Lex joins the business with more than 16 years’ experience across automotive sales and operations, having helped build OEM organisations that can scale and perform commercially.

He is known for combining strategic thinking with hands-on execution, and for developing high-performing teams. His background spans both manufacturer and dealer environments, giving him a detailed view of what drives retail success.

“My career has been shaped by launching brands and products, expanding dealer networks, leading high-performance teams and delivering growth in tough, competitive and sometimes declining markets,” he says.

A father of two, he says parenthood has influenced how he leads. “It has reinforced the value of accountability, clear communication, patience and empathy, and of building organisations that are sustainable, resilient and focused on the future,” he adds.

In the role, Lex aims to translate that experience into scalable, sustainable growth, underpinned by strong people practices, disciplined delivery and a clear fit with what South African customers want.

“The first priority is to build and enable a profitable, capable and engaged dealer network,” he says. “That means structured performance management, decisions guided by data and incentives that support shared goals. Growth comes when partners are healthy, confident and properly supported.”

He also wants to ensure that product positioning, pricing and the end-to-end customer experience reflect local market conditions, while staying consistent with Tata’s global standards and purpose-led approach.

“I’m looking forward to building momentum and shaping how customers experience the brand in the showroom and beyond, unlocking growth through people and contributing to a story that is still being written in this market,” says Lex.

He says the focus will be on winning in a value-driven, highly competitive market, while balancing ambitious expansion with dealer profitability and long-term viability. Priorities include building trust and consistency, responding to changing buying habits, and preparing for shifts such as digital retailing and electrification.

Over the next 12 to 24 months, he intends to strengthen and optimise the dealer footprint, helping partners improve performance and lifting the brand’s visibility and credibility in key segments.

“We have to keep improving sales performance, retail execution and the overall customer experience,” Kriel concludes. “Equally, we need a high-engagement, accountable sales culture that positions Tata for sustainable, profitable growth rooted in purpose and people.”