“Last year we sold around 2,500 cars in the sector after gaining access to this area of the market in the last six months with our 2.2-litre diesel engine.

"Now we have additional access with the Sportbrake. I think this shows we have great opportunities to do a lot more with the XF.”

Hicks says that prior to taking up his new post, he spent time looking at what was planned for the future and was impressed.

“We have a project under way right now and our people are working furiously on it.

"I can’t say when it is going to happen, but a lot of effort is involved and we’re making sure it will work for us financially.

"Outside of that, it comes down to looking at what we have and asking what we can do with it before making decisions about the future.

"But we do have to look at the lower segments. That’s where the volume is and that’s where we will go.”

He acknowledges that JLR deliveries to fleet were small last year, but refuses to be drawn on the five-year targets he has been set for both brands.

“My job is to turn all that into a sensible financial return for a business and that’s not just about selling cars.

"It’s about selling new products, redistributing used cars, maintaining residuals, building aftersales business, maximising servicing and parts revenues and delivering a strong customer experience.

“I won’t go into figures, but I will say that we are a serious premium player. We have good products and the potential to have an enhanced range which means we can do nothing but grow.

“Both brands have massive retail strength with high levels of customer loyalty, which is great. We now have to balance that with greater presence in the corporate sector.

“Even though we now have to pay tax on the value of the car, having a company car is still a perk.

"I’m fully aware that buyers have choice and I will seek to create more balance about what we do around corporate with products that are well priced, well specified and stand toe-to-toe with their rivals and are fully competitive on wholelife costs.

“Then it’s about having good relationships with the contract hire and leasing companies, where most of the business is done.

"There’s no doubt that the big opportunities lie in the corporate and contract leasing areas, but it is about being demand-led.

“I’ve been struck by the number of my contacts who welcome our approaches and delighted to find that people really want to talk to us.

"They’re in the business of having asset registers comprising a whole list of products and they want to balance their risk – they are telling us they have demand for our cars and want some of them on their portfolios.

“We want to be on the right choice lists and we also need to ensure we have the appropriate capabilities in the network with business specialists and demonstrators,” he says.

Hicks maintains that the new audience created by the Range Rover Evoque provides him with another growth opportunity and points out the advantage of managing brands that are Europe and US centric and growing in emerging markets.