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| Affiliation | Conservative |
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| Name | Peter Fleet |
| Address |
Chesham, England , United Kingdom |
| Email | None |
| Website | [Link] |
| Born |
Unknown |
| Died |
Still Living
(2024 years) |
| Contributor | RBH |
| Last Modifed | BrentinCO
May 22, 2021 04:16pm |
| Tags |
|
| Info | Chairman, Advisor and NED; former Group Vice President of global auto manufacturer; previously lived in Cologne, Bangkok and Shanghai
Based from 2007-19 in Germany, Thailand and China; most recently in Shanghai as President of Asia Pacific with full P&L leadership responsibility for all of Ford’s businesses and partnerships across China, India, ASEAN and Oceania.
Through a 30-year career at Ford, Peter Fleet has proved himself to be a well-rounded business leader who always puts people first. Rising to be Group Vice President, one of the most senior executives at Ford, Peter was the “go-to” leader to attack some of the most complex business challenges around the world.
His collegial and disarming leadership style encourages people to bring discretionary effort to the table, inspiring the absolute best of every individual on the team. Over the years he has recruited, trained and mentored many successful executives -- friends for life who are now leaders in their own right at Ford and elsewhere.
Qualities which distinguish Peter from others include a ruthless commitment to honesty, integrity, consistency and transparency. He can always be relied upon to speak truth to power. He has zero tolerance for any form of discrimination or business bullying of any kind.
Whatever the situation, Peter’s sense of fair play has always earned him the trust of others.
Peter is at his best when dealing with difficult situations. He rises to the occasion when others might give up or simply crumble under the pressure. This landed him the assignment as President of the Asia Pacific region for Ford based in Shanghai. In China, he had to find urgent and innovative solutions to an ageing product line-up, uncompetitive cost structures, a brand which lacked differentiation, strained JV partner relations and disengaged dealers. He also had to address the ongoing loss situation in India; Ford India was returned to profitability and a new alliance with Mahindra formed which will contribute positively to the Ford global product line-up for many years to come.
Successfully tackling these challenges required not only intimate knowledge of the industry and business situation across different markets, but also a sensitive “touch” in dealing with hugely different cultures. Leading a business with revenues of $30 billion, 50k employees, 1800 dealers, 8 national sales companies, 24 distributors and 4 JVs requires patience and organisation skills only few possess.
Peter reflects with great pride on how much he learned from Ford CEO Alan Mullaly (2006-14) and he is a passionate advocate of Mulally’s hugely successful “working together” principles, practices and management system.
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