See Elle McCarthy’s post first.

What caught my attention was the framing of “brand as an operating system.” This isn’t just semantics, it’s a fundamental shift from viewing brand as marketing to understanding it as the atomic core that drives every business decision.

The first six months in this role will be critical, but not for creating brand guidelines or marketing campaigns. When you understand that positioning transcends physical limitations (unlike engineering or manufacturing), you realize that Ford’s opportunity lies in owning mental territory, not just making better vehicles.

Here’s what your first 60 Days should look like:

Go deep.

The initial focus must be understanding Ford’s atomic core.

Unlike Volvo (which owns safety) or BMW (which owns performance), Ford needs to identify what fundamental concept they can authentically own in people’s minds.

This isn’t about features or benefits — it’s about owning a noun, not an adjective.

The key is finding unoccupied mental territory that aligns with Ford’s DNA.

Look at Tesla

They don’t just sell electric cars; they own “the future of transportation” itself. Ford needs to identify similar conceptual ownership that transcends product attributes and taps into fundamental human needs.

From days 60 to 120

Choices to be made.

This period should focus on what I call the “Magic Triangle” — aligning product innovation, category narrative, and business model. Ford’s positioning must drive every decision, from engineering to customer experience. It’s not about being better; it’s about being fundamentally different in a way that matters.

The positioning should be so clear that every employee, from the factory floor to the C-suite, can make decisions that reinforce it. Think about how Mercedes-Benz owns “status” — it influences everything from their dealership design to their pricing strategy.

Finally, days 120 to 180

Getting shit done because here’s where most brand strategies fail.

They stay in the realm of communication instead of becoming an operating system. The focus must be on creating systems where every business decision either strengthens or weakens Ford’s position.

This isn’t about governance; it’s about alignment.

The key is understanding that brand perception isn’t built through marketing but through the accumulation of every business decision.

When Red Bull owns “human performance,” it drives their entire business model, not just their advertising.

This isn’t a traditional brand strategy role because Ford isn’t facing a traditional brand challenge. They’re navigating a transformation where the lines between automotive, technology, and mobility are blurring.

Success requires understanding that positioning isn’t what you say about yourself — it’s what you fundamentally are.

The right candidate needs to think like a category designer, not a brand manager. They need to understand that in positioning, perception isn’t just reality – it’s the only reality that matters.

And in Ford’s case, that perception needs to be strong enough to carry them through the biggest transformation in automotive history.

Remember.

Ford’s opportunity isn’t in what they build — it’s in what fundamental concept they can own in the mind. That’s not a brand challenge. That’s a business transformation orchestrated through perception.

Would love to hear others’ thoughts on this.

Enjoyed reading this? You might like: How four car brands own your mind or The First 180 Days at Holt Renfrew.