Matt Lei

Electric mobility has become a popular lifestyle choice for many consumers worldwide. However, the high cost of owning an electric vehicle can be a significant barrier for some. Leapmotor, the only EV startup in China with comprehensive self-development and manufacturing capabilities, is addressing this issue. With the highest degree of vertical integration in intelligent electric vehicle development, Leapmotor is making EVs more accessible to the majority. By offering affordable electric vehicles, they are enabling more consumers across the globe to enjoy an electric mobile lifestyle while contributing to the long-term protection of the environment. As someone who is passionate about sustainability and environmental protection, I am excited to participate in Leapmotor's mission and look forward to seeing the positive impact that Leapmotor will have on our world. For more information on this innovative company and their products, please visit https://en.leapmotor.com/home

As the head of the International Business Division, my mission is to raise the visibility of HiPhi and its products to markets across the world so people can enjoy the latest mobility technologies and lifestyles of tomorrow.

As CEO of MG Motor Europe, I had the clear ambition to advance electric driving in Europe, together with strong, new energy partners. With an expanding range of models that were successfully finding their way onto European roads, we’ve made significant progress since 2019. After only two years, we were available across 16 European countries, with a vast network of 400 outlets. With a clear strategy to set up a strong bonding between electric vehicles and the MG brand, we successfully built up momentum and MG became much more popular and was well-recognized in local markets. In continental Europe, we sold 7,155 vehicles in the first full year of operation despite the covid-19 pandemic, and 21,018 vehicles in 2021. The number should have been higher if there was no chip supply issue. MG became a leading electric vehicle brand with a rich portfolio in Europe. In addition, we also identified certain sustainable distribution strategies to ensure MG’s long-term growth and profitability.

MG was a British marque established in 1924 and it was acquired by SAIC Motor in 2007. My role was to wipe the dust off the brand and rejuvenate it globally. I firmly believed teamwork, authorization, and trust are the core to success, inside and outside of the organization. I was doing my best to define the regional distribution strategy, marketing plans, and service strategy, find the right leaders and develop the right product portfolio. And in return, the operations were growing rapidly. From a sales volume of merely 3,000 units in 2015, we retailed more than 59,000 cars across the globe in 2019. Markets expanded from five emerging markets including Chile, Peru, Saudi Arabia, UAE, and Egypt to more than a dozen, including developed markets like Australia and New Zealand. More importantly, I developed a comprehensive product portfolio to ensure the smooth and fast growth of MG in the following years.

As the head of the International Operation, my responsibility was to convince the GM world that products developed in China have their unique advantages and this would significantly boost GM’s sales and market share in other markets. It was a very challenging task since GM’s planning team didn’t echo my view. Instead of getting approval from the planning team, I spent time with the sales teams sharing the benefit of leveraging products from China. As GM’s sales teams were convinced my export business started to expand. We supplied Chevrolet Sail, a small notch-back sedan (Vehicle & CKD) to emerging markets including South America, the Middle East, North Africa, and South Asia. Hence GM’s market share was at its highest during that time. I grew the annual sales revenue from less than one million USD to 600 million USD, and the vehicles exported exceeded 330,000 units when I left this position. The joint venture remained the largest vehicle exporter in China. I also reached agreements with GM to later export Buick and Cadillac products back to North America, and this helped the joint venture’s continuous growth in its export business.