CEO Mike Libasci used a unique mix of philosophies to create his highly successful export business.

Not many CEOs mix the business philosophy of a noted General Motors executive with the management skills of a famed Antarctic explorer. But then, not many executives are like Mike Libasci, CEO of International Fleet Sales, based in San Leandro, Calif.

Since its founding in 1999 with a one-year agreement to export GM products made in North America to other parts of the world, Libasci has grown International Fleet Sales into a $105 million company. “Our job is to sell GM vehicles outside the country, and the job of domestic dealers is to sell them inside the country.”

Libasci worked for GM for 22 years, serving mainly as fleet sales representative for the GMC Truck and Bus Group. Because some vehicles that Libasci sold were being exported, Libasci had dealings with the company’s Special Vehicle group, which handled the export details. When Libasci left the company, he founded International Fleet Sales and approached GM about outsourcing the function of the Special Vehicle department, which the company agreed to.

Mike Libasci, CEO

That first year, Libasci sold nearly $1 million in GM vehicles, enough to convince the automaker to give the company a five-year agreement and more work to do. “I had something of a customer base from my former job to get the company started, but repeat business and referrals have gotten us to where we are today,” Libasci said.

Now, International Fleet Sales helps the automaker sell in places where it has no dealers and distribute certain vehicle lines internationally. For example, International Fleet Sales has been the European distributor for the Hummer line for four years. It also serves as worldwide distributor for the Middle Eastern and European distributor of the Saab 9-7X. Starting in September, the company will add European distribution of the Chevrolet HHR to its growing portfolio of products.

“GM has an established distribution network worldwide,” Libasci explained, “but some are more robust than others. Special Vehicle filled the holes, and that’s what International Fleet Sales does now.” The company operates in Europe, the Middle East, Central America, South America, Asia, and Africa.

Because of Libasci’s long association with the commercial vehicle industry and his work with trucking companies and contractors, he gained an appreciation for how those businesses treated their vehicles. Companies recognize the importance of their equipment and the vital role it plays in the success of their businesses.

“Those companies take a lot of care with their vehicles, performing regular maintenance, oil changes, lube jobs, checking the brakes, and other safety checks,” Libasci said. “I’m in a service industry, and I realized that people are my ‘trucks,’ and that I should maintain the tools that do the job.”

That equates to a challenging, yet welcoming, working environment for International Fleet Sales’ 15 corporate office employees in the San Francisco area and the three workers based in the Netherlands. “I try to nurture employees,” Libasci said. “I’ve noticed that a lot of employers in service industries don’t feel that way, which results in turnover and unhappy campers.”

Libasci’s first business hero is Ernest Shackleton, the early 20th century explorer whose best-known journey was an attempt to cross Antarctica by way of the South Pole. During a particularly harrowing part of the journey, the group’s boat was broken by ice, and they fled to South Georgia in three smaller boats. Shackleton and a handful of men went for help, eventually bringing all 28 crew members home safely.

When two men sharing a tent couldn’t get along, one of them would relocate to Shackleton’s tent until the dispute was settled. “All of my employees are working 45 or 50 hours a week, so I have to make sure everyone gets along,” Libasci said. “I’ve had to eliminate employees who were good producers because they shattered the peace.”

His second hero is Alfred Sloan, who led General Motors as president and then chairman from 1923 to 1956, transforming the company into the world’s largest automaker at that time. From Sloan, Libasci learned about institutional organization, systems, and procedures.

Libasci takes the three-month probation period for new employees seriously, evaluating the new worker’s fit with existing employees and overall company strategy. Those who work out are rewarded with a generous salary and benefits, a commission or bonus based on company performance, and a liberal floating holiday policy that respects the ethnic and cultural diversity of his employees.

The Netherlands sales office opened in January, and Libasci sees the company quickly expanding to other international locations, including Central America and South America this year, followed by the Middle East and possibly Asia in 2008.

“You have to have a little magic to be an entrepreneur,” Libasci said, reflecting on the success of International Fleet Sales. “It’s not the size of the wand but the magic that gets the rabbit out of the hat.”

Grayson Walker, This e-mail address is being protected from spam bots, you need JavaScript enabled to view it , is a freelance writer based in Atlanta.