Rheanna Drynan’s Rise

Five years ago, Rheanna Drynan was answering phones.

Today, she leads the sales floor as New Car Sales Manager at Platinum Mitsubishi, the first woman to hold the title in the dealership’s history, a progression that matters matters.

Her path, from receptionist in 2021 to sales manager in 2026, is one of the fastest career ascents in the industry. But what makes her story significant is not just the speed. It is the insight behind it:

The best salespeople do not always make the best leaders. And the best leaders do not always come from the top of the sales board.

From Reception to the Sales Floor

Rheanna’s love for cars started long before retail automotive entered the picture. Japanese domestic imports. Car meets. Late nights surrounded by enthusiasts who shared her passion.

For eight years, she worked in the restaurant industry. When COVID disrupted everything, a friend mentioned an opening at Platinum Mitsubishi. Receptionist.

She took it.

She excelled quickly, but curiosity pulled her deeper. Working closely with the dealer principal, she absorbed the operational side of the business. On the showroom floor, she observed sales consultants building relationships with customers and found herself drawn to the process.

The General Sales Manager, Kenton, noticed.

At first, the encouragement was subtle. Then it became direct. He believed she would be a strong addition to the sales team.

“I eventually let him convince me,” Rheanna recalls.

She transitioned to sales in 2022.

On the floor, she discovered something important. She was strong in sales. Customers connected with her quickly and authentically. But what surprised her was where she naturally gravitated: helping others improve.

“I was good in sales,” she says now, “but I’ve always been a better leader.”

Leadership Before the Title

Some people discover leadership after they are promoted. Rheanna discovered it before authority was ever assigned.

“The dealership atmosphere can be really intimidating,” she explains. “And so when we got new hires, I made it my goal to make sure they were comfortable, that they would feel heard and included.”

She began mentoring new team members informally. Coaching. Encouraging. Supporting their development.

“The feel-good moment where you can see that you serve a greater purpose… that you have leadership value and attributes to offer the team to help them excel and grow.”

By 2024, she was Floor Manager. By 2026, she was promoted to New Car Sales Manager. The progression was not accidental. It reflected a dealership culture willing to recognize leadership ability independent of sales ranking.

The Skill Set Distinction

Selling and leading require different capabilities. Excellence in one does not automatically translate to competence in the other.

“There are some of my sales guys that could probably outsell me,” Rheanna admits freely. “They could probably close a customer better than I could.”

In many dealerships, that admission would disqualify someone from leadership consideration. But Platinum Mitsubishi recognized something different. Rheanna’s strengths: mentorship, accountability, emotional intelligence, and the ability to develop people, were precisely what the team needed.

“Just because you are the top salesperson doesn’t make you the best leader for the sales team. They’re totally different skill sets.”

Too often, organizations promote their top performers into management and then struggle when results decline. They have removed their strongest closer from the floor and placed them in a role that demands coaching, strategy, and long-term development.

Rheanna’s promotion represents what happens when leadership understands that distinction.

What Leadership Looks Like Day to Day

Retail automotive does not offer predictable days. Curveballs are constant.

But when interruptions are not dominating the schedule, Rheanna’s philosophy remains consistent: people before process.

Mornings begin with personal check-ins, not the kind focused immediately on numbers.

“I think it’s really important to get a little bit grounded in the morning and not just dive right into work,” she says. “Everybody’s personal lives are important to who they are and what they bring into work every day.”

She pays attention to emotional posture. A distracted or discouraged salesperson will carry that into customer interactions.

From there, she transitions to operational oversight, appointments, CRM, lead response times, coaching opportunities. Thursdays are reserved for structured skill development.

Her role is not reactive and removed. It is present and proactive.

Review yesterday. Prepare for today. Build for tomorrow.

The "Momager" Mindset

Her team has a nickname for her approach: momager.

She owns it.

“I do think of myself as kind of the bad cop,” she admits with humor. “I’m the manager that keeps them accountable for their actions. And sometimes I get kickback, who favors the manager that makes them work, right?”

Accountability is not detached enforcement. It is rooted in care. When her team succeeds, she succeeds. When they struggle, she feels it personally.

“I do it because I care about them and I want them to be successful. And if I gotta be the mean momager, then that’s totally cool with me.”

The pushback sometimes comes first. The appreciation often comes later, when growth becomes visible.

“My skills have strengthened. I’ve become more adaptable. I’m more knowledgeable. My process is getting easier.”

That is the result of consistent leadership, not momentary motivation.

Leading Former Peers

Transitioning into leadership over former peers is one of the most delicate professional shifts in any industry.

“Earning their trust and getting their buy-in was one of the most challenging things,” Rheanna acknowledges.

Her approach emphasized patience over authority. She had direct conversations with her team about strengths and differences.

“I’m here because I have better leadership qualities. But you’re where you are because you can sell better than I can. These are qualities you have, and these are qualities I have.”

Trust became the foundation.

“If I don’t have their trust, we don’t have any foundation.”

Sustainable leadership requires earned credibility, not demanded compliance.

Being the First

As the first female sales manager at Platinum Mitsubishi, Rheanna operates in a space that remains predominantly male.

“Not being taken seriously is something that tends to come to the surface quite often,” she says.

Whether in business-to-business relationships or customer interactions, the bias surfaces. But she chooses to interpret those moments differently.

“The challenges I’ve experienced, I don’t really look at them as challenges. I kind of interpret them more as opportunities.”

The industry is evolving. As roles expand and customer expectations shift, leaders who embrace adaptability, empathy, and continuous development will define its future. Rheanna sees herself contributing to that evolution.

The Mentors Who Saw Her First

Kenton, the General Sales Manager, recognized her leadership potential early. His encouragement helped her step into sales and later into management.

“He made me believe in myself as well. He saw my potential and even made me see my own potential.”

Mat Koenig, Sales Trainer for ADU and a trusted mentor, has also provided guidance as she navigates complex leadership situations. When challenges arise, she seeks counsel from those with deeper industry experience.

Rheanna hopes to see more women in mentorship roles as the industry continues to evolve. For now, she remains grateful for the allies who invested in her growth.

Advice for Women Considering Automotive

Rheanna's counsel for women wondering if they belong in this industry is direct:

Be confident in your strengths. Seek out mentors early. Volunteer for opportunities that challenge you. And never underestimate the value of your perspective.

"Speaking my voice elevated my career path and sped it up really quickly," she says. "Women deserve to know that their voice belongs everywhere, in male-dominated industries or anywhere else."

The practical reality supports her point. Women influence the majority of automotive purchasing decisions. Who better to understand the customer than someone who shares their perspective? The empathy women bring to customer experience, the considerations men might never think about, these aren't soft skills. They're competitive advantages.

"When you're able to offer each other different perspectives and come up with inclusive solutions," Rheanna explains, "you get the best possible outcomes and results."

Introspection Before Projection

When asked what question she wished had been explored further, Rheanna chose one about balancing personal growth with professional responsibility.

Her answer revealed the depth behind her rapid advancement.

“It’s a matter of introspection and not projection,” she explains. “Being able to self-reflect while still supporting others.”

Before addressing conflict, she looks inward.

Is this something I need to adjust? Or is this something that requires coaching?

“It always starts with yourself. What could I be doing better? How could I approach this in the best possible way?”

Leaders who practice what they expect from others build credibility that cannot be manufactured.

The Trajectory Ahead

In five years, Rheanna moved from receptionist to sales manager. The trajectory suggests continued growth.

Ownership or executive leadership would not be surprising. But the foundation is what makes the trajectory sustainable. Rheanna's focus remains on continuous learning, developing more leaders, and making dealerships more inclusive for everyone. The industry is evolving fast, and she intends to evolve with it.

The strongest sales leaders are not always the strongest closers. Sometimes, they are the ones who build them.

Rheanna Drynan is proof.

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