When Reggie Hubbard completed the two-year management training program at Sears in just nine months, he knew it was only a matter of time before his entrepreneurial drive would inspire him to strike out on

his own.

After graduating from the University of South Florida in 1975, Hubbard’s rapid rise through the Roebuck ranks was almost meteoric. He honed his people skills, first, in Macon, GA as Department Manager, then, as Training Coordinator. In 1978, Hubbard was transferred to Charleston, South Carolina and promoted, first, to Personnel Manager, then to Automotive Manager.

Sears moved its new superstar to Charleston, West Virginia, as Operations Manager in one of only three “Stores Of The Future” in the entire country—a high visibility, proving ground wherein Sears was perfecting its techniques for marketing into the next millennia. Under Hubbard’s steady hand, his operation rose from No. 8 to No. 1, in just four short months; where it remained during the balance of his watch.

As Hubbard retells it, "I knew if I could do that level of work for Sears, then I could do well for myself. So I needed to choose something that would provide both personal fulfillment and financial reward in exchange for 102 percent effort. Pay cut notwithstanding, after 16 years, I decided to leave my comfort zone at Sears. Then…somebody mentioned Chrysler.”

Hubbard was ultimately courted by all the members of "The Big 3" — General Motors, Ford and Chrysler. Chrysler eventually won out over the competition.putting Hubbard on the fast track in its Chattanooga, Tennessee Dealer School. Hubbard cruised through in overdrive, anxious to begin this new challenge. “In July 1986, I moved my family to Charlotte and opened the first member of the Hubbard Automotive Group, Metrolina Dodge, in September of that year.”

“On one hand, the minivan craze was hot and our Dodge Caravan was the best known of the lot," said Hubbard. "At the same time, nationally, 70 percent of new businesses fail, so there were some trying times and sleepless nights. Thankfully though, things began to click. We had established a reputation of honesty and fair pricing and we really took care of our customers. They knew we would do the same for them the next time they were in the market to buy. The hard work paid off. The word spread. Good things kept happening.

“I believe a major component in our success has always been our staff," said Hubbard. "At the end of the day, it all comes down to good people. And you can probably say I just have a real knack for finding good folks. My six years as a Sears personnel manager is key certainly; as is my Minor in Psychology. But I think we have been, and continue to be, inordinately blessed with good people.”

In 1996, Hubbard was offered the opportunity to purchase a struggling Chevrolet/Isuzu franchise in Charlotte. A challenge which he met, as usual, head on.

“We just went back to basics," said Hubbard. "At the time, that dealership had a terrible customer satisfaction rating, declining sales and was suffering heavy losses. In one year, we doubled the store’s sales volume, tripled the service repair volume and sent the customer satisfaction and loyalty figures through the roof!"

Reggie Hubbard's Automotive Group, which today consists of Metrolina Chrysler Jeep Dodge, Metrolina Used Car/Truck Superstore, and the all-new Honda of Lake Norman, have annual sales in excess of $130 million!

In addition to running The Group, “Mr. H” as he is called, serves on auto industry trade boards, local boards of directors, including the Foundation for the Carolinas and the North Carolina Blumenthal Performing Arts Center. "Black Enterprise Magazine" named him a National Top 20 Auto Dealer. Charlotte’s own Wachovia Bank, NA named him Entrepreneur of The Year, as well.

Given all these accomplishments in such a relatively short period of time, what’s next on The Hubbard Horizon?

“I’d like to acquire a few more stores to round out a diversity of franchises," said Hubbard. "I believe it’s important to strive to be in a position to provide opportunities, whenever possible, for the greatest number of people.”