Case Study:
From Zero to Seven: How I Built a Lasting Team at Honda of Aventura
Retention Through Leadership, Not Just Policy
At Honda of Aventura, I was tasked with launching a brand-new Business Development department, the dealership’s first foray into dedicated online sales and service. This department would be on the frontlines of digital customer engagement, and we needed a team ready to move fast, learn quickly, and deliver consistent, high-quality experiences.
But the automotive industry is notorious for high turnover, especially in sales-adjacent roles. I knew that to build something sustainable, I had to focus not just on performance, but on people.
Rather than relying on years of industry experience or technical training, I looked for something else entirely: curiosity, reliability, and a team-first mindset. I believed (and still do) that those are the real indicators of long-term impact.
My Role
Launched the department from the ground up, including structure, staffing, and daily operations
Recruited, hired, and onboarded seven new team members
Developed a team culture centered on mutual respect, learning, and customer-first service
Managed performance with a focus on growth, feedback, and retention
Chose people over pedigree, prioritizing mindset and potential over automotive experience
Impact
4 of the 7 original team members I hired have stayed long-term, either still at Honda of Aventura or growing within the automotive industry
Created a low-turnover team in a high-turnover industry
Delivered a consistently positive customer experience across online sales and service channels
Built a team culture that outlasted my tenure
Proved that retention is a leadership strategy, not just an HR function
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