Capital Equipment News’ Juanita Pienaar sat down with Billy Tom, President of ISUZU Motors South Africa and president of naamsa, the automotive business council to discuss leadership in a rapidly evolving automotive landscape, the sector’s challenges and opportunities, and the importance of collaboration for the future of mobility in Africa.
Visionary leadership in a shifting landscape
In an automotive industry gripped by transformation - from internal combustion to new energy vehicles, from global uncertainty to local power grid instability - Billy Tom, President of ISUZU Motors SA and president of naamsa, stands out as a pragmatic yet visionary leader. His approach to leadership is grounded in both foresight and humility.
"As a leader, one must have the ability to have foresight. My definition is always: ‘my eyesight must be better than those I lead,’” says Tom. “You must anticipate what is coming and mitigate for that. The industry is chaotic, and one must be able to decipher all the noise for the people.”
That foresight is crucial as South Africa’s automotive sector navigates monumental change. The country, once without legislation to guide the shift toward new energy vehicles (NEVs), is now seeing significant developments. “The minister has made announcements on the support for new energy vehicles. Ours now is to look at how we support industry through the changes,” he explains.
Challenges and opportunities on the road ahead
Despite an industry legacy stretching over a century, Tom notes that the sector is at an inflection point. “The industry is facing a challenge of transition - turning 100 last year - it’s an old industry, now facing an interesting next ten years,” he says, referring to the rise of Alternative energy mobility.
However, South Africa’s unique context poses additional hurdles. “We’re dealing with our own challenges like load shedding. ISUZU spent R40-million on generators. It was costly, but I still think there’s an opportunity to grow, especially in Africa.”
That growth potential lies not just in exports but in intra-African trade and industrial localisation. “Eighty-five percent of what we export is outside Africa,” Tom says. “There’s an opportunity to source more from within Africa. The African Free Trade Agreement is a positive development for us.”
The double role
Tom’s dual roles as head of ISUZU and president of naamsa demand a delicate balancing act. “ISUZU is my primary role. As young as the OEM is, we are navigating being born from a disinvestment. The people growing this organisation are very ambitious, and we work hard to anchor it in the African continent.”
At naamsa, he wears a different hat. “I must ask myself: am I taking the industry forward or backward? naamsa is good at taking care of the industry. As colleagues, we look at the bigger picture and come together for industry, not our personal interests.”
Naamsa’s advocacy role is central to shaping policy and ensuring the growth of local manufacturing. “We currently manufacture 0,6% of global production, and we want to get to 1%. The only way we can do that is by having a healthy industry.”
Grounded leadership principles
Tom's leadership philosophy is shaped by his background and a deep sense of responsibility to the people he serves. “Coming from humble beginnings, my view is always to make a difference where I work. In South Africa, with unemployment and poverty, one must ask: what kind of difference are we making in the community?”
He believes in servant leadership. “If you look at the triangle of leadership with people at the bottom and leaders at the top, I like to turn it upside down. Leaders should serve their people. The effort should always be to support the people to keep the team going.”
Strengthening the foundation through localisation and after-sales service
For Tom, building resilience means investing in local ecosystems. “Our role is to bulletproof our organisations for future challenges. COVID showed us what a turbulent world we live in. Shipping prices increased 364%. That tells us we must invest in localisation.”
Localisation not only supports the economy but also advances sustainability. “From an ESG (environment, sustainability and governance) perspective, we minimise our carbon footprint. More than that, local economies will grow if we invest in them.”
Equally critical is ISUZU’s aftersales service. “Our sale starts with aftersales. The service room needs to be strong because uptime is crucial - this is someone’s business. Downtime should be limited.”
Transitioning without leaving anyone behind
Tom believes that the shift to electric mobility must be inclusive. “It’s not either-or. Consumers must have the opportunity to make choices. Some may move from ICE (internal combustion engine) to battery, others to hybrid or gas. At ISUZU, we believe we shouldn’t leave any customer behind, we will move with our customers.”
He sees the role of industry and government as intertwined. “The collaboration with government is key. What has grown our industry is the government creating the right environment 30 years ago. That’s what brought over a trillion rand in exports. It’s a partnership.”
A legacy built for the future
With over 60 years of presence in South Africa, ISUZU is no stranger to the continent. “Our product is business-focused. We are a truck company selling LCVs (light commercial vehicles). Our ambition is to become the ISUZU anchor on the continent and play a bigger role.”
That ambition is evident in product strategy. “We tailor-make for the African environment. We have a strong and focused engineering department, and we spend millions ensuring we engineer something suitable for our conditions.”
A message for emerging leaders
Tom’s advice to the next generation of leaders is simple yet powerful. “You must have influence at the level you’re in. Be confident enough to influence those around you, and as you grow, your confidence will too.”
Above all, he emphasises trust and respect. “When people know you trust them, they work better and trust you back. I joined ISUZU during COVID, and we had to trust each other. That was one of my greatest leadership lessons.”
And the single most important trait in today’s industry? “Understand the details of your business - be very granular. The strategic stuff is great, but the operational stuff keeps things going. Understand the cost and profit drivers. You must know which buttons to press. Strategy is what you have for breakfast, the rest of the day is execution (GTD – Getting Things Done).”
Billy Tom’s leadership is a fusion of vision, resilience, and empathy. As the automotive sector braces for the future, voices like his provide the clarity and resolve needed to not just survive the transition but to thrive in it.
