Trucking in his veins
Billy Tom, the brand new managing director and CEO of Isuzu (he actually only assumes full responsibility from 01 July 2020), has been mad about trucks and the Isuzu brand for decades. “I grew up on a farm in Alexandria, about 100 km from Port Elizabeth. My dream growing up was to be a long-distance truck driver. After doing Standard Seven three times, I gave up on school and got my Code 10 in an Isuzu truck. I subsequently got my Code 14 too,” he reveals.
But his career as a truck driver was not to be. “The farmers who owned the farm on which I lived were very interested in their employees’ kids getting educated. They encouraged me and I returned to school. But I didn’t give up on my dream to drive trucks, there was a quarry in Alexandria where I drove tipper trucks during my school holidays.”
After matriculating, Tom obtained a Bachelor of Commerce Degree (at Rhodes University) and a Master of Business Leadership Degree (from Unisa). For a time, it looked as though his career would have little to do with trucking. “I started my career at Distell and then worked at SABMiller, Standard Bank, General Motors and finally at Coca-Cola Beverages South Africa/ABI, where I spent my last 12 years. My most recent role there was as General Manager: Alternative Revenue Streams, where I was responsible for soft drinks exports into Africa, Asia and Australasia,” Tom reveals.
Back to trucks!
Now he’s returned to his roots, and it’s clear that he couldn’t be happier. “When an opportunity to join Isuzu arose, it was a dream come true for me. I am looking forward to taking Isuzu forward,” he elaborates.
However, he’s joined Isuzu at a somewhat challenging time – not just for the Japanese truck maker but for the industry at large. He fully acknowledges this. “The environment in which we operate has changed dramatically. We need to change in order to deal with that. We need to ensure that we have robust market recovery plans in place. We need to reshape how we do business because we are playing in a completely different space. Look at how the Twin Tower bombings changed the world; we’re in that same situation now. We have to reset everything, and we need to react very quickly,” he notes.
Accordingly, Tom plans on ensuring that Isuzu fits into the “new” world. “Both Isuzu and its dealer network are now focusing on recovering its revenue streams and protecting our footprint. We want to reshape the way we do business. Going forward, people aren’t going to flock into dealerships. So, how do we do business in the future? That’s what we need to figure out and deliver to our customers,” he says.
While challenges abound, Tom is fortunate in that he joins the company at a time when Isuzu is accustomed to leading the pack. “The performance of Isuzu has been strong over the years. We have created a strong reputation and a hunger for success. We are grabbing each and every opportunity to grow in every segment. We have managed to hold share in the various segments in which we play. We have long been number one in mediums (15.4% share in 2019) and heavies. We have been tracking ahead when it comes to light commercial vehicles. However, our road to success is always under construction and we are always hungry for more,” he reveals.
Part of the company’s success will be determined by its product range and Tom and his team are actively engaging with Isuzu in Japan. “The future product portfolio must speak to the needs of the market. As soon as we have finalised our planning, we will communicate the details,” he says.
Going green
“Green” products are also en route. “Currently we are undertaking a programme to test electric, hybrid and compressed natural gas trucks. We don’t have any specific rollout plans at this stage. These vehicles are currently being tested by some key customers in South Africa,” Tom reveals.
He is also focusing on greater success for Isuzu within Africa. “In my previous life, I was involved in exports. There are huge opportunities in Africa. Sometimes we talk about ourselves as though we’re on a different continent, which is a mistake. We want to strengthen our presence in sub-Saharan Africa and elsewhere on the continent. Each economic cluster within Africa has its opportunities. Our vehicles have already been tested in the harsh African environment, so we know that they’re up to the job,” Tom says.
Of course, this is nothing new for Isuzu. “We have long been focusing on both left and right-hand drive markets. We have 70 dealers in South Africa and around 30 dealers cross border in Sub-Saharan Africa markets. So, we are very well represented on the African continent,” he notes.
He will also concentrate on ensuring the sustainability of the company and its dealer network. “Our dealer network, of course, must be strong and that is a clear focus. The dealers play a very important role. If they’re not on the bus we are going to have problems going forward. They are our partners and our route to market. If they fold, we will also fold eventually. Likewise, their success is our success.” Tom points out.
People are also an area of focus. “We have 1000 employees and so this job is a big responsibility. We have to work very hard to ensure that they keep their jobs. The same applies to all the people who are employed within the dealer network,” he maintains.
Finally, the focus will be firmly on retaining customers’ trust. “Once the customer has changed his or her needs and expectations (which is currently happening), we need to ensure that the customer still sees us as offering the best product and service offerings. Furthermore, it’s important that they realise that we don’t just operate in the good times. We are still there for our customers and communities in the tough times. We are a business with a soul,” he points out.
Clearly, the same applies to Isuzu’s new leader too.
