Work story · STaSIS Engineering
Building a million-dollar territory from the ground up.
How a customer-focused sales strategy transformed an undeveloped three-state market into a high-performing dealership network for STaSIS Engineering.
At a glance
Three states, built from scratch.
- Role
- Senior Area Manager
- Company
- STaSIS Engineering
- Territory
- California, Arizona, and Nevada
What it took
- Strategic prospecting
- Consultative selling
- Comprehensive training
- Persistent account development
The challenge
A premium product, and a market still to be built.
STaSIS Engineering was operating in startup-growth mode, bringing premium performance products to Audi franchise dealerships while building its national presence.
Across California, Arizona, and Nevada, much of the market still had to be developed. Success required more than introducing a product line. It meant identifying the right dealerships, earning the confidence of decision-makers, developing relationships throughout each organization, and demonstrating how the STaSIS model could fit naturally into existing sales and service operations.
I was charged with building that territory virtually from the ground up.
Finding the right opportunities
Selective, not just signed.
I began by concentrating on major metropolitan markets with demographics suited to premium automotive performance products. From there, I identified Audi dealerships with the customer base, leadership, and operational capacity to become successful long-term partners.
My approach was selective and strategic. The goal was not simply to sign dealerships—it was to develop accounts capable of understanding, supporting, and profitably representing the STaSIS brand.
Building buy-in across the dealership
Support at every level.
I built relationships with dealership principals and executive leadership while also working directly with sales teams, service managers, service advisors, and other customer-facing staff.
I conducted extensive on-site training covering the product portfolio, software, hardware, installation considerations, and the role each department played in the customer experience.
Product demonstrations and test drives allowed dealership teams to experience the offering firsthand. Detailed question-and-answer sessions helped address concerns, strengthen product knowledge, and build the confidence employees needed to present STaSIS solutions effectively to customers.
The relationship continued well beyond the initial launch. As dealership teams gained experience, I remained a trusted resource for product guidance, operational support, and emerging account needs.
Reframing the business opportunity
More than an aftermarket product line.
A central part of my strategy was helping dealerships recognize STaSIS as more than an aftermarket product line.
I positioned the program as an unrealized profit center—one capable of supporting vehicle differentiation and sales while creating additional opportunities for the service department.
By connecting the offering to dealership economics, customer demand, and existing workflows, I helped decision-makers understand how the entire model fit together.
The value proposition became clear: STaSIS could create a more distinctive ownership experience while generating meaningful revenue across multiple areas of the dealership.
The results
Measurable growth across three states.
By combining strategic prospecting, consultative selling, comprehensive training, and persistent account development, I:
- Generated more than $1 million in annual revenue
- Ranked in the top 1% of the national sales team, both quarterly and annually
- More than doubled signed accounts and gross bookings year over year
- Launched and trained several Penske and AutoNation dealerships
- Strengthened STaSIS brand leadership across a major three-state territory
“Possibly the fastest car we’ve ever driven.”
— European Car
The takeaway
Growth accelerated when dealership teams understood the complete business case—how the product served customers, fit their workflows, and created revenue across sales and service.
Building a market from scratch requires persistence, dedication, and genuine belief in the value being offered. But enthusiasm alone is not enough.
That combination of customer insight, organizational buy-in, and measurable commercial value transformed an undeveloped territory into one of the company’s strongest growth opportunities.
