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Ford Motor Company is a global automotive leader, operating through three main customer-centered business segments: Ford Blue, Ford Model e, and Ford Pro. The company is renowned for engineering iconic gas-powered, hybrid, and electric vehicles, as well as providing comprehensive services and software for commercial customers . Additionally, Ford offers financial services through Ford Motor Credit Company, enhancing customer loyalty and generating new revenue streams .
- Ford Blue - Engineers iconic gas-powered and hybrid vehicles, significantly contributing to the company's revenue and profitability .
- Ford Pro - Serves commercial customers with a comprehensive suite of vehicles, services, and software, achieving substantial growth in revenue and profitability .
- Ford Model e - Develops breakthrough electric vehicles (EVs) and related software, establishing itself as a leading EV brand in the U.S. with increasing shipments and sales .
- Ford Motor Credit Company - Provides financial services that support customer loyalty and create new revenue streams .
| Name | Position | External Roles | Short Bio | |
|---|---|---|---|---|
William Clay Ford, Jr. ExecutiveBoard | Executive Chair and Chair of the Board | Vice Chair of the Detroit Lions, Inc.; Board Member of The Henry Ford and Business Leaders for Michigan | Long-serving leader at Ford, recognized for advancing sustainability, mobility, and electrification initiatives. Director since 1988. | |
Andrew Frick Executive | Vice President, Sales, Distribution & Trucks, Ford Blue | None | Oversees sales and distribution for Ford Blue. | |
Ashwani Kumar Galhotra Executive | Chief Operating Officer (COO) | None | Oversees Ford's global industrial system, supporting Ford Blue, Ford Model e, and Ford Pro. Former President of Ford Blue. | |
J. Doug Field Executive | Chief EV, Digital, and Design Officer | None | Leads EV and digital initiatives. Former VP at Apple and SVP at Tesla. | |
Jennifer Waldo Executive | Chief People and Employee Experience Officer | None | Former VP at Apple and CHRO at GE Digital. Leads HR and employee experience at Ford. | |
John Lawler Executive | Vice Chair | None | Former CFO of Ford, now focusing on strategy, partnerships, and corporate development. Over 30 years at Ford. | |
Kay Hart Executive | General Manager, Ford Model e | None | Former leader of Ford's International Markets Group. Key contributor to Mustang Mach-E and F-150 Lightning launches. | |
Marin Gjaja Executive | Chief Strategy Officer | None | Former Chief Customer Officer for Ford Model e. Key contributor to the Ford+ growth plan. | |
Mark Kosman Executive | Chief Accounting Officer (CAO) | None | Longtime Ford employee. Led global accounting and ERP system development before becoming CAO. | |
Michael Amend Executive | Chief Enterprise Technology Officer | None | Leads Ford's enterprise technology strategy. Former President of Online at Lowe’s and EVP at JCPenney. | |
Shengpo ("Sam") Wu Executive | President and CEO, Ford China | None | Leads Ford China and International Markets Group. Former EVP at Whirlpool Asia. | View Report → |
Sherry House Executive | Chief Financial Officer (CFO) | None | Former CFO at Lucid Motors and Treasurer at Waymo. Brings expertise in EVs and financial strategy. | |
Steven P. Croley Executive | Chief Policy Officer and General Counsel | None | Former General Counsel for the U.S. Department of Energy. Joined Ford to lead legal and policy matters. | |
Adriana Cisneros Board | Director | CEO of Cisneros Group; Director at Mattel Inc. and AST Spacemobile Inc.; Trustee of Knight Foundation | Media and digital advertising expert. Brings insights into modernizing family-led businesses. | |
Alexandra Ford English Board | Director | None | Ford family member. Former Director of Corporate Strategy and Global Brand Merchandising at Ford. | |
Beth E. Mooney Board | Director | Director at Accenture plc and AT&T Inc.; Chair of Cleveland Clinic Board | Former CEO of KeyCorp. Provides financial and risk management expertise. | |
Henry Ford III Board | Director | Advisory roles at Henry Ford College, Bridging Communities, and others. | Ford family member. Former Director of Investor Relations at Ford. | |
John B. Veihmeyer Board | Director | Vice Chair of University of Notre Dame Board; Chair of LPGA Board; Trustee of Financial Accounting Foundation | Former Chairman of KPMG International. Provides accounting and governance expertise. | |
John C. May Board | Director | Chairman and CEO of Deere & Company | Brings expertise in global operations, IT, and manufacturing. | |
John L. Thornton Board | Lead Independent Director | Chairman of Barrick Gold Corporation; Non-Executive Chairman of PineBridge Investments; Chairman of RedBird Capital Partners | Brings extensive international business and financial expertise, particularly in China. | |
John S. Weinberg Board | Director | CEO and Chairman of Evercore Inc.; Board Member at New York-Presbyterian Hospital and Cystic Fibrosis Foundation | Former Vice Chairman at Goldman Sachs. Brings expertise in finance and capital markets. | |
Lynn Vojvodich Radakovich Board | Director | Director at Booking Holdings Inc. and Dell Technologies Inc. | Former EVP and CMO at Salesforce. Brings expertise in digital transformation and marketing. | |
William E. Kennard Board | Director | Director at AT&T Inc. and MetLife, Inc.; Trustee at Yale University | Former FCC Chairman and U.S. Ambassador to the EU. Brings expertise in public policy and technology. | |
William W. Helman IV Board | Director | General Partner at Greylock Partners; Board Member at Vornado Realty Trust; Founder of Equal Opportunity Ventures | Venture capital expert. Provides insights into technology investments and innovation. |
- Despite higher earnings, Ford's capital base has expanded such that returns haven't improved. How are you addressing the trajectory of structural costs, and what steps are you taking to improve returns on capital?
- With many traditional automakers investing billions in R&D to achieve affordable EVs at scale, why isn't Ford pursuing more partnerships to share costs and risks, especially given your focus on capital efficiency?
- Given the significant investment to add 100,000 units of Super Duty capacity in Canada, how confident are you that demand will sustain these high levels, and can you elaborate on the incremental margins and expected payback period for this investment?
- Ford Model e generated a loss of $1.1 billion in the quarter, and you are forecasting a full-year loss of $5 billion to $5.5 billion due to pricing pressures and investments. What specific actions are you taking to turn around Model e, and when do you anticipate reaching profitability in this segment?
- Considering that Ford's stock ranks near the bottom of the S&P on P/E ratio and the market hasn't reflected the company's transformation, why does the Board refuse to authorize a share buyback, and do you genuinely believe there are better uses of capital than returning it to shareholders?
Notable M&A activity and strategic investments in the past 3 years.
| Company | Year | Details |
|---|---|---|
Auto Motive Power (AMP) | 2023 | Ford Motor Company acquired AMP on November 1, 2023; AMP is a California-based startup focused on electric vehicle charging solutions, and Ford acquired its goodwill and technology assets, which did not have a material impact on its financial statements. |
Recent press releases and 8-K filings for F.
- Ford issues a stop-sale order and recalls over 317,000 Mustang Mach-E SUVs (model years 2021–2025) due to a software defect locking door latches.
- The defect occurs when the 12-volt battery unexpectedly discharges, causing the electronic door latches to retain their last locked or unlocked state, risking occupants being trapped or locked out.
- Dealers must perform an in-person software update to both the powertrain control module and the secondary onboard diagnostic control module in Q3 2025; over-the-air fixes are not supported.
- No injuries have been reported, but incidents include a child trapped for 40 minutes; a California class action alleges Ford should have provided a manual keyhole as a safety fallback.
- Ford leveraged its U.S. manufacturing footprint, launching the “From America, For America” employee-pricing campaign on April 2, which helped drive a 14.7% market share in May (up 1.9 pts YoY) and the strongest truck portfolio performance in 20 years.
- Ford Pro is expanding its software and service ecosystem, with over 675,000 digital subscriptions, a parts attach rate of 35% (from ~30% two years ago), and 1.5 million mobile service visits YTD, aiming for 20% of Pro profits from parts and services in the future.
- Model E remains the #2 EV automaker in the U.S. over the past three years, with Mach-E and Lightning growth complemented by profitable European launches (Capri, Explorer, Puma); Ford canceled its unprofitable three-row EV and reallocated that capital to Super Duty.
- In Europe, Ford Pro’s commercial share rose over 3 pts YoY despite a soft market and cost pressures from its Turkish JV; in China, Ford’s JV generated $900 million in exports (e.g., Territory), with learnings on AI and digital customer experience feeding global operations.
- Ford’s autonomy roadmap features BlueCruise L2 with 350 million miles driven and automatic lane changing, in-house development of upcoming L3 “eyes-off” highway capability, and a measured approach to L4, emphasizing partnerships that deliver customer value.
- CFO Sherry House highlighted a shift in Ford’s operating model, emphasizing the use of specialists, advanced EV development (formerly known as Skunk Works), and streamlined cross-functional teams to drive innovation and agility in response to a volatile environment.
- She detailed the estimated $2.5B tariff impact, explaining that it is split between parts (including steel and aluminum) and vehicle tariffs with recent policy changes offsetting these effects, and noted that further guidance will be provided in Q2.
- Ford is aggressively targeting cost reductions to narrow a $7B competitive gap by focusing on warranty and material cost improvements, leveraging its strong domestic manufacturing capabilities.
- 16.3% year-over-year increase in U.S. sales for May 2025, marking its best May since 2019 and third consecutive month of double-digit growth.
- Strong demand for internal combustion engine vehicles (+17.2%), hybrids (+28.9%) and SUVs (+23–25%), led by Bronco Sport, Escape and Explorer.
- Electric vehicle sales fell 25%, with F-150 Lightning down 42% and E-Transit down 93%, reflecting softer EV demand.
- Lincoln brand sales surged 39%, bolstering overall performance.
- Prices on some Mexico-built models raised up to $2,000 due to new tariffs; analysts caution that tariff uncertainty and a slowing market may present challenges.
- In April, China imposed new export controls on seven key rare earth elements and related magnets, triggering global supply chain disruptions in automotive, electronics, and defense industries.
- The stricter licensing regime has drastically slowed legal shipments, with only a few exports approved, leading automakers like Ford to halt production due to shortages.
- Automakers are considering relocating manufacturing back to China, as it allows export of finished motors containing rare-earth magnets but restricts individual magnet exports.
- India’s auto sector warns the magnet supply crisis could impact production as early as July, due to delays in Chinese export license approvals.
- China’s restrictions have effectively shuttered the only heavy rare earth processing mill outside China, located in northern Vietnam.
- U.S. light vehicle sales plunged to 15.65 million units in May 2025, the largest monthly decline since April 2020, amid depleted inventories and a 10% cut in incentive spending.
- Ford’s U.S. sales rose 16% year-over-year in May, led by strong demand for Escape (+24%), Explorer (+23%), Bronco Sport (+46%) and Maverick (+14%) models.
- South Korea’s manufacturing activity contracted for the fourth straight month, with auto exports down 1.3% year-over-year, underscoring sustained U.S. tariff impacts.
- China’s Caixin/S&P Global manufacturing PMI fell to 48.3 in May, its lowest level since September 2022, signaling ongoing sector weakness.
- Ford’s executive leadership detailed a broad strategic transformation focusing on electrification, advanced electrical architecture, and enhanced software capabilities across both ICE and EV platforms to improve cost, quality, and capital efficiency.
- The call emphasized the growing importance of the Ford Pro business, highlighting its high margins, expanding software/physical services, and a leading market share in commercial vehicles.
- Ford is shifting its investment priorities toward next-generation, affordable EVs and hybrid technologies with planned launches around 2027–2028, while also enhancing supplier collaboration and digital innovations to stay competitive globally.
- Ford recorded Q1 2025 revenue of $40.7 billion, delivered $1 billion in EBIT, and posted GAAP net income of $471 million, reflecting robust cost improvements and strong net pricing despite a 5% revenue decline YoY.
- Ford suspended its full-year guidance amid ongoing tariff uncertainties, estimating a gross tariff headwind of $2.5 billion and a net adverse adjusted EBIT impact of $1.5 billion.
- The results underscore significant cost and quality improvements that helped surpass breakeven expectations.
- Ford highlighted its competitive U.S. manufacturing footprint along with major product launches, including updated Expedition, Navigator, and electric models, driving market share gains.
- The company maintained strong liquidity with $27 billion in cash and $45 billion in overall liquidity, supporting continued growth investments despite planned plant shutdowns affecting wholesales.
- Ford’s management emphasized a strong balance sheet and liquidity to navigate tariff uncertainties and global competitive pressures, particularly from Chinese players, amid evolving product cycles .
- Capital allocation remains focused on reinvesting 40–50% of free cash flow into growth opportunities while keeping flexibility to return value to shareholders as market conditions evolve .
- The company detailed multiple amendments to its credit agreements, including the Twenty-Second Amendment to the Credit Agreement and the Seventh Amendment to the Revolving Credit Agreement, effective April 17, 2025 .
- Revised definitions and extended maturities (up to April 17, 2028) for credit commitments were implemented to enhance liquidity and manage debt flexibly .
- The amendments confirm that all requisite representations, warranties, and conditions precedent are met, ensuring no defaults under the new terms .
- Ford is accelerating its development cadence by adopting agile processes and leveraging partnerships to enhance electrification, multi-energy, and digital vehicle technologies .
- U.S. retail sales increased by 5% in Q1 2025, driven by a 19% rise in March sales.
- F-Series pickups led the quarter with sales up 24%, while electrified vehicle sales reached a record 73,623 units, up 26% year-over-year.
- Off-road performance vehicles saw robust growth, with Bronco sales rising 35%.
- Ford Pro Intelligence software subscriptions climbed about 20% to approximately 674,000 active subscriptions.