Jim Padilla, 55, is group vice president for manufacturing and quality. His job is to improve quality and factory productivity. Padilla is a veteran turnaround artist. He worked closely with Scheele in 1992, when he was assigned to reorganize Jaguar's factories. Later, he was assigned to Ford of Brazil at a time when that operation was hobbled by labor disputes. Ford, which had been losing money in Brazil, broke even during Padilla's tenure. The former Detroiter is considered to be a hands-on manager, inspecting about 50 plants a year.
Kathleen Ligocki, 44, is vice president of Canada, Mexico and North American strategy. Her task is to determine what Ford must do to regain its competitive footing. Ford recruited her in 1998 from UT Automotive, a supplier of instrument panels. During an 18-month stint running Ford of Mexico, Ligocki introduced such small cars as the Fiesta, Ka and Ikon. Ford's market share in Mexico rose to 13 percent in the second quarter, up from 9 percent in the first.
Shamel Rushwin, 53, is vice president of North American business operations. Among other things, Rushwin will oversee labor relations and personnel. Before he joined Ford in 1999, Rushwin was in charge of international manufacturing at Chrysler and helped standardize its vehicle assembly operations. He is well known to the United Auto Workers, which should help him during labor negotiations in 2003. One union leader described Rushwin as down-to-earth and accessible.
Chris Theodore, 51, is vice president of North American product development. He will handle both cars and trucks. Like Rushwin, Theodore once worked for Chrysler. After joining Ford in 1999, he ran the company's car product development and oversaw the introduction of the retro Thunderbird. This year, he was put in charge of product development operations, which were reorganized into teams that share components and technology.
Brian Kelley, 40, is vice president of global consumer services. Kelley headed Ford's e-business until March, when he was promoted. Kelley now oversees global marketing and dealer development. He must repair strained relations with U.S. dealers who resented Ford's campaign to set up company-owned dealerships.