Hertz Global Holdings

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

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Industries included in the sector are automotive retail, general merchandisers, internet retail, and specialty retail.

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The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Hertz Global Holdings is a vehicle rental company operating under the Hertz, Dollar, and Thrifty brands. It serves customers across the Americas and internationally through company-operated, licensed, and franchised locations. Hertz also sells vehicles and related services. Founded in 1918, the company is headquartered in Estero, Fla.

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Hertz Global Holdings (HTZ): Company Profile, Stock Price, News, Rankings

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Hertz Global Holdings | Fortune

Hertz Global Holdings (HTZ): Company Profile, Stock Price, News, Rankings | Fortune

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Kathy, you've been making a lot of changes at Hertz since you became CEO eighteen months ago. What's the most important thing that you have to do, to be a successful leader, to transform a company that's been around for a hundred years, operates in 150 countries And it's one of the big companies on the Fortune 500. Getting the right leadership team in place. It's taken me time and energy but within the last year, I managed to put in place a fabolous leadership team. This new leadership team that you hired is pretty incredible. You have A new chief of marketing, human resources, retail operations, a chief information officer, chief financial officer. I don't know if I left anybody out but what is the common denominator that they all have that they can help you with this reinvention of Hertz. So, I think when your coming into an organization that is clearly in the midst of a turn around You'll have to hire people that love that. That love the challenge of it, the energy required of it. And then, I think the real most important common denominator if you're managing 40, 000 people. I ask each person in an interview, do you like people. They have to really care about the people, the person washing the car, right up to their direct reports. And just the whole concept of turning around a company into growth and success and the energy that that will create in these 40, 000 people, has to be something that really excites them. Before you came to Hertz, you served on the board of directors of General Motors. And you worked a lot with Mary Barra, GM's CEO. And so, you saw her as she dealt with the ignition switch crisis, that massive recall. Was there any leadership lesson that you learned from that experience that's applicable to what you're doing now? Being incredibly confident, doing the right thing and being confident when you're doing the right thing because it's not always comfortable Being authentic, being yourself, being accessible and just powering through the situation to get to the other side. So a very few others later. How is it helping you at heart, so is it? I would to think from a common point, I think will basically pretty authentic leaders in that what you see is what you get That we care deeply about the people who work for us and it's very important for us to doing the right things so that the company that we're leading is gonna be around for the next 100 years. The employed when they celebrate 100 year anniversary So they are so real responsibility and ownership to iconic companies like a hearts or General Motors- I have been told that your leadership approach is that you're big on taking risks. Tell us a little bit more about that. Well, learned from another great leader Jack [ UNKNOWN ], if you're not taking risks and failing, you are not stretching yourself enough. And I think in order to really grow and be successful, you're gonna have to make some swings and fail. And you're gonna have to have confidence through those failures to come back, make ripe by them, and continue to stretch yourself and grow the company. And if you don't take risk You're really not gonna find those big opportunities that will really make a difference out into the future. So what's the key thing that you have to do as the leader of Hurts to make risk taking a part of the Hurt's culture? I think the big opportunity there is when you see somebody fail. To celebrate the failures. As long as they understand why they failed, that they took a calculated risk that made sense that was for the benefit of the company, and that they powered through it, got to the other side and figured out how to make the best of a situation, you should celebrate those risks. But what is your tolerance for all of that? Somebody tries something new, doesn't turn the way they want, your reaction? If it was reckless, and it wasn't through, there was no sense of I need to make good bye this. I need to accept that I failed. I need to figure out how to make the best of it and come out the other side of it. If there is non. Self- awareness of the failure. I don't have patience for that. One of the fun parts of your job, the way I see it, is you get to drive whatever car you want and you have hundreds of choices to choose from. What's your favorite car? Right now, it's a Chevy Vette, I drive a Stingray. Why is that your favorite? It's just a gorgeous car, comfortable, high performance and a lot of fun. I'm a Chevy girl. [ BLANK_AUDIO ]

Hertz CEO: Leadership Lessons On What It Takes to Lead A Turnaround

Leadership

CEO Kathryn Marinello says "doing the right thing" is the key to a successful turnaround.

Kathy as the new CEO of Hertz, you're steering a turn around of this legendary 100 year old company. How are you reinventing Hertz? What's the biggest challenge? I think the biggest challenge is to focus not so much on the last 100 years but to focus on the next 100 years. So the first thing And that celebration that I got employees to rally around is this is year 1 of the next 100 years. And that gives you kind of a whole inspiration around innovation. The beauty of that is people start asking, but wait, what are we going to do? You know, what is the next version great version of Hertz. Well since you're talking so much about the future, talk to us about Uber and Lyft. What's your take on. On their role in your business. Well, when we look out at Uber and Lyft, they really have only impacted a small part of our business, and generally most of their business is coming from limos and cabs, short term trips. At the same time though we do have partnerships with both Uber and Lyft So we rent our cars that are still in great shape, but maybe higher mileage to Uber and Lyft drivers on a weekly basis. We've tried to advantage ourselves and take advantage of that space to replace the short term trips that we might have lost. We've seen with consumers, and especially Millennials, that they are very comfortable using computer software for just about everything in their life. Point, click and get the results of what you want. How are you using new technologies to make the customer experience much faster at Hertz? So we are building technology that will work seamlessly for the customers. From the point that you reserve a car till you're leaving the gate. So we're introducing [ UNKNOWN ] upgraded our digital, what you use on your phone. And between you go right to your car through ultimate choice. And touchless rentals, you can even use a phone now to open Open the car and rent a car, and then when you leave through the gate, we have biometric capabilities that we're testing right now that will allow you to just look into a scanner and the gates open up for you, there's no interaction with a human being or any need to even take your phone out. Let me also ask you about the whole driverless car business, because you are getting into that. I understand that. You're partnering with Apple on a test project. You're doing a test project with Aptive managing a fleet of autonomous vehicles. So what are you picturing the future of Hertz with these new technologies. We think we're uniquely positioned to be managing million car autonomous fleets. These partners see us with great capabilities. And as great partners to facilitate what they're able to do around that actual autonomous vehicle. So I think our partners are very excited about the prospects of having all of the capabilities where they focus in on the technology of autonomy, and the actual safety of that car. Let's talk a little bit about Karl Icon. He owns a big chunk of Hertz stock. He recruited you To be a CEO of Hertz, right? Yes. What feedback are you getting from him now that you've been doing all this stuff? Well Carl has been a great partner. He is looking at the long term value inherent in Hertz. And he's been incredibly supportive. Carl is not a patient man and that's why I think he's as successful as he is. I think He'd love to see us move quicker and fast. But he's been very supportive in all the different areas that we've been embarking on. Well, we know that ICON is a very successful investor, and he doesn't hold back on his opinions. Is there anything, any changes he wants you to make that you haven't done yet, and how do you feel about it? I think just move faster. So I think the need to innovate and quickly launch is something that we probably will never do fast enough, but we're working on it. Well, you have been putting a lot of money to new technology. At a time when Hertz is still not making profits, is Icon okay with that? I think what's been really amazing in working with Carl is I think he feels the pain of not having the kinda earnings that If we weren't making these investments, causes, at the same time he says that Hertz is a very iconic brand which has value in and of itself. And that technology is really the secret weapon to success in the future. And that we have to Now, we have to catch up. And we have to make the investments and bring ourselves into the next hundred years. And I think as a very savvy smart investor, he gets that. Well you said that he's not a patient man, Given that Hertz stock is down 17 % so far this year at a time when the markets have been rallying, how patient is he as an investor? Well, he's obviously enormously patient to be suffering through this with us. But at the same time, he sees the end goal. We share our plans and our strategy with him and he believes. He sees the great leadership team we've built, he Understands the great assets we have and the brand that we have and he's a believer. [ BLANK_AUDIO ]

Hertz CEO says Carl Icahn is "Patient" about Car Rental Turnaround: "He's a Believer"

Autos

CEO Kathy Marinello says Carl Icahn is "incredibly supportive" but wants Hertz to move "faster".

Hertz Global Holdings

Hertz Global Holdings in Fortune Rankings

Hertz Global Holdings stock chart

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