Wagoner has been appointed a director at ChargePoint Inc. He has been advising startup companies since his high-profile exit from GM in , including an electric-vehicle startup that has been working under the radar for nearly a decade. You may change your billing preferences at any time in the Customer Center or call Customer Service. You will be notified in advance of any changes in rate or terms.
You may cancel your subscription at anytime by calling Customer Service. Skip to Main Content Skip to Search. He is also collaborative. Wagoner readily shared the limelight, something few senior executives are willing to do.
As a result Cadillac and Chevrolet brands were reenergized and new products came to the fore. Wagoner also pushed GM hard to embrace green technologies. But it was too little too late. After all, a company in peril is one that needs innovative and curious leadership that is tough enough to ask hard questions that provoke strong people to re-think their approaches to doing business in world turned upside down.
You have 1 free article s left this month. You are reading your last free article for this month. Subscribe for unlimited access. Create an account to read 2 more. Crisis management. The Obama administration updated the adage by asking for […] by John Baldoni. Wagoner, an enthusiastic and promising basketball player in high school, took his father's advice and enrolled at Duke, which for decades had fielded a standout basketball team. Although he was majoring in economics with an eye to a career in business, Wagoner, who stood six feet four, secretly dreamed of becoming a professional basketball player.
Those dreams, however, were dashed before his first year at Duke had ended. Wagoner played on the freshman basketball team but, as quoted in the Chronicle , Duke's daily newspaper, in early , "learned pretty quickly I would not be pursuing a career in the NBA. The couple married in ; they have three sons. Wagoner in earned his bachelor's degree in economics from Duke and enrolled in the MBA program at Harvard University.
According to the Chronicle February 2, , Wagoner found New York a bit overwhelming at first, but in time the job there proved to be "a great working environment with great people. In , encouraged by his wife, he accepted a position as treasurer with General Motors do Brasil GMB , the automaker's Brazilian subsidiary. This job, Wagoner told Automotive Industries , gave him an excellent overview of GM's entire business but on a scale that was easier to grasp than it would have been at GM headquarters in Detroit.
In Wagoner was promoted to executive director of GMB, a post he held until , when he was named vice president and finance manager of GM of Canada. C-P-C had a huge central office but was very compartmentalized. C-P-C gave us no economies of scale or efficiencies—not a winning strategy for the future. As the leader of GM's Brazilian operations, Wagoner was credited with updating the company's operations in this key South American market.
According to Forbes magazine, Wagoner championed the "get current, stay current" strategy at GMB, scrapping GM's previous practice of selling older-model cars in Brazil; instead, he brought the latest models to market there.
It was in these two high-level jobs, Wagoner told Automotive Industries , that he learned about the importance of integrating a great product, close cost control, lean manufacturing, and global purchasing.
It significantly molded my thinking and still does today" February In , 15 years after going to work for General Motors, Wagoner finally made his way to GM's corporate headquarters in Detroit, as executive vice president and chief financial officer.
His success on the financial side of the company's operations had made him a logical choice for this post. Smale, the lead director on GM's board, and John F. Late in Stempel was replaced by Smith after a boardroom coup. A year after his appointment as CFO, Wagoner was given the added responsibility of overseeing GM's worldwide purchasing operations. Wagoner has described himself as something of an outsider, coming as he did from the financial side of GM's operations.
I work here because I have the same passion for product that any CEO does. Under APEX a team of more than engineers and marketing specialists actively designed, engineered, and test-marketed 50 new vehicles at a time. Cherry told Fortune February 21, , "Rick is the reason our product-development strategy has turned around.
Wagoner's success in turning things around at NAO made him an ideal candidate for higher office within GM's corporate structure, and in he was tapped to serve as the company's president and chief operating officer.
In his new post, Wagoner spearheaded a campaign to centralize the giant automaker's sales, marketing, and other operations.
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