McLaren

omposite Data Management: Oversee the collection of monthly financial and operational data from all dealers. Ensure dealers submit their data (P&L, balance sheet sections, and key operating metrics like sales, gross margin, expenses, departmental performance, etc.) accurately and on time. Work with an analytical platform or software for composites to compile this data into a coherent dataset for analysis. 

Data Validation: Review incoming data for accuracy and consistency. Flag anomalies or obvious errors in dealer submissions (e.g., an unusually low expense number that might be mis-keyed) and follow up with those dealers to correct them. Maintain confidentiality protocols so that each dealer’s data is handled appropriately and only seen in aggregate or anonymized comparisons, not shared improperly. 

Benchmarking & Analysis: Analyze the composite data to generate performance benchmarks and insights. Determine metrics like average dealer profitability (% net profit on sales), average revenue per salesperson, absorption rate, etc. Identify top quartile, median, and bottom quartile values for key indicators. Crucially, pinpoint areas where McLaren’s network overall might underperform industry benchmarks and investigate why. 

Reporting: Produce a monthly composite report for internal stakeholders and dealers that highlights the network’s financial health and key performance indicators. Use charts and tables to compare dealers – for example, showing the range of sales per advisor in aftersales, or the distribution of marketing spend as a percent of gross across the network. Summarize network-wide trends (e.g., “overall dealer profitability is up X% versus last year, driven by higher volume and improved used car margins, though new car margins have tightened slightly”). 

Dealer Feedback & Reviews: Support the Network Performance and Development teams by providing data for dealer performance reviews. When McLaren sits down with a dealer principal, supply a tailored composite extract that shows how their business compares to similar-sized or regional peers on key metrics. This data often serves as a eye-opener and foundation for discussions on where the dealer can improve operationally or financially. 

Improvement Initiatives: Working with the Network Performance Manager, identify network-wide opportunities to improve efficiency or profitability. For instance, if the composite shows that a majority of dealers have lower than ideal aftersales absorption, coordinate with Aftersales on initiatives to boost service business across the network. If some dealers have significantly higher marketing costs per car sold with no better result, develop guidelines for smarter spending. Essentially use the data to drive continuous improvement programs, whether it’s training on financial management for dealers or sharing cost-saving practices from high-profit dealers. 

Liaison with Dealers on Financial Performance: Serve as a point of contact for dealer financial controllers or principals who have questions about the composite or want to understand how to improve. Maintain an open line of communication to explain the composite metrics and encourage dealers to use the insights as a tool for their own management. Sometimes, host workshops or calls with groups of dealers to discuss composite results, allowing them to ask questions and share knowledge (in a moderated, non-competitive way). 

Internal Advisory: Inform McLaren’s internal teams (Network Dev, Sales, Aftersales, Finance) about how network economics are evolving. For example, alert if dealer profitability is trending down (which could eventually affect network stability or willingness to invest) or if certain cost ratios are climbing (like facilities costs due to big CI investments). This helps McLaren make decisions on adjusting margin support, dealer incentives, or other policies. Also, highlight positive trends, like if a focus on CPO is boosting dealer profits, reinforcing the strategy to push pre-owned initiatives. 

Fit for purpose systems: Maintain and develop an up to date and fit for purpose composite system. Ensure annual updates are deployed and tested, while, in parallel ensure new capabilities are added to the McLaren suit as the service provider innovates. Hold responsibility for contractual and performance management of the composite supplier.