Reinventing Fleet Management in Europe
Interview with Majk Strika, CEO
With a fleet of more than 2 million vehicles under management, the name Holman has stood for effective, customercentric fleet management in the United States for decades. Just over a decade ago, the company expanded into Europe, entering the UK and German markets with a flexible fleet management approach previously unknown in the industry there. In his interview with European Business, Managing Director of Holman’s German subsidiary Majk Strika discussed the company’s growth trajectory and the spirit that makes Holman unique as a family-owned business.
European Business: Mr. Strika, when the Holman family opened their first Ford dealership on the US East Coast in 1924, few could have imagined it would one day become a global leader in automotive services.
Majk Strika: By the late 1940s, the company had already expanded into fleet management, offering the full spectrum of services – from vehicle procurement and financing to maintenance, logistics, and accident management. In Germany even today, we think in terms of the vehicle’s entire lifecycle, divided into three phases: “Getting in”, meaning vehicle selection and ordering; “Driving”, where we support customers with maintenance and repair services; and finally “Getting out”, when the vehicle is sold at the end of the lifecycle.
European Business: In 2013, Holman expanded into Europe by entering the German and UK markets.
Majk Strika: We remained true to our American business model because we believe it is both more cost-effective and more transparent. The established players in Europe traditionally operated with a closed-cost calculation model rooted largely in insurance logic, offering comprehensive one-size-fits-all packages that often lacked transparency and were not cost effective compared to the pay as you go services or open end leasing. We believe customers are often far better served – both operationally and financially – by an à la carte model tailored precisely to their needs.
European Business: How does that approach work economically for Holman?
Majk Strika: That was a question many customers asked us in the early days. Essentially, all we do is demystify the traditional leasing model and allow customers to benefit directly from our pricing and scale advantages. For example our customers benefit directly from our scale, technical expertise and purchasing power – something that is far less transparent in a closed-cost structure. With our Flex Lease offering, we have taken that philosophy even further.
European Business: How exactly?
Majk Strika: Traditional lease agreements are typically tied to fixed terms and predefined mileage targets. In reality, however, only a fraction of vehicles actually end up matching those exact conditions. Usage patterns change, operational requirements evolve, and sometimes vehicles are no longer needed for the full contract period. In other cases, leasing providers may want to remarket vehicles earlier due to favorable residual-value developments – as happened during the Covid-19 pandemic. After all, that is where a substantial share of leasing banks’ earnings comes from. Our approach considerably differs in all of these regards, as we have significantly loosened that rigid framework. We don’t create friction around how a vehicle was used, and we seek straightforward solutions when value deviations occur. In some cases, customers may simply keep the vehicle a bit longer; in others, they may benefit financially from stronger residual values. And at the end of the contract, customers are spared the dreaded end of contract damage inspection process.
European Business: How difficult was it to introduce this concept in Germany? The fleet life cycle spans the phases “Getting in”, “Driving”, and “Getting out”. How does that approach work economically for Holman?
Majk Strika: In the beginning, we felt a bit like salmon swimming upstream. Naturally, that prompted questions about why we were going against established industry practices – and where the catch was. Through patience, transparency, and reliability, we were able to convince many customers that our approach is both sustainable and has a thoroughly proven track record in the US market. It was important to us to accept “no” as an answer and to promise only what we could truly deliver. That approach has paid off: today, we manage more than 150,000 fleet vehicles in Germany alone, and that number continues to grow rapidly.
European Business: So the Holman’s mission slogan of “Driving What’s Right” applies in Germany as well?
Majk Strika: Absolutely. Holman became the company it is today because it treats people as equals – employees, customers, and suppliers alike. I actually joined Holman somewhat unexpectedly 12 years ago. At the time, I was searching for a new fleet solution for the German subsidiary of a major American corporation where I was working, and I met with Holman representatives as part of that process. I was so impressed by that conversation that I wanted to join the company myself. Our credo – to build a company that enables better lives for our partners and communities – is genuinely lived out in everyday business, whether in customer relationships or the way we treat and motivate our employees and the communities they live in. Being part of that journey has been tremendously rewarding.