Stellantis has a new leader steering its U.S. fleet business, and he’s not wasting any time. Michael Ferreira, the new senior vice president of U.S. Fleet Sales, is laying out a growth plan centered on customer support, stronger dealer partnerships, and a major push toward data-driven fleet operations.

Ferreira came into the role with a clear goal. “I wanted us to be first to market with the MY26 price guide and Pro Guide,” he said. Being early, he explained, matters in fleet. It helps customers plan, and it signals that Stellantis is ready to compete.

From there, he began consolidating what he described as “loose-standing components” into one ecosystem. Stellantis brands, products, and services previously sat in different silos. Now they’re being rebuilt into a single, more efficient structure aimed at making it easier for fleets to do business with them.

A Restructured Fleet Organization

In Q3, Stellantis reorganized its fleet division to support both existing and growth accounts better. The company will align its U.S. strategy with its global Pro One program, which has already found success in Europe, South America, the Middle East, and Africa.

The results showed up quickly. Fleet sales increased 22% year-over-year in Q3, something Ferreira attributes in part to the data-driven approach introduced through connected fleet insights and lifecycle support. Stellantis began Q2 with a 12% market share, which Ferreira made clear was “unacceptable to me.” Growing that number is a major priority heading into 2026.

Half of the U.S. fleet market is self-managed, and Stellantis is placing a strong focus on supporting those operators and equipping dealers to better serve them. By tapping connected-vehicle data, Stellantis is giving dealers more visibility into maintenance, replacement needs, and lifecycle timing.

Pro One Strategy and New Roles

A major piece of the puzzle is the Pro One strategy, which covers everything from vehicle build and shipment to upfit, delivery, retention, and replacement cycles.

Stellantis also appointed Jeff Hines as the new head of fleet strategy, who reports directly to Ferreira and leads the Pro One initiative. Additional hires include expanded business development roles and three new dealer development positions covering the East, Central, and West. New BDM groups will support fleets up to 1,000 vehicles, with dedicated “whale hunters” for the largest accounts.

EV Adoption and Powertrain Choice

When it comes to EV adoption in fleet, Ferreira acknowledges the challenges, especially for technicians living in apartments or condos without access to charging. He sees an opportunity to identify where EVs truly make sense and where diesel or hybrid options may still be the better fit.

The sales team is now trained to ask deeper questions about vehicle use, daily routes, and the real-world feasibility of charging. Hybrid technology, including options like the Jeep Cherokee, will play a growing role in total cost of ownership conversations moving forward.

And for fleets with 300 to 400 vehicles? Ferreira says there won’t be sudden changes in their existing rep relationships, but there will be added regional support behind the scenes.

Technology Leading the Way

Ferreira is clear about what excites him most: technology. One example is Digital Key, a Bluetooth-based system currently in beta with a rental company. It eliminates the need for the key fob to be physically near the vehicle, helps prevent key-loss issues, and boosts resale value.

For self-managed fleets, especially, he believes this kind of innovation will directly help lower TCO.

Bringing Global Practices to North America

Stellantis is also adopting two global practices that North America has traditionally lagged on.

• Upfitting: Internationally, upfits are completed during the build process. In the U.S., upfits happen post-production, often leaving fleets and dealers unsure where the vehicle is or how long the process will take. Stellantis plans to bring its European Custom Fit program to the U.S. to address this visibility challenge by leveraging connected data.

• Self-Managed Fleet Support: Globally, DTC and vehicle health information are routed through a control center. In North America, that data often stops short of being actionable. Stellantis plans to change that by using the information for better maintenance, repairs, and utilization planning.

Looking Ahead

Stellantis is also eyeing future partnerships and emerging technology. Collaborations with companies like Nvidia, Uber and Foxconn align with long-term goals for Level 4 autonomous development and robo-taxi applications. Ferreira says the focus is on becoming a fleet partner that delivers practical, safe, and sustainable solutions, not just promises.

“We want to give fleets bigger and better freedom of choice,” Ferreira said, noting that a unified commercial lineup and stronger upfitting integration will help deliver that vision.