General Manager

At Haus of Chain, we place people we’d actually want on our own team. Built inside a full-service digital agency, we focus on proven execution and real commercial impact, not just what’s on the page.

We’re proud to be partnering with Peter Kittle Motor Company. A family-owned dealer group that’s been getting it right since 1988. From humble beginnings in Alice Springs, they’ve grown to have 10 award-winning dealerships across South Australia, Victoria and New South Wales, built on a simple but serious commitment: Car Buying Made Easy.

Peter Kittle’s values are reflected in its stability, the longevity of their people, and the investment they make in career development. This isn’t a corporate structure where decisions get made two levels above you and passed down. The Dealer Principal is close, the culture is direct, and the opportunities to grow within the group are real.

This role is based at Le Mans Toyota in Tottenham, Victoria. Tottenham sits within an established Victorian market. You’ll have the backing of a group that knows how to run dealerships well — and the autonomy to run this one as your own. 

As General Manager, you have full commercial accountability for the entire Tottenham dealership, sales, service, parts, finance, and front office. Every department, every outcome, reports through you.

You’ll work directly with the Dealer Principal, translating direction into results and keeping every part of the business performing. You set the standard of behaviour. You deal with issues when they arise, not the day after. You build relationships with Toyota at a manufacturer level that make a material difference to the dealership’s standing and performance.

This is the kind of role where the right person has genuine autonomy, competitive OTE capacity and growth potential.

WHAT SUCCESS LOOKS LIKE

You’re measured on dealership profitability. That means owning the budget process, setting targets that reflect realistic growth over prior years, and being accountable for how every department tracks against benchmarks month to month.

CSI sits at the top of your priority list alongside the financials. You’ll meet monthly with the Dealer Principal and Sales/Service Managers to review results, and quarterly, you’ll formally appraise each department manager against both commercial outcomes and how well they’re upholding the group’s standards.

Manufacturer relationships matter. You’ll be the face of the dealership to Toyota, and you’ll maximise every visit, every scorecard, every engagement. You know what dealer standards look like because you’ve lived them.

Key areas of accountability include:

• Full dealership P&L ownership: budget setting, financial controls, cheque signatory and hitting profit targets across every department.
• People leadership and performance management: leading department managers, running monthly results meetings, conducting quarterly appraisals and dealing with performance issues directly.
• Customer satisfaction (CSI): maintaining manufacturer CSI standards, monthly reviews with the Dealer Principal and Sales/Service Managers and driving continuous improvement across all customer touch points.
• Manufacturer and stakeholder relationships: building and maintaining strong relationships with Toyota Australia, maximising dealer visits and manufacturer engagement.
• Operational compliance and standards: ensuring company policies, procedures, presentation standards and legislative requirements are upheld across the whole dealership.

You’ve been in automotive long enough to know how dealerships actually work, not in theory, but at the floor level. You’ve held P&L responsibility for at least three years, and you understand what it means to be accountable for a number you didn’t inherit from someone else’s decisions.

You lead from the front. Your team knows where the line is because you’ve made it clear — not just through policy documents but through your own conduct. You deal with issues face to face, you recognise performance when you see it, and you don’t let problems sit.

Financially, you’re sharp. You can read a budget, interrogate a variance, and walk into a monthly managers’ meeting knowing exactly where things stand.