The years that followed were like a roller coaster – for both companies. With Ford offering management support as team after team of executives passed through Hiroshima, Mazda learned about cash-flow management, the importance of brand and market-driven development and, perhaps most importantly, to live within its means. Mazda taught Ford about lean engineering and lean manufacturing in the small-car segment. Ford then spread the gospel by returning key executives to Dearborn – including Henry Wallace, Mark Fields, Lewis Booth and John Parker. Thanks to the relationship, Mazda now has a clearly defined brand and platform strategy and Ford has brought efficiencies to its engineering group and a sharper focus to its market strategy. Both companies weathered the worst recession in nearly 70 years and are back making money. Ford, which posted a record $1.7 billion third-quarter profit, is on a pace to earn $8 billion for the full year. Between 2006 and 2008 it reported net losses of $30 billion.