Since Scott Thompson departure in Dec 2022, and the new CEO Kevin Parkes, there has been a significant churn of office employees at Finning across the board. The new message has been 'optimizing the strategy', which translates into SG&A cost cutting of employees (likely to boost EBITA for executives performance KPIs), and a disinvestment away from key areas of digital transformation strategy, where sadly many exceptional game-changing individuals were onboard to drive the future of the business in the digital age.
I believe this due to a completely new vision by leadership (now that all the old executive mavericks and visionaries are gone), and Caterpillar has since surpassed Finning in many areas of digital. IMHO this means Finning is stepping back to their old sales and operating model to fall inline with all other Dealers of Caterpillar, and no longer taking a visionary approach to create Finning's own destiny and future. This will likely improve the short-term stock performance and EBITA from all the head count cost cutting, but long term it may hurt the overall business growth and performance. It's unfortunate Finning's new leadership does not see this as the dealer models have been evolving, where OEM's are now in pole position to go direct to customer vs. through dealers, and as a result change the role and comp. of dealers today. Dealers know this and respond to relying on their legal agreements with the OEM as a safety net, but, expect the unexpected as many big brands have fallen by not embracing change, adaptation and innovation with the current times. May take a number of years, but it's already happening in other industries . Sad the new executives don't see this, or do but only focussed on short-term EBITA and results.
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