processes, train employees, and produce results under real dealership pressure.
And I've also experienced dealerships from the outside as a consultant, giving me the objectivity to identify problems that people working inside the organization may no longer see.
That combination of hands-on experience and outside perspective is my advantage.
Customer Retention Is the Foundation of Long-Term Profitability
I believe one of the greatest opportunities in a dealership is the customer you already have.
Getting a customer through the door is only the beginning.
The real opportunity is creating an experience that makes that customer want to come back—and trust your dealership with their vehicle, their next service visit, and eventually their next vehicle purchase.
That requires more than telling employees to "take care of the customer."
It requires a process.
It requires training.
It requires accountability.
It requires consistent communication.
And it requires management that understands the numbers behind customer retention.
My approach is designed to help dealerships create that environment.
