After taking stock of the past, CNH Industrial Group President Suzanne Heywood focused on the future. In one of the exclusive halls of the New York Stock Exchange, the Italian-American company specializing in agricultural machinery and services presented its new growth plan toward 2030 at Investor Day 2025, with a completely revamped board of directors.
“Every strategic acquisition or expansion into new markets has made us stronger and more versatile,” Heywood said, as she opened the day by tracing the history of CNH Industrial. The company’s president, the combination of economies of scale, experience, innovation and high quality, ensure that we are uniquely positioned,” in terms of excellence and technological leadership. The introduction of Artificial Intelligence has sped up some processes, enabled more detailed analysis, and makes machinery much more efficient and accurate. Finally, Heywood mentioned, the company has undergone a major internal overhaul that has led to a leaner organizational structure for “more agile decision making and sustainable long-term performance, so that it is easier to adapt to changes within the market.”
In recent years, the company has reported revenue in the region of $20 billion, counting 36,000 full-time employees with a business presence in 170 countries. The United States remains one of CNH’s most developed hubs, with a portfolio of twenty high-quality machines sold throughout the country.
“It was decisive to invest in in-house production of certain key components instead of relying on third parties,” commented CEO Gerrit Marx. “It is clear, however, that it is not possible to move the entire production system from one country to another.“ Marx said such an approach “would not make sense” because machinery is programmed with specific skills based on the application ”not to transfer machinery that has specific skills for the areas for which they come each machine has its specific application. “Finally, we would not be able to absorb the impact that such a measure would have.”
At his first Investor Day with CNH Industrial, Marx presented the company’s new strategy through 2030. Three key pillars: “Strengthening product leadership, focusing on the corporate identity that sets us apart; expanding the margin of earnings before financial expenses (Ebit) with 16-17 percent growth in the ‘Agriculture’ department; and returning all industrial free cash flow to shareholders.”
Having a direct relationship with customers and between branches is crucial as CNH navigates abrupt changes in global trade. “By meeting once a month and going in person to the site,” Marx told investors, ”we can gather and provide updates with farmers. At this time of uncertainty, we first need clarity on tariffs. Then our customers can make informed decisions and reinvest in the machinery, in the products to be grown. But we are calm because sooner or later the market will come back. However, we don’t want to rush decisions: if we don’t know what we’re up against, we won’t make changes.”
CNH North America President Scott Harris emphasized that the company is working together with the Administration “in so many ways, from the formation of new laws to the consequences of tariffs. We also collaborate through associations, unions, partners.”
“Only with this group can we achieve these goals,” concluded President Heywood.
