Mike Wise, head of Kwik-Fit Fleet, has worked in the tyre business virtually without interruption.

A tyre-fitter in his teens, Mike can remember when there were just six sizes of tyres – and these fitted all cars.

“Now there are 660 sizes – that’s the only thing that’s changed since the steel radial was introduced in 1947. And we need to have those 660 sizes available everywhere,” says Mike.

What hasn’t changed is the converted St Albans chapel where I’m meeting Mike.

"This has been the office of Kwik-Fit Fleet since its inception in 1987.

"It’s tight and tight-knit. And that’s the way Mike likes it.

“We’ve always been lean,” says Mike.

He reckons this will help the company weather the economic storm.

“We’re fortunate that we see the tyres on new car fleets, which then need replacing when the car becomes a second-hand vehicle. It allows us to forecast well ahead because we already know the tyre sizes.

"But that doesn’t mean we’re totally protected. Because nobody knows what will happen.”

That might be well and good for Kwik-Fit Fleet, but what about those fleet managers caught up in the recession?

As an experienced market professional, what five points would Mike tell them to focus on?

“I think they must continue to be proactive,” responds Mike.

“Don’t stop and go into your shell because of a recession.

"You have to work harder because there are some great opportunities out there.

“Second, I think their customer service must be exceptional – to their drivers and their suppliers. You get loyalty and that won’t be forgotten.

“Third is funding – that’s the biggest challenge.

"Getting the right price for vehicle supply is essential.

“And so, too, is getting residual values right. It’s a big ask, I know.

“They’re almost impossible to forecast accurately – and if there’s anybody who can tell me what RVs will be in three years’ time, I want them here.

“Finally, I think fleet managers should manage costs but not cut investment in systems and processes – they’re crucial.

"Cut that investment and you’ll be letting your drivers – and your company – down in the future.”

All this is good, sound stuff for fleet managers.

I wonder if such an understanding of their tasks is why Mike has chosen to support the Fleet News Awards by sponsoring the New Fleet Manager of the Year?

“Well, it is the fleet event, but beyond that I think it’s good to see new people come through.

"New people have new ideas, new innovations, all of which is crucial.

“These guys will pave the way for the next cycle of the fleet industry…”

A pause from Mike, and a chuckle: “Whatever that may be.”

MIKE WISE CV

Currently head of Kwik-Fit Fleet, Mike has filled a series of senior management positions, both in the UK and abroad.

Mike is currently in his second term as head of Kwik-Fit Fleet – having left to take up a role with Manheim Europe – and his third as an employee of the company.

Married with two children, Mike – who holds a dual passport and can speak fluent French and basic Dutch – describes himself as “a bit of a mongrel… my mother was French, my father was German and I was born in Australia.

"With my wife being Welsh, I’m not sure there’s any hope for my kids…”.

TIPS FROM THE TOP

Do you have any golden rules for success?

Good people, hard work and luck.

What is the best advice you’ve been given?

To invest in Kwik-Fit three years before Ford bought it when shares were £2.50 – since then I’ve made a 400% return on investment.

…and what was the worst?

When Ford wanted to sell Kwik-Fit, I wanted a management buy-out. But someone told me at
£200 million we couldn’t afford it. It was my biggest mistake.

Who has been your role model and why?

Tim Parker, a former CEO of Kwik-Fit. He had trust in people; he treated you with respect, but you had to stand by your results.

How do you unwind outside work?

I don’t – I’m a bit of a workaholic. I tend to do a lot at the weekend with customers or, if not, I’m preparing something for the following week.

What personal and professional qualities will be required in your eventual successor?

I think he or she would have to be a refined Mike Wise…perhaps with some software changes. But, crucially, they need to be personable, credible and deliver for the customer and the company.

What role, if any, does leadership play in a company?

I think it’s absolutely crucial. You need a credible leader that’s comfortable in both successful and tough times. If staff don’t believe in their leader, it won’t happen for the company.

Company car or ECO: what do you drive?

Personally, I’m a huge fan of demonstrators…