Mark Hicks
Mark Hicks doesn’t make much of a fuss about celebrating 30 years as a dealer principal, but he’s very clear-eyed about the leap of faith that brought him to this point in his automotive career.
The 69-year-old Manitoba-raised businessman owns Sherwood Ford, Alberta’s oldest Ford dealership, with franchise roots dating back to 1938. It was an original recipient of a Ford franchise in 1951. Three decades ago, the MBA-trained executive walked away from a secure banking career, managing a $1-billion portfolio, including auto industry clients, to buy a store and bet on himself.
“As a banker I learned quickly that to understand money, you need to understand the business that generates it,” said Hicks in an interview with Canadian auto dealer. “I wasn’t interested in judging companies by a balance sheet alone. I wanted to know how they actually worked.
“I was fascinated with the nuances of the auto industry, which was multifaceted and required a deep understanding to be properly managed. I liked what I had seen in the auto industry — complexity that could be improved by process and management.”
Hicks also saw something else, a lifestyle he admired, and a chance to plant permanent roots for his family.
“If I stayed in banking, moving to Toronto eventually would have been inevitable and I would likely have been dropping off my kids in different cities along my path,” said Hicks. “I wanted my kids to grow up in one place, with the chance for our whole family to stay connected.”
He said the auto industry offered that stability and, for the right operator, strong returns. Hicks had built a reputation as a banker who could structure complex deals, and that confidence carried over.
“I consider myself a professional manager,” said Hicks. “You balance risk with return. I was comfortable doing that.”
Industry leaders saw it, too. Ford executive Al McCormick, then Ford’s western region manager, and market rep John Douglas encouraged him to become a dealer and encouraged him to choose Ford. It got Hicks interested. The late Ted Knight, founder of Knight Automotive Group, advised Hicks to make the move before 40.
“If you wait longer and fail, you won’t be able to recover financially,” said Knight.
Hicks approached Ford about a store, Healy Ford, and was backed with positive recommendations from friend and Ford dealer Vaughn Wyant and Knight. The company agreed to approve his purchase and even partner with him. Ford became the majority owner, and six years later Hicks took full ownership, buying out the company. He leased his original site for 15 years before relocating from downtown Edmonton to an undeveloped suburb, Sherwood Park, which is now booming. He renamed the store Sherwood Ford and branded it “The Giant.” The store has been thriving. Hicks has been a multiple finalist for the Canadian Automobile Dealership Associate Laureate Awards, most recently in 2024 in business innovation, a testament to both his longevity and his forward-thinking approach.
“Mark’s accession as one of the most successful Ford dealers in Canada comes from a solid educational base with his MBA,” said Wyant. “As my banker in the early years of my career, what struck me was his entrepreneurial spirit.
“He looked at business through a lens of true potential and helped and mentored those needing help. A solid background for relationships and a real fun and nourishing personality. He saw the potential of the auto business and wanted in. I am super proud of Mark and his family. They are true friends and glad to see his great success.”
Hicks has other business interests in different industries and considers himself a conservative entrepreneur. While Ford permits dealers to own up to two stores, Hicks is comfortable remaining a single-store Ford operator for now.
“One store means one set of fixed costs,” said Hicks. “If you keep those stable and grow sales, the math is simple. Scale and profitability can be achieved in different ways. Multiple stores isn’t everything, though we will see what the future brings.
“Some people buy stores far away. For me, proximity matters. You have to be able to be truly involved to have an effective organization that shares your business philosophy.”
Hicks believes in presence, being there on the floor with his staff to see things firsthand, which he said creates better understanding, better decisions and better leadership.
His leadership philosophy is summed up in what he jokingly calls management by wandering, which he said is a fun spin on a popular business school line about management by objectives.
“If your staff know you, and you walk the building , you’ll hear about problems early,” said Hicks. “If you stay in your office or are not at work, you won’t. I like being involved, coffee in hand, walking different patterns every day. It works for us.”
He also said clear roles and accountability are central.
“People do their best work when they own their box,” said Hicks. “That’s how you build engagement, responsibility and pride.”
His dealership has remarkably low turnover among managers, sales staff and technicians.
All three of Hicks’ children — Kurtis, Kris and Kathryn — work in the management of the business. He said succession planning is underway, with future hopes for multi-generation participation. But retirement isn’t on his radar. He still works six days a week and genuinely enjoys it.
“I wake up excited to go in,” said Hicks. “How many people get to say that?”
