The Automotive Leaders Podcast

What happens when a 100-year-old luxury brand decides to think like a startup?In this episode, Jan Griffiths sits down with Joaquin Nuño-Whelan, President of Lincoln, live from Newlab at Michigan Central. This is not a conversation about cars. This is about leadership, culture, and what it really takes to transform a legacy brand from the inside out.Joaquin shares how he’s doing exactly that. Building a team-first culture rooted in trust. Reframing Lincoln’s identity around “quiet luxury” and Gravitas. And leading in a way that rejects the old command-and-control model in favor of authenticity, clarity, and ownership.But this conversation goes beyond the brand. Joaquin opens up about something deeper, his commitment to developing people. From empowering his teams inside Lincoln to investing his time in education and nonprofit work, he is actively shaping the next generation of talent entering the industry.That belief becomes real when you hear from Diego Vargas, a student at Detroit Cristo Rey. His voice brings a grounded, honest perspective on opportunity, growth, and what young people need from today’s leaders. It’s a powerful reminder that the future of this industry will be defined by the leaders we develop now.This episode hits at the core of AutoCulture 2.0: leadership, trust, and the courage to do things differently.Themes Discussed in this EpisodeWhy momentum is the most underrated leadership force inside legacy organizationsThe connection between leadership DNA and brand identityWhat “quiet luxury” really means and why it matters nowHow to lead authentically inside a command-and-control cultureThe power of trusting teams to unlock ownership and performanceWhy legacy OEMs must think like startups to stay relevantThe role of education and early talent in shaping the future workforceBridging industry leadership with student opportunity through programs like FIRST🎥 Watch the full episode on YouTube:https://www.youtube.com/@jangriffithsautomotiveleadersFeatured Guest: Joaquin Nuño-Whelan, President, Lincoln Joaquin is the president of Lincoln, effective May 1, 2025, where he leads the brand’s global operations and drives its continued evolution as a world-class luxury brand, advancing its global product portfolio and delivering differentiated, connected customer experiences worldwide; he reports to Lisa Materazzo, Ford’s CMO, with dual reporting to Andrew Frick, president of Ford Blue and Model e and interim head of Ford Pro, and brings more than 25 years of global experience in vehicle and technology development with a strong focus on luxury and premium vehicles, having joined Ford in 2024 as Vehicle Program Director for full-size utilities after serving as senior vehicle line director for new programs at Rivian and holding multiple leadership roles over a 20-plus-year career at General Motors, and he holds a bachelor’s degree in mechanical engineering from the University of Detroit Mercy and a Master of Science degree from Rensselaer Polytechnic Institute. Featured Guest: Diego Vargas, Student, Detroit Cristo ReyDiego represents the next generation of automotive talent. As a student at Detroit Cristo Rey, he brings a fresh, grounded perspective on opportunity, education, and what young people need from today’s leaders and organizations. About Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Episode Highlights[02:30] Who are you as a leader?: Joaquin defines his leadership through one word: momentum, built by trusting people, removing friction, and creating ownership so teams can move with purpose and pride.[03:55] Leading inside a legacy OEM: Jan challenges the reality of driving change inside a legacy system, and Joaquin explains how aligning leadership, culture, and timing created the conditions for transformation at Ford and Lincoln.[06:45] The inflection point: Why Lincoln, why now: Joaquin shares how Lincoln sits at a rare moment of strength, where industry shifts, brand heritage, and leadership freedom collide to create a bold opportunity.[08:05] Thinking like a 100-year-old startup: Lincoln’s mission becomes clear: operate with startup energy inside a legacy structure, moving fast while honoring a century of brand equity.[09:45] Rediscovering Lincoln’s DNA: A visit to the Lincoln Motor Heritage Museum sparks a deeper understanding of the brand’s roots, reshaping how the team thinks about its future.[11:20] What “quiet luxury” really means: Joaquin reframes quiet luxury as gravitas, a confident, grounded presence that doesn’t need to shout but commands attention through authenticity.[13:00] Evolving the brand with emotion and edge: Lincoln isn’t staying still; the strategy is to layer emotional connection and subtle fierceness onto its foundation of elegance and restraint.[15:10] Leadership DNA meets brand DNA: Joaquin connects his personal leadership style to the Lincoln brand, grounded, intentional, and built on listening before acting.[17:00] Rejecting the loud, disruptive leader stereotype: Instead of flipping tables, Joaquin leads by learning first, then acting decisively, reinforcing a culture of respect and trust.[19:00] The shift to authentic leadership: A candid discussion on moving away from command-and-control toward leading from the heart, where vulnerability and clarity drive better outcomes.[21:30] Letting go of the leadership “mold”: Joaquin reflects on the moment he stopped trying to fit expectations and started leading with conviction, unlocking freedom and mental clarity.[24:00] Confidence, vulnerability, and risk: Authentic leadership requires all three, and Joaquin shares how embracing them creates stronger teams and better decisions.[27:00] Advice for the next generation: From students to future leaders, the message is clear: believe in something, go after it, and don’t wait for permission to lead.[30:30] Final reflections on leadership and legacy: As the conversation closes, the focus returns to impact, building teams, shaping culture, and creating something that lasts beyond the individual.Top Quotes[02:35] Joaquin Nuño-Whelan: “ What I try to do as a leader is create positive momentum and you'll see it in the way I work with the team, in the way I report things out, in the way I drive the culture of the team.” [10:48] Joaquin Nuño-Whelan: “When a Lincoln pulls up, it should have this sense of Gravitas So, what that means for us as a brand is we're doubling down on all of that goodness from the past, but we're going to add some more emotion, more emotional connection, more a little bit of underlying fierceness that is 'when you need it, it's there' kind of thing.” [14:30] Joaquin Nuño-Whelan: “Believe in something and go after it. When I stopped worrying about what everyone thought so much, and I think everyone kind of goes through that journey as they're getting older. And then, it is a risk because you have to be vulnerable, you have to speak from the heart, but it's actually the most liberating feeling.” About Detroit Cristo ReyDetroit Cristo Rey is a coed Catholic high school for those of all faiths. Our students receive a high-quality, college preparatory education and professional work experience – all at an affordable cost. Grounded in faith, morals and service, our curriculum provides students with the building blocks to make a difference in their families, the community and the world.If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

Q1 was a wild ride. Tariffs. Geopolitical shocks. Supply chain chaos. And now Q2 is here, and the question no one's asking out loud is: are you walking into your quarterly review meetings with the same playbook you've always used?Are you making decisions the same way? Operating the same way? Thinking the same way?Because if you are, this episode is for you.In this solo episode, Jan Griffiths lays out five things every automotive leader needs to confront as we head into Q2 2026. This is not a pep talk. This is a reality check.The ground is shifting. Trade agreements are uncertain. Chinese competitors are moving faster than ever. And the old playbook, the one built on certainty, hierarchy, and control, is a liability.Jan covers the five forces shaping Q2 2026 and what you need to do about them: from the geopolitical storm still raging, to the reinvention mandate, to why trust is a P&L lever, not a soft skill. She also shares a personal update on her new role as Executive Advisor with Seraph, a global manufacturing and operations consulting firm.If you're heading into Q2 with the same mindset as Q1, this episode will challenge you to change that, now!Themes Discussed in this EpisodeThe geopolitical storm: tariffs, the Iran conflict, global oil crisis, chip shortages, and USMCA renegotiationWhy resilience without reinvention is just enduranceThe reinvention mandate: speed, process destruction, and AI as an accelerator, not a crutchTrust and transparency as competitive weapons, not cultural nice-to-havesWhy command-and-control leadership is a speed killer and authentic leaders are winningOver-customization and why stopping it could be the fastest path to speed and cost reductionThe WRI scorecard: OEMs will be judged on supplier relationships in MayJan's new Executive Advisor role with SeraphThree actions you can take this week to start Q2 differently🎥 Watch the full episode on YouTube:https://www.youtube.com/@jangriffithsautomotiveleadersAbout Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this episodeListen to the Auto Supply Chain Champions Podcast powered by QADThe Automotive Leaders Podcast with Lori Lancaster, Vice Chairwoman at Emotiv MobilityThe North American Automotive Industry's Road to Resilience McKinsey reportGM and Ford should reconsider parts consolidation by John McElroyEpisode Highlights[00:01:26] Q2 Is Here. Now What?: The rules have changed permanently. Stop waiting for certainty. Clarity is not coming[00:02:20] The Geopolitical Storm: Tariffs, the Supreme Court EPA decision fallout, an Iran conflict, a global oil crisis, a looming chip shortage, and USMCA renegotiation in July.Jan also flags Canada allowing 49,000 Chinese OEM vehicles into the country, and what that means when they start crossing into the US.Upcoming guest: Colin Bird, Consul General for Canada, will join the podcast to discuss USMCA. Submit your questions to Jan on LinkedIn.[00:07:05] The Reinvention Mandate: Tear apart your processes and target a 50% reduction in cycle time. Chinese OEMs already launch vehicles in half the time legacy OEMs can. Jan references Terry Woychowski at Caresoft for the data and points to QAD’s framing, systems of record to systems of action, as the right mindset for agentic AI.[00:11:10] Trust and Transparency: Trust is a P&L lever. Approval processes built on decades of mistrust are killing speed. The WRI scorecard drops in May and will show which OEMs are walking the talk with suppliers and which ones aren’t.[00:14:35] Authentic Leaders Are Winning: Command and control is too slow. Jan references Lori Lancaster, Vice Chair at Emotive Mobility, on leaders who wait too long to ask for help. When people hide problems instead of raising them, it's a speed killer. Culture is the operating system.[00:16:50] Stop Customizing What Nobody Cares About: The McKinsey North American Automotive Road to Resilience report and Terry Woychowski at Caresoft make the case: the industry agonizes over components consumers don’t care about. Chinese OEMs don’t. Jan previews an upcoming conversation with the President of Horse North America on shared component strategy.[00:18:30] Personal Update: Jan has taken on an Executive Advisor role with Seraph, a global manufacturing and operations consulting firm focused on supply chain and operational improvement. She also shares an update on the Automotive Leaders YouTube channel.[00:20:15] Closing: Three Things You Can Do This WeekIdentify one decision that can be pushed downstream and push it down todayName one process that slows you down and kill itHave an honest executive-level conversation about your culture playbook and how to rewire itTop Quotes[00:04:50] "We have to stop waiting for clarity. Clarity is not coming. The only response to all of this is resilience."[00:05:00] "Resilience is the ability to absorb shocks, pivot fast, and keep executing while the rules change around you."[00:11:05] "Trust isn't soft. It's a P&L lever."[00:12:43] "People who've been trained to hide problems instead of raising them -- and to protect themselves instead of protecting the business -- that mentality is a speed killer."[00:13:21] "Culture is not soft. Culture is the operating system. It is how we behave. It is how we make decisions. It is our playbook. It's time for us to rewire our operating system."[00:18:27] "Resilience without reinvention is just endurance. You'll survive, but you won't win."[00:18:36] "Reinvention without trust is just a memo that nobody really reads."If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

Reinvention in the automotive industry is no longer optional. It is survival. In this episode, Jan Griffiths sits down with Lori Lancaster, Vice Chair of Emotiv Mobility, to break down what reinvention really looks like when you are living it, not talking about it from a distance. The old playbook is cracking, and incremental improvement will not get us where we need to go. Yet many leaders are still holding on, waiting for direction instead of stepping up to create it.Lori did not wait. She made the decision to step back from the EV hype, resist the pressure to go all in, and focus instead on the real constraint holding the industry back. Infrastructure. That shift required courage. It meant challenging conventional thinking and refusing to follow the herd. Instead of chasing what everyone else was doing, she looked at where the real opportunity was and made a strategic move to meet it.That decision led to a bold reinvention of the business. By taking core automotive manufacturing capabilities such as process discipline, scale, and precision, Lori and her team expanded into energy and transformer production while exploring emerging mobility spaces like eVTOL. This was not diversification for the sake of it. It was a deliberate move to stabilize the business, reduce reliance on automotive cycles, and position the company for what comes next.But reinvention is not just about strategy. It is about leadership. Lori grounds her approach in servant leadership, accountability, and clarity of purpose. She makes it clear that transformation only works when people understand the why, when they are engaged in the journey, and when leaders create an environment of trust. Without that foundation, even the best strategy will fail.The message is simple and direct. If you are waiting for certainty, you are already behind. If you are waiting for direction, you have missed the point. Reinvention belongs to leaders who are willing to see what is coming, make the hard calls, and move forward without a safety net.Themes Discussed in this EpisodeReinvention as a survival strategyWhy incremental improvement is no longer enoughBreaking free from OEM dependency and legacy thinkingThe real barrier to EV adoption: infrastructure, not vehiclesDiversification beyond automotive to stabilize volatilityTranslating automotive manufacturing discipline into new industriesLeadership courage in high-risk, uncertain decisionsServant leadership vs command-and-control in transformationAccountability through clarity of purpose and shared visionCulture as the foundation for successful reinvention🎥 Watch the full episode on YouTube:https://www.youtube.com/@jangriffithsautomotiveleadersThis episode is sponsored by Lockton, click here to learn moreFeatured Guest: Lori LancasterLori is a seasoned automotive and advanced manufacturing executive known for leading organizations through complex industry change. Over the course of her career, she has overseen large-scale operations supporting major OEMs, helping guide companies through supply chain disruption, operational transformation, and the shift toward electrified mobility.She began her career as a critical care nurse at Massachusetts General Hospital, an experience that shaped her leadership style and approach to decision-making in fast-moving, high-pressure environments.About Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this episodeDakkotaeVTOL (Electric Vertical Take-Off and Landing)Episode Highlights[01:26] Reinvention is survival, not strategy: Jan opens with a hard truth. The legacy automotive model is breaking, and incremental improvement is no longer enough to compete.[02:36] Defining leadership: servant, not command-and-control: Lori shares her leadership philosophy. Lead by example. Serve the team. Hold people accountable without losing trust.[03:47] Challenging old-school leadership norms: Jan calls out the industry’s past. Command-and-control once ruled. Lori explains how she chose a different path and why it works.[04:18] Engagement and buy-in drive accountability: Lori breaks down the real meaning of accountability. It starts with listening, aligning on vision, and helping people understand the why.[06:00] The industry’s biggest trap: incremental thinking: Jan challenges the status quo. Automotive is great at small improvements, but that mindset is now holding companies back.[07:18] From healthcare to automotive: A powerful personal reinvention. Lori shares how starting in healthcare shaped her ability to lead in high-pressure environments.[09:11] Building Emotiv Mobility: The strategy comes to life. Leveraging automotive discipline and processes to enter energy and infrastructure markets.[09:59] Post-COVID reality check: COVID, chips, and EV pressure collide. Lori describes the moment leaders had to decide: follow the hype or think differently.[10:30] The bold call: don’t go all in on EVs: Lori makes a high-risk decision. Limited capital means choosing carefully, not chasing trends.[11:03] Identifying the real problem: infrastructure: Range anxiety and lack of infrastructure become the real barrier. Lori shifts focus to solving that instead of chasing vehicle programs.[12:11] Breaking free from OEM dependency: Jan highlights a critical shift. Lori didn’t wait for OEM direction. She created her own path forward.[16:54] Culture as the foundation for reinvention: Lori reinforces that transformation is not just about strategy. Culture, trust, and team alignment make or break execution.[22:22] The 21 Traits of Authentic Leadership: When asked which traits resonate most, Lori points to listening, transparency, empowerment, and heart-first leadership. These are not concepts. They are daily behaviors that build trust and drive results.[26:52] The courage to lead differently: Reinvention demands uncomfortable decisions. Lori reflects on the risk, the doubt, and the importance of staying true to your convictions.Top Quotes[01:26] Jan: “Reinvention isn't a buzzword anymore, it's survival.”[02:36] Lori: “I like to think of myself as a servant leader, right? As somebody who, you know, sets an example for the team. If I'm not willing to do something, I wouldn't think my team, I shouldn't be able to expect my team to be willing to do something.”[04:18] Lori: “I think to do that you have to really engage and listen to the people, you have to take their ideas and meld them with the vision you see for the company and figure out a way that will work to get to where you want to go.”[05:15] Lori: “You have to help people understand the ‘why’.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

If you had told Jan a year ago she would bring a member of Congress onto this show, she would have said you were crazy.But this isn’t about politics.It’s about survival.It’s about supply chains, tariffs, China, semiconductors, and the reality that policy decisions now move faster than most production lines.In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Congresswoman Haley Stevens, often called the “manufacturing geek,” for a direct conversation about industrial policy, public-private partnership, national security, and what automotive leaders should expect from Washington.Whether we like it or not, policy volatility is now a leadership variable.Themes Discussed in this EpisodeWhy Manufacturing Mondays keep policymakers grounded in shop-floor realityLessons from the 2008–2009 auto rescue and bipartisan public-private partnershipThe Chips and Science Act and reshoring semiconductor productionChina’s 95% dominance in rare earth processing and why it mattersCritical minerals, battery recycling, and national competitivenessTariff volatility and the cost of policy uncertaintyUSMCA review, Canada relationships, and North American stabilityThe Chinese OEM threat and rule-based trade enforcementWhat automotive leaders can expect from policymakers moving forward🎥 Watch the full episode on YouTube:https://www.youtube.com/@jangriffithsautomotiveleadersThis episode is sponsored by Lockton, click here to learn moreFeatured Guest: Congresswoman Haley StevensCongresswoman Haley Stevens is a Michigan native who served as Chief of Staff on President Obama’s auto rescue team, helping save 200,000 Michigan jobs. Elected to Congress in 2018, she flipped a Republican-held seat and has since championed Michigan’s manufacturing and auto industries. She has introduced legislation to strengthen domestic supply chains, counter China’s influence in critical minerals and auto production, and push back against tariffs impacting Michigan families. Stevens has been recognized as one of the most effective Democrats in Congress, particularly on science and technology issues, and is currently running to be Michigan’s next U.S. Senator.About Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this episodeCirba SolutionsEpisode Highlights[01:26] Why Jan Brought a Policymaker Onto the Show: Policy now shapes daily decisions in automotive. Jan explains why Washington can no longer be ignored.[04:09] Nearly 200 Manufacturing Mondays Visits: Haley Stevens shares how nearly 200 shop floor visits keep her grounded in real manufacturing issues.[07:03] Inside the Auto Task Force During GM’s Bankruptcy: A firsthand look at the bipartisan effort to stabilize GM and protect American jobs during the crisis.[10:03] Chips and Reshoring Strategy: From pandemic shortages to the CHIPS Act, rebuilding semiconductor strength became a national priority.[11:14] China’s 95% Control of Critical Minerals: China dominates processing and refining. Stevens calls it a supply chain and national security risk.[14:17] USMCA and Canada Trade Tensions: Uncertainty around trade agreements creates instability for manufacturers across North America.[15:20] 55 Tariff Announcements in 100 Days: Volatility is the real problem. Constant tariff changes leave suppliers scrambling.[16:57] The Chinese OEM Threat: Chinese automakers are expanding globally. The competitive pressure is real, even if we do not see it yet.[18:26] What Leaders Should Expect from Policymakers: Leaders need steady voices who understand the supply chain and fight for fair competition.Top Quotes[07:53] Haley Stevens: “We were caught holding the bag and we needed to act.”[10:03] Haley Stevens: “They're doing 95% of that processing and refining, we've seeded an industry to them.”[00:15:20] Haley Stevens: “When you mention the White House tab that's open, 55 tariffs announcements in the first a hundred days, and then many more from that. I mean, manufacturers didn't know which way is up.”[00:18:37] Haley Stevens: “Well, look, I think we need reasonable policy makers who actually have an understanding of the industries and the jobs that they are lawmaking around.”[00:19:20] Jan Griffiths: “I would agree. It's the volatility that kills us. Tariffs are here. They're a reality, whether we like it or not, it's part of the administration moving forward. They're here, but it's the way that they're administered that we have a problem with.”The automotive industry does not operate in a vacuum.Trade policy, tariffs, semiconductor access, critical minerals, and global competition now shape execution decisions daily.You cannot lead at speed if you ignore the forces shaping your environment.If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

Download the full webinar slides hereSpecial Audio from the February 20th Seraph WebinarTariffs were struck down.So why does the pressure still feel the same?If the Supreme Court ruled against IEEPA, why aren’t costs meaningfully lower?This special episode is different.It is the full audio recording from the February 20th Seraph IEEPA Tariff Revocation Impact Webinar, led by Ambrose Conroy, CEO of Seraph.In this episode of the Automotive Leaders Podcast, Jan Griffiths joins Ambrose and Harrison Catlin as they break down what the Supreme Court decision actually changed and what it didn’t.Headlines suggested relief. But Section 122 tariffs were implemented almost immediately. Effective rates dropped briefly, then climbed back up — not fully to prior IEEPA levels, but still materially impactful.This conversation goes beyond policy.It is about enterprise risk, supply chain resilience, and what leaders must do next.Themes Discussed in this EpisodeWhat the Supreme Court ruling actually changedHow Section 122 partially restored tariff levelsThe three critical dates: entry date, liquidation date, protest windowHow Post Summary Corrections (PSC) impact refund strategyOEM debit risk and cascading supply chain pressureWhy geopolitics — not just tariffs — is the real long-term riskThe July 2026 convergence: Section 122 expiration and USMCA negotiationsUsing AI and prediction markets to anticipate legal outcomesWhy reshoring must continue regardless of short-term tariff shiftsFeatured Guest:Ambrose Conroy is the Founder and CEO of Seraph, a global operational excellence and manufacturing strategy firm. He advises CEOs, boards, and private equity leaders on supply chain restructuring, footprint acceleration, and industrial resilience in volatile geopolitical environments.Ambrose is known for his reality-first perspective on manufacturing strategy and for translating global uncertainty into decisive operational action.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Episode Highlights[01:05] Supreme Court strikes down IEEPA tariffs[02:00] Section 122 implemented and effective rates climb back[06:07] What tools remain available to the administration[11:55] Refund mechanics: entry date, liquidation date, PSC filings[14:46] OEM debit risk and supply chain tension[18:08] China, Taiwan, and geopolitical escalation[25:47] July 2026 - Section 122 expiration meets USMCA negotiations[30:00] AI and prediction markets used to model the ruling[32:00] Why tariffs are likely here to stayTop Quotes[11:38] Ambrose: “ Tariffs are a core tenet.”[17:23] Ambrose: “ Pre-COVID supply chain was, was a function that was seen as supportive. Now it's so core, and it's so critical, and it's so impactful so many times because everything is so fragile since we've sought the lowest cost and lowest price and not necessarily taken into account true resiliency. “[27:43] Jan: “Get your arms around the data, get visibility all the way through the supply chain. And make sure that you know those dates, the entry date and the liquidation date, and that you've got the right team of people around you with the right set of expertise.”[26:34] Ambrose: “ The only thing that it is clear to me if you if you want to sell a product in the United States, make it in the United States, source it in the United States.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

This conversation goes straight at the tension every legacy leader feels but rarely names.How do you build something new inside a company designed for stability?How do you move fast inside a system built to control risk?How do you create urgency without burning out your team?In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Ted Cannis, former CEO of Ford Pro and longtime executive at Ford Motor Company.Ted didn’t just grow revenue. He helped build an integrated ecosystem of vehicles, software, charging, service, and financing. But this conversation isn’t about the numbers. It’s about the leadership and culture required to produce them.Ted shares what it really takes to drive change inside a legacy organization. Why data is your most powerful ally. Why shared metrics matter more than motivation. Why speed is a discipline. And why every bold initiative faces what he calls “status quo snapback.”He also makes a surprising admission. He’s a self-confessed micromanager. And that opens up one of the most honest leadership moments we’ve had on the show.This episode is about disciplined change.Not hype. Not slogans. Not transformation theater.Real leadership inside real constraints.Themes Discussed in this EpisodeWhy building inside constraints sharpens leadershipThe power of going to the gemba instead of managing from the conference roomUsing data to win enterprise-level changeHow shared metrics break down silosWhy speed requires preparation, not chaosThe danger of “sketchy scoping” in big strategic betsWhat “status quo snapback” looks like inside legacy organizationsCan micromanagement and authentic leadership coexist?Watch the full episode on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured Guest - Ted CannisTed Cannis is the former CEO of Ford Pro, where he scaled the business to $67B in revenue and $9B EBIT by integrating commercial vehicles, SaaS, charging, service, and financing into one global ecosystem.Across a 30+ year career at Ford Motor Company, Ted led global electrification strategy, investor relations, and international operations. He is known for combining operational discipline with enterprise-level vision and has been featured in CNBC, The Wall Street Journal, and Forbes.Today, he serves as a strategic advisor and board-level collaborator across mobility, energy, and technology ventures.About Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Episode Highlights[02:47] “Build within constraints” — Ted’s leadership mindset[06:17] Why going to the gemba is a strategic investment, not a luxury[12:16] Using hard data to sell change across the enterprise[15:43] Speed, impatience, and seizing decision windows[19:04] The Culture Change Hub — leaders, teams, rituals, rules, metrics, stories[22:18] Why C-suite sponsorship is non-negotiable[26:23] Pivoting fast when the plan breaks[28:24] “Status quo snapback” and how initiatives quietly die[30:39] Vision and ownership as the core of authentic leadership[32:46] The micromanagement confessionTop Quotes[02:48] Ted: “I build within constraints. Set a vision of where you want to go and be pragmatic about how you get there.”[07:25] Ted: “You can’t be blind. You have to go and see.”[14:14] Jan: “Speed is everything. The way we make decisions, how we make decisions, and the speed of those decisions.”[22:49] Ted: “If you really want change in a large company or a small one, it needs to come from the top.”[28:44] Ted: “The most exciting days for the project are the day it's announced. That is the high. It never gets any better.”[31:59] Ted: “You have to own the pivot. No matter what.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

This conversation doesn’t sugarcoat anything. The auto industry is under real pressure, and leaders can’t afford denial or delay.In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Jamie Butters, now an independent journalist, speaker, emcee, and content creator who has spent decades reporting from every corner of the automotive ecosystem.Jamie brings a clear, grounded view of where the industry stands at the start of 2026. China’s competitive advantage is no longer theoretical. Affordability is becoming an existential issue. Tariffs and geopolitics are injecting uncertainty that freezes investment. AI is everywhere, but leaders still struggle to separate real value from noise.They unpack why legacy automotive culture slows decision-making, how bespoke thinking drives unnecessary cost, and why speed is now a leadership requirement, not a nice-to-have. The conversation also digs into Tesla’s influence on manufacturing thinking, the future of dealer AI tools, and what’s at stake as the UAW heads into a pivotal leadership year.This episode is about reality. Not hype. Not fear. Just the hard truths automotive leaders need to face if they want to compete, adapt, and lead with courage.Themes Discussed in this EpisodeWhy China’s scale and speed threaten global incumbentsHow affordability became automotive’s silent crisisWhere AI delivers value and where it quietly creates wasteThe cultural cost of bespoke thinking in legacy organizationsTariffs, uncertainty, and their chilling effect on investmentWhat UAW leadership changes could mean for competitivenessWhy speed of decision-making is now a core leadership skillWatch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestJamie Butters is an independent automotive journalist, speaker, emcee, and content creator. He previously served as Executive Editor and Chief Content Officer at Automotive News, Detroit bureau chief for The Wall Street Journal, and automotive editor at Bloomberg. Jamie is known for connecting the dots early, telling the truth plainly, and translating complex industry dynamics into language leaders can actually use.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this EpisodeAutomotive NewsBloombergThe Wall Street JournalUSMCAUHY RFQ white paperEpisode Highlights[02:08] Jamie’s move to independence and why now is the right moment[04:51] Why China’s competitive threat feels distant in Detroit but isn’t[07:47] Affordability, regulation, and how the industry boxed itself in[13:29] The hidden cost of bespoke thinking in the supply base[17:20] Tesla’s influence on China’s manufacturing mindset[18:30] Using AI where customers don’t see it but value it[25:03] Tariffs, uncertainty, and frozen investment[31:03] What’s at stake in the next UAW leadership cycle[36:18] Why speed of decision-making defines modern leadershipTop Quotes[05:24] Jamie: “It's a real challenge when you're competing with players in an economy that is not a capitalist market economy. They have different motivators; they have different factors that determine who survives. And so, it's a really asymmetric competition. ”[08:24] Jamie: “ They really never made money on small cars. Being able to focus on the bigger ones, it's more profitable, it's less good for the environment, and it does make it harder for low to middle-income people to buy a new vehicle. ”[14:54] Jan: “If you change the process but you’re still feeding it with legacy thinking, what have you really achieved?”[18:50] Jamie: “You should focus where you have the most cost and where the consumer doesn’t really know or care how you get it done.”[25:17] Jamie: “Just having those threats continue to come really paralyzes investment.”[36:14] Jan: “Speed is everything. The way we make decisions, how we make decisions, the speed of those decisions.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

Re-industrializing America sounds bold. Necessary. Inevitable.But on factory floors across the country, automation keeps stalling before it ever delivers real value.Robots sit unused. Projects drag on for years. Leaders know automation is essential, yet decisions stall, risks get avoided, and the same problems repeat. This episode goes straight to the heart of why.Jan Griffiths is joined by Søren Peters, CEO of HowToRobot, a global marketplace helping manufacturers source and implement robotics more effectively. Søren has spent decades leading digital transformation and operational change, giving him a front-row seat to why automation struggles inside real plants, not PowerPoint decks.This conversation moves past hype. It tackles the real blockers: fear-based leadership, siloed decision-making, short-term contracts, poor education, and a complete lack of ownership once robots hit the shop floor. Automation doesn’t fail because the technology isn’t ready. It fails because organizations aren’t.Søren challenges leaders to rethink how they assess risk, train their workforce, and take responsibility for change. Buying a robot isn’t a technology decision. It’s a leadership decision. And without courage, clarity, and accountability, even the smartest automation strategy will collapse.If the automotive industry is serious about rebuilding manufacturing capacity, closing labor gaps, and preparing for an AI-enabled future, leaders must stop waiting for certainty and start owning the change.Themes DiscussedWhy automation failures are leadership failures, not technology failuresThe risk-avoidance mindset is slowing manufacturing transformationHow siloed decision-making kills automation on the shop floorWhy education matters beyond engineers and integratorsThe hidden impact of short-term supplier contracts on ROIWhat successful automation leaders do differentlyWhy ownership and courage matter more than toolWatch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestSøren Peters is the CEO of HowToRobot, a global industrial robot marketplace that helps manufacturers find, evaluate, and implement automation solutions more effectively. He has spent over two decades leading companies through digital transformation, outsourcing, and large-scale operational change across Europe and the United States. Søren brings a pragmatic, leadership-first perspective to automation, grounded in what actually works inside manufacturing plants.About Your Host – Jan GriffithsJan Griffiths is a champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She is the author of AutoCulture 2.0 and the co-host of the Auto Supply Chain Prophets podcast. Jan brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this EpisodeHowToRobotUHY RFQ white paperEpisode Highlights[02:55] Re-industrialization sounds great until automation decisions stall for years[04:12] Why factories don’t need humanoids, they need basics that work[06:35] The real reason companies delay buying robots for a decade[09:10] Fear, risk, and leadership paralysis inside manufacturing[12:58] Why training only engineers guarantees automation failure[14:41] Robots are workers, and leaders must manage them as such[18:04] Short-term contracts destroy long-term automation ROI[19:52] Financing, trust, and the reality of buying unfamiliar technology[21:21] What the DNA of a successful automation leader really looks likeTop Quotes[11:20] Soren Peters: “I think it’s leadership. And I think those who want to be the one who takes the torch and says, I will take the risk. I will bear the burden.”[14:52] Soren Peters: “A robot is a worker in a sense, and it comes with different ROIs, it comes with different behaviors.”[15:15] Soren Peters: “And a robot also has a sick day. But we are also saying to everybody, a robot never gets sick — and it’s not, well, but it does.”[25:48] Jan Griffiths: “The tech mindset is let’s get this technology and play with it. Let’s break it. Let’s break it. Let’s iterate it.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

2025 didn’t just challenge the automotive industry.It exposed it.Tariffs that shifted overnight. Another chip crisis. A sudden rethink on EVs. Then Ford dropped the bomb: nearly $20 billion in charges as it pivoted away from EVs, stranding capital across the supply chain. And on top of it all, AI is moving faster than most leaders can keep up with.In this solo episode, Jan Griffiths presses pause on the noise and calls it what it really was: feedback.Not chaos.A signal.2025 showed us exactly where legacy leadership breaks under pressure. Command-and-control slowed decision-making. Rigid processes collapsed under uncertainty. And waiting for perfect data became a competitive disadvantage.As we step into 2026, Jan lays out what leadership must become if this industry wants to survive, not just react. She challenges leaders to stop pretending they have all the answers and start learning out loud. To trade certainty for curiosity. Ego for humility. Silos for systems thinking.AI is not the threat. Speed is the reality. And culture is still the differentiator.This episode is a direct, honest conversation with leaders who feel the weight of what’s coming and know the old playbook won’t get them there. Jan breaks down the five leadership categories that will define success in 2026 and beyond, and why standing still is no longer an option.If 2025 cracked the foundation, 2026 is the year leaders decide whether to rebuild or repeat the same mistakes.Watch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn more Themes DiscussedWhy 2025 wasn’t chaos, but critical feedback for automotive leadersThe leadership behaviors that failed under pressureLearning out loud instead of waiting for perfect answersIntellectual humility as a competitive advantageWhy speed now matters more than certaintyHow AI is forcing a shift away from rigid org chartsThe leadership mindset required to win in 2026About Your Host – Jan GriffithsJan Griffiths is a champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She is the author of AutoCulture 2.0 and the co-host of the Auto Supply Chain Prophets podcast. Jan brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this EpisodeAI‑Era Leadership Self‑Assessment Episode Highlights[01:26] Reflecting on 2025: Challenges and Lessons[04:32] Leadership Traits for 2026[04:45] Mindset and Intellectual Humility[06:03] Systems Thinking and Bias Awareness[07:20] AI and Business Processes[08:27] Leadership Styles in the Age of AI[09:47] Decision Making and Accountability[11:26] Trust, Culture, and Empowerment[14:51] Humanity and Empathy in LeadershipIf this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel at JangriffithsautomotiveleadersSend us your feedback or questions — email Jan at [email protected].

Sometimes a conversation hits so deeply that it demands a part two , and that’s exactly what happened after our episode with MIT’s Dr. Bryan Reimer. The response was immediate, and the very first message came from CADIA CEO Cheryl Thompson, who had been quietly diving deep into AI for months. Her reaction captured what so many leaders are feeling right now: excitement, overwhelm, fear, and possibility all at once.This episode brings Cheryl and Bryan together to talk about what AI is really doing inside companies — not the hype, but the human impact. The emotional truth? AI is forcing us to look hard at our culture, our trust levels, and our willingness to unlearn the habits that hold us back. That’s where transformation starts.Cheryl shares how AI has changed the way she works, creates, leads, and even manages her daily life. But she’s honest about the trap many leaders fall into: using AI to produce more… instead of stepping back to breathe, think, and lead. Bryan brings the research lens, grounding the conversation in what AI can do, what it can’t, and how leaders must shift from delegation to collaboration if they want AI to be truly useful.Together they unpack psychological safety, generational differences, the rise of agentic AI, and the cultural tension AI exposes inside legacy automotive. And they remind us that AI will not replace leaders — but leaders who use AI well will absolutely outpace those who don’t.This isn’t a conversation about technology. It’s a conversation about courage, trust, and the future of leadership in an industry that desperately needs to move faster while staying true to its values. Themes Discussed in This EpisodeHow trust and culture determine whether AI succeeds or stallsWhy leaders must collaborate with AI instead of delegating blindlyWhat the Wow, Whoa, Grow framework reveals about human behaviorHow generational differences shape AI adoption and comfort levelsWhy AI in automotive demands unlearning old processes, not just adding toolsThe risk of locking down AI too tightly — and the risk of letting it run wildHow small businesses and startups are using AI to outrun traditional OEMsWatch the Full Video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestsCheryl Thompson, CEO, CADIACheryl leads the CADIA: Culture Evolved, where she equips organizations to build equitable, high-performing cultures. A former manufacturing engineering leader in the automotive industry, Cheryl is known for her human-centered approach to leadership, her commitment to psychological safety, and her skillful integration of AI into learning and development. She helps teams work smarter, remove friction, and accelerate change by pairing technology with deep emotional awareness.Dr. Bryan Reimer, Research Scientist, MITDr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a founding member of the MIT AgeLab. His work examines how humans and automation interact in real-world conditions, including driving, attention, decision-making, and safety. He leads three major academic–industry consortia focused on human-centered vehicle technology and is the author of How to Make AI Useful, a practical guide for leaders navigating AI’s cultural and operational impact.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in This EpisodeHow to Make AI Useful by Dr. Bryan ReimerCADIAMcKinsey research on the “second muscle” of leadershipEpisode Highlights[02:35] Cheryl’s AI “wow” moment: Enthusiasm turns into overload, forcing her to reset and take the lead back from the tool.[04:06] Bryan on LLMs: Useful copilots, not autopilots — and only one part of a much larger AI ecosystem.[07:18] Human in the Loop: Cheryl and Bryan break down why AI must be viewed as an opinion, not a fact.[11:14] Next-level use cases: Cheryl explains how to move beyond meeting summaries into real business transformation.[14:00] Leaders must stop throwing AI to IT: AI adoption requires business alignment, courage, and clarity.[16:33] Culture and unlearning: Why legacy processes slow AI more than technology does.[20:52] Generational differences: Gen X trusts AI most; boomers the least; Gen Z remains skeptical.[23:03] The collaboration equation: Neural activity drops when we delegate to AI — but rises when we collaborate with it.[32:18] Capturing knowledge before it walks out the door: AI as a tool for organizational memory.[34:29] Final advice: Leaders must experiment, question, and use AI to learn faster than the pace of change.Top Quotes“AI won’t replace us, but leaders who use it well will outrun those who don’t.” — Cheryl Thompson“Large language models are opinions. You have to decide whether you trust that electronic opinion.” — Bryan Reimer“The future belongs to those who ask how AI becomes useful, not those who sit on the sidelines.” — Bryan Reimer“Most people are using maybe one percent of AI’s potential. The opportunity is enormous.” — Cheryl ThompsonJan Griffiths“You cannot codify a bad culture. You have to fix the human issues first.”“Leaders today can’t throw AI over the wall to IT. This is a business responsibility.”If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.This podcast episode is also available on YouTube. Check out our YouTube channel...

AI dominates every conversation in the automotive industry, but very few companies know how to make it truly useful. That focus on real value is what led MIT research scientist Dr. Bryan Reimer to write How to Make AI Useful.The idea began casually over dinner in Lisbon, when someone asked him what he really thought about AI. Bryan didn’t dive into predictions about machines taking over. He focused on something more practical: how AI only matters when it’s built with people in mind.He breaks AI down into three realities: the excitement of what it could do, the fear that follows when we realize what it might do, and the long, steady work required to make it truly valuable.AI can automate the basics and even create new content, but its real strength is amplifying human skill, not replacing it. The goal isn’t an autopilot workforce. It’s a copilot.That means the fear that AI will take jobs is misplaced. AI changes work; it doesn’t erase it. Just as assisted driving has changed how we drive, rather than removing the driver, AI will shift roles and demand new skills.Bryan points out that layoffs blamed on AI are often just business decisions wearing a convenient mask. The real question is how companies use AI to make work better rather than cheaper.To do that, leaders in automotive need to unlearn old habits. Years of rigid processes, slow decision-making, and fear of change make it hard for AI to deliver value.He argues that useful AI requires trust and transparency. It’s hard for any organization to move forward when fear, hidden approvals, and layers of bureaucracy control decisions. If employees can’t be trusted to make decisions, AI won’t save them. The real challenge is cultural, not technical.Bryan expands the conversation globally. Japan is embracing robotics as companions, while Europe is focusing heavily on privacy. Culture shapes how AI grows, and automotive companies need to pay attention to what consumers value, not just what tech can do.He connects this to China as well. China’s speed is not about dumping features into cars. It’s about building products people can afford and use. If Western brands only chase faster or cheaper without real value, they will lose.AI becomes useful when companies start small, test real-world problems, and continually improve the tool until it actually helps people do their work. That progress may cost more in the beginning, but better safety features, more accurate data, and enhanced customer experiences rarely come from shortcuts. The goal is not to replace people. It’s to build technology that helps them perform at a higher level.Watch the Full Video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:How AI becomes useful only when it is designed to support human judgment instead of replacing workersWhy the “Wow, Whoa, and Grow” framework helps companies move beyond AI hype and build tools that solve real problemsHow assisted driving proves that advanced technology still depends on human responsibility and oversight to deliver safe, reliable resultsThe importance of unlearning outdated processes before applying AI to existing workflows in automotiveWhy a lack of trust inside automotive organizations slows down AI adoption more than the technology itselfLessons from China’s speed in product development and why Western automakers should prioritize value and accessibility over rushed innovationWhat automotive leaders can learn from the pharmaceutical model of testing, releasing, and improving technology through data-driven updates over timeWhy leaders should start small, run narrow pilots, and scale only after AI tools prove measurable value for customers and business resultsFeatured guest: Dr. Bryan ReimerWhat he does: Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a key member of the MIT AgeLab. His work focuses on how drivers behave in an increasingly automated world, using a combination of psychology, big data, and real-world testing to study attention, distraction, and human interaction with vehicle technology. He leads three major academic-industry consortia that are developing new tools to measure driver attention, evaluate how people use advanced driving systems, and improve in-vehicle information design, thereby guiding automakers and policymakers toward safer, human-centered mobility solutions.Mentioned in this episode:MIT Center for Transportation & LogisticsMIT AgeLabMIT AVT | Advanced Vehicle Technology ConsortiumAI Sweden | National center for applied AIAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateHow to Make AI Useful: Moving beyond the hype to real progress in business, society, and lifeEpisode Highlights:[03:04] Lisbon, Wine, and a Big Question: A casual dinner in Portugal, fueled by a few glasses of wine, led to a book built around a simple idea: AI only matters when it helps real people, not just shows off technology.[05:13] The Wow, Whoa, and Grow: AI starts with excitement, triggers hesitation when its power becomes real, and only becomes useful when organizations move past fear and begin building systems that support people, policy, and long-term value.[09:55] Fear vs. Reality: Layoff headlines make AI sound like a job killer, yet its real impact is changing how work is done, not removing it, and companies often use AI as an excuse while human skills and responsibilities continue to grow alongside the technology.[11:50] Header: AI note-taking creates efficiency, but the real shift comes when companies unlearn old processes and use AI to turn meeting outputs into work plans that assign tasks, drive follow-through, and reshape how the work actually gets done.[15:04] Unlearning to Compete: To meet China’s pace and build vehicles people can actually afford and use, the industry must rethink old development cycles and focus on AI that supports drivers rather than chasing fully automated cars.[19:31] Different Cultures, Different AI: Japan embraces robotics as companions, Europe prioritizes privacy, and the U.S. remains cautious, showing how each culture adapts AI in its own way and must shape policies that reflect human needs, not just technology trends.[21:03] Technology Moves Fast. Institutions Don’t.: Austin’s Law explains why automated driving and AI can advance quickly while governments, policies, and organizations move slowly, creating delays driven by fear, inconsistent rules, and low trust within the systems trying to adopt new technology.[24:39] Trust Before Technology: Layers of approvals, hidden decisions, and bureaucratic red tape break trust inside automotive companies, and without a culture that empowers people to act, AI has nowhere to grow and no one who believes in it.[27:59] Fix Culture, Then Code: AI can’t succeed in a blame-driven industry, because once decisions are written into software, companies must own them, learn from them, and evolve like the pharmaceutical model that improves systems over time instead of pointing fingers.[30:14] Copilot, Not Cost-Cutting: AI isn’t a cheap layoff tool, it creates value when leaders plan for lifecycle costs, learn through small pilots, and use it as a decision-support copilot instead of dumping out low-value work.[35:08] AI Plus...

Inside Panasonic’s gigafactories in Nevada and Kansas, machines never stop running. Every second, 70 batteries roll off the line, powered by thousands of people working 24/7. At the center of it all is Allan Swan, a Scotsman who left aerospace to lead one of the most ambitious manufacturing operations in America.Allan begins by explaining what a gigafactory really is and what it takes to manage a workforce of almost 8,000 people while producing billions of batteries a year. At Panasonic, Allan flipped the hierarchy, putting his name at the bottom of the org chart to remind everyone that leaders exist to serve their people. For him, leadership isn’t about hitting KPIs; it’s about getting the people side right first. When communication is clear and employees have what they need to do their jobs, the results follow naturally.He shares how Panasonic built a no-blame culture, where problems are met with curiosity rather than fear. Through a system called CIG — Control, Influence, and Gravity — issues are quickly directed to the people who can resolve them, with no hierarchy or politics in the way. One of his favorite examples is the “door story,” where a small request from a team led to significant changes in trust and teamwork across the plant.Allan also explains how recognition helps maintain high morale in an environment that never stops. Teams celebrate wins every day through thank-you cards, high-five points, and open conversations that connect everyone to the company’s mission. The focus isn’t just on electrification and sustainability, but on providing people with meaningful work that can change their lives.Allan’s approach to leadership is anything but distant. He spends time on the factory floor every day, talking with teams, asking questions, and seeing problems firsthand. For him, leadership means being present and approachable, not hiding behind emails or titles. In the end, Allan’s message to other leaders is simple: real change doesn’t come from massive initiatives or slogans. It begins with small, consistent actions that show people that you care. Fix one problem. Listen to one person. Keep showing up. That’s how culture and performance grow together.Watch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:The shift from aerospace to EV manufacturing and what it taught Allan Swan about leadershipThe evolution of leadership from command-and-control to people-first management in large-scale manufacturingHow Panasonic’s gigafactories produce 70 batteries every second with a people-driven approachWhy focusing on people before KPIs drives long-term performance across Panasonic’s gigafactoriesHow Panasonic’s Control, Influence, and Gravity (CIG) system helps teams escalate issues and make faster decisionsHow recognition programs such as “Did You Win Today?” and “High-Five Points” help sustain motivation in 24/7 production environmentsThe value of hiring people for energy and mindset rather than industry experience in a new manufacturing sectorHow daily visibility and “gemba walks” keep leaders connected to people and grounded in real operations Featured guest: Allan SwanWhat he does: Allan Swan leads Panasonic Energy’s battery manufacturing operations in the United States, overseeing the company’s gigafactories in Sparks, Nevada, and De Soto, Kansas. Under his leadership, Panasonic has grown into the leading global producer of cylindrical lithium-ion batteries, powering much of today’s electric vehicle industry. With a focus on people, innovation, and performance, Allan has helped transform the Nevada facility from a startup into a world-class smart factory producing over two billion cells each year. His work drives Panasonic’s mission to advance clean energy, create thousands of American jobs, and build a more sustainable future.On Leadership: “We've got one job as leaders, that's to make sure our people have got the right tools to do their job. They're accountable for doing the job. We are accountable to make sure they've got the right tools to do their job. And that's what we hone in on every single day. And by doing that, we created a really amazing culture that, quite frankly, KPIs are irrelevant because you just keep blowing past them all the time. And everybody wins.”Episode Highlights:[07:18] People Before Numbers: Success isn’t measured by spreadsheets but by how well leaders equip and support their people to win every day.[11:44] Resilience Through No Blame: Of the 21 traits of authentic leadership, Allan connects most with resilience, built through a no-blame culture where people feel safe to make mistakes, learn fast, and keep moving forward.[17:33] Wrong Question, Right Answer: Instead of playing pricing games, Allan builds trust with EV customers by focusing on transparency; aligning cost curves, solving gaps together, and keeping speed at the center of every partnership.[21:03] Mindset Over Resume: Allan shares why even the most impressive credentials don’t matter if a leader can’t roll up their sleeves, stay adaptable, and thrive in a fast-moving, disruptive culture.[24:56] The Door Lesson: A manager’s request to add a door turned into a real test of leadership, showing how solving even small issues can build trust, prove accountability, and strengthen a high-performance culture.[30:07] Celebrating the Wins: From “Did you win today?” scoreboards to handwritten thank-you cards and high-five points, Allan keeps thousands of employees motivated through simple, constant recognition.[33:37] Leading with Presence: Allan defines authentic leadership through daily visibility; rolling up his sleeves, walking the floor, and listening so every employee knows they’re seen, heard, and supported.[34:40] One Language, One Team: By aligning every level of the factory around the same daily metrics and transparent communication, Allan built a culture where shop floor employees feel heard, valued, and proud to power America’s clean energy future.[37:39] Beyond the Factory Floor: Allan opens up about his life outside work, from his love for America’s can-do spirit to the morning habits and simple routines that keep him grounded and ready to lead.[42:46] Start with Small Steps: Allan’s advice for leaders facing change is simple: skip the big leaps, take one step at a time, and start by showing up where it matters most: on the floor with your people.Top Quotes:[07:48] Allan: “I don't look at KPIs, I look at how we operate with the people. Because if we get the people right, and we get the communication right, and we get working with them right, any KPI in the world will look after itself. That's what I believe in.”[12:02] Allan: “We never blame anybody ever. Nobody gets to blame. So, if we have a problem, we accept it with a grateful heart. That is our message. Then, we go about looking at that problem, understanding what happened, getting to the countermeasure, fixing it, and then we eliminate that particular problem.”[21:28] Allan: “I've met some amazing people from around, the auto industry, and others, and they are just amazing. I mean, their resumes are to die for, quite frankly, but their mindset isn't right. And unfortunately, we haven't chosen them because the mindset won't work. Because you can't be in an ivory tower somewhere sending emails. That's not, you gotta have your sleeve rolled up and go on the floor and do the thing. And, as I said, go and talk to the teams and really spend a lot of time there. And if you don't have that mindset, it won't work.”[43:22] Allan: “Small steps are good. People talk about this leap. I don't believe in that. I actually believe just one small step at a time, and just make a difference and engage. So, for example, if there are leaders listening, go to the floor. Go to the floor, see some of those problems. See that door issue that I talked about earlier, and fix it. And you'll be amazed. The catalyst effect that will have will be huge.”

When people in the automotive world talk about leaders who bring out the best in others, Kim Less's name always surfaces. As Vice President of aftersales for Nissan Americas, she leads a team of more than 1,600 people in the U.S., Canada, Mexico, and South America.Her leadership philosophy? Constant gentle pressure. The phrase, which came from Danny Meyer, perfectly captures how Kim shows up daily. To her, "constant" means persistence and accountability. "Gentle" means having your team's back while guiding them toward growth. And "pressure" is the drive to win, move with urgency, and deliver. Together, they form the balance she strives for: leading with calm confidence but never without expectation.At Nissan, Kim has spent years redefining what aftersales means inside the organization. For her, aftersales isn't an "afterthought," it's the engine that fuels brand loyalty and future sales. Leading across multiple countries means managing different cultures, languages, and expectations. Kim talks about how she's brought the entire Americas region together as one unified team. She does that by traveling to meet teams in person and building relationships and credibility. Over time, those consistent actions turned into a shared culture built on mutual respect and accountability.As the automotive industry evolves, Nissan is focused on simplifying its processes to make quicker decisions. Kim recalls working with the dealer advisory board to streamline 60 dealer-facing programs; removing or simplifying two-thirds to sharpen focus on what truly matters. To her, simplification isn't about doing less; it's about removing distractions so teams can move faster and stay focused on impact.She ties that same thinking to the importance of trust inside organizations. Once people trust each other and the data and systems they rely on, they no longer waste time validating every decision. That's when speed naturally follows. She also reflects on the personal side of leadership and the lessons from finding balance. Earlier in her career, while raising twins, she often hesitated to step away from work for family events. Over time, she learned that setting boundaries wasn't a weakness but a necessity. Now, she mentors others, urging them to "own their calendar," set limits, and protect their well-being. It's advice she lives by and passes down to emerging leaders who often feel pressured to choose between career and personal life.Watch the Full Video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:How Kim Less applies “constant gentle pressure” to balance accountability, empathy, and performance in leading Nissan Aftersales AmericasThe leadership lessons Kim Less learned from Saturn and GM that shaped her people-first approach at NissanWhy calm leadership and consistency drive stronger team alignment across multiple cultures and regions in the AmericasThe business case for aftersales as a core growth engine that strengthens brand loyalty and customer lifetime valueThe transformation of Nissan’s Aftersales organization through simplification, streamlined programs, and faster decision-makingThe process of uniting 1,600 employees across North and South America under one shared vision and operating modelThe importance of visiting markets and building relationships in person to earn credibility and alignmentHow setting boundaries, owning your calendar, and leading with authenticity sustain energy and focus in high-pressure rolesFeatured guest: Kim LessWhat she does: As Vice President of Aftersales for Nissan Americas, Kim Less leads the organization’s mission to strengthen customer satisfaction, brand loyalty, and profitability across North and South America. Since her appointment in 2022, she has guided aftersales strategy, dealer operations, and parts logistics with a focus on delivering exceptional ownership experiences. With more than 30 years in global supply chain, manufacturing, engineering, and aftersales, Kim combines operational expertise with a people-first leadership style that’s earned her wide respect across the industry.Episode Highlights:[03:34] Constant. Gentle. Pressure.: Kim shares the simple philosophy that defines her leadership: steady persistence, genuine care, and the right kind of pressure to keep her team moving forward together.[07:07] Where It All Began: Kim reflects on her early years at Saturn and GM, where hands-on experience and teamwork shaped the foundation of how she leads today.[08:29] Leading with Energy: Among the 21 traits of Authentic Leaders, Positive energy, Kim says, can change the tone of a room, lift people through chaos, and turn tough moments into opportunities for progress.[12:14] Rethinking Aftersales: Aftersales isn’t an afterthought — it’s the engine of brand loyalty and future sales, turning every service visit into a lasting customer relationship.[17:49] One Team, One Vision: Bringing together diverse teams across the Americas, Kim led Nissan Aftersales to operate as one unified organization with shared goals and faster results.[19:48] The Trust Formula: Bringing a diverse team together, Kim credits persistence and genuine relationships as the real secret. Taking the time to visit each market, listen, and build trust until collaboration becomes second nature.[23:31] Steady in the Storm: When everything’s shifting, Kim believes leadership means staying calm, being honest about the challenges, and showing up for your people so they don’t lose their footing.[28:15] Speed Through Trust: For Kim, real speed starts with trust. When people believe in the data, the systems, and each other, decisions move faster, complexity fades, and the whole organization starts to flow.[32:23] Faith, Family, and Coke Zero: Between morning reflections, family time, and a daily Coke Zero, Kim shares the simple routines and guilty pleasures that keep her grounded outside the office.[35:06] Owning Your Calendar title: Kim admits she once hesitated to set boundaries but learned that real leadership means taking control of your time; showing that balance isn’t weakness, it’s strength.Top Quotes:[14:07] Kim: “A lot of what I do within our company and externally and within dealerships is explain the importance of aftersales. What it can do to your business, what it can do to our business. Here's an interesting data point: A vehicle owner who services with their dealership is three times more likely to purchase their next vehicle from that dealership. Think about that. Think about the importance of servicing with the dealership, how important that is to brand loyalty, 'cause my role is driving brand loyalty through positive ownership experiences and then keeping that customer for life. So, they come back and drop future sales, they'll buy another new car or truck or SUV from us.”[26:03] Kim: “I'm the kind of person that I'm gonna step up and say, that's on me, right? That's on me. I'm gonna think differently next time. And I encourage my team to call me out like I wanna be challenged. I wanna be challenged as a leader. And no reason not to speak up and say, "Let's rethink this. I'm not sure that's the right path. Let's try something different." I'm all about that.”[31:21] Kim: “Taking out complexity, getting really focused on what matters most to us, which is selling cars, parts, accessories. Keeping customers on that journey with us, growing our business. So, again, simplification can be an enabler to speed. We're taking that approach. It's working. So, we're gonna keep going down that path, 'cause I think to really be out in front in our industry right now, you've gotta go faster.”[38:07] Kim: “Be your best at work and mental well-being. Own your calendar. Draw those lines. Set the boundaries.”

How does a 65-year-old automotive supplier reinvent itself for the future? That’s the question Jeff Edwards, Chairman and CEO of Cooper Standard, answers in this episode. With 22,000 employees across 20 countries, Cooper Standard is navigating one of the fastest periods of change in its history; not by clinging to the past, but by transforming how it leads, operates, and builds culture.Jeff explains that the company’s strength begins with its people. Of the ~22,000 employees, 18,000 work in plants every day. They are the heartbeat of the business, and their mindset defines how the company performs. Culture once lived within HR, but today, that’s no longer the case. And at Cooper Standard, every leader owns it. The values and purpose that guide the business aren’t just words in a handbook; they shape decisions, behavior, and priorities across the organization. Jeff reinforces them in quarterly meetings with employees worldwide, making sure new hires understand how the company operates and what it stands for.Jeff explains how Cooper Standard continues to invest in better tools and infrastructure to support faster, more informed decisions — and sees AI as a future opportunity to help teams work smarter.However, Jeff points out that no system works without the right mindset. Change only happens when people are willing to adopt new ways of working together.Jeff also describes how Cooper Standard restructured its organization two years ago into three business units: Fluids, Sealing, and Industrial Specialty. Each has its own president who is responsible for performance. The new setup flattened decision-making and pushed authority closer to the work.Instead of questioning the change, employees embraced it. They wanted to understand how it would improve them, not why it was happening. That response, Jeff says, is the product of a healthy culture built on trust and shared purpose.The conversation closes where every great company story should — with its people. At Cooper Standard, leadership isn’t a title or a process; it’s the daily act of listening, learning, and helping others grow. Decisions are made through conversation, not command. Ideas come from every corner of the company, shaped by the experience of those who build, design, and lead on the floor each day. That shared approach to leadership is what keeps Cooper Standard moving; steady, united, and ready for whatever the next chapter demands.Watch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:The transformation of Cooper Standard from a legacy automotive supplier into a future-focused global manufacturerThe link between company culture and faster decision-making in today’s competitive automotive industryHow Cooper Standard is strengthening its digital infrastructure to improve decision-making speedThe structural transformation that created three focused business units and improved Cooper Standard’s responsiveness to customersWhy collaboration and teamwork between leaders and teams matter more than hierarchy in a modern organizationThe importance of maintaining zero-incident safety standards as a reflection of company culture and care for employeesThe connection between trust, open communication, and long-term success in a global automotive supply chainFeatured guest: Jeff EdwardsWhat he does: Jeff Edwards, Chairman and CEO of Cooper Standard, brings nearly four decades of experience in the automotive industry. Since joining the company as CEO and Board member in 2012, and later assuming the role of Chairman in 2013, he has focused on driving long-term value through culture, innovation, and results. Before Cooper Standard, he spent 28 years at Johnson Controls, where he rose through a series of leadership roles to become Corporate Vice President and Group Vice President and General Manager of the Automotive Experience Asia Group. He also serves on the Board of Directors of Standex International Corp., contributing to its Compensation and Nominating & Corporate Governance Committees.On Leadership: “When you're responsible for as many folks as our plant managers are, you find that courage to act or courage to not act is the way you ultimately define success. So, it isn't always about the decision you made. You may decide to not do something and that might be the best one you've ever made. I think, to be willing to open up and think differently and listen for answers around the world, at least within the automotive industry, is important.”Episode Highlights:[02:23] Built by People, Not Walls: Culture isn’t defined by logos or buildings—it’s shaped every day by the 18,000 people on the plant floor who own problems, fix them, and keep getting better.[03:39] From Command to Connection: Leadership at Cooper Standard starts on the shop floor, where accountability, collaboration, and shared purpose have replaced the old command-and-control mindset.[05:36] Culture Isn’t an HR Project: Cooper Standard’s culture works because every leader and employee takes responsibility for it, keeping the company focused on people, performance, and progress.[07:48] Culture Drives Speed: A strong culture keeps people aligned, decisions quick, and innovation moving as the industry shifts faster than ever.[11:19] The Heart of Leadership: Great leadership, Jeff says, comes from resilience in tough times, empathy that sees through others’ eyes, and the integrity to do what’s right when it’s hardest.[15:52] The Cooper Standard DNA: The people who thrive at Cooper Standard work hard, stay genuine, care about others, and never stop learning—because being a great teammate matters as much as being a great leader.[17:26] Redefining the Structure: Cooper Standard rebuilt its organization around three business units, giving each leader full ownership and creating a flatter, faster model focused on performance and people.[24:45] The Excitement of Change: Jeff sees the rise of hybrid and electric vehicles as a turning point for the industry, where the right culture and strong relationships will decide who wins.[26:37] Partnership Through Innovation: By mastering the basics and focusing on innovation, Cooper Standard turns supplier relationships into true partnerships that drive smarter, more efficient solutions for the hybrid and electric future.[32:52] The Power of Conversation: Jeff values learning through real conversations, asking questions, and listening to different perspectives to uncover better answers and stronger decisions.Top Quotes:[02:35] Jeff: “We've got 65 years and counting in the automotive industry, and you kinda have to earn your way every day. And you have to be very convinced that you love a fast-paced environment. You also have to be convinced that every day has gotta be better than what you just did and be okay with that. So, to me, it always starts with the folks that come to work for us in our plants. You mentioned we're in 20 countries, we have 22,000 employees, and about 18,000 of those show up in our factories every single day. And so, if you don't have something that kind of ties that all together, what do you have?”[04:08] Jeff: “We really spend an awful lot of time talking about leadership. We talk about what's important and what isn't. We also talk about what's acceptable and what isn't from a leadership point of view. And I've found it's not only about educating those that are in leadership positions; if you educate everyone that comes to work, then they know what it looks like, but they know what it doesn't look like. And so, it holds us all accountable. And I think it's a lot better than one person shouting orders rooftop, especially when your rooftop has to span 20 countries and a lot more languages than just that.”[11:59] Jeff: “I think that companies that can figure out how to stay focused, to do things the right way for the right reasons, and have a resolve to get it done are the ones that are gonna be successful. And those also usually are led by people in all leadership roles that are approachable, that have empathy, that have the ability to see things through the eyes of others.”[15:59] Jeff: “You have to have the right work ethic. You have to be real. You have to care. You have to be a teammate, in addition to a leader. There isn't a leader in the company, me included, that doesn't have to be a good teammate, and so, you got to be...

Why do so many companies spend millions shaping their external image while missing the most important audience: their own people? That’s the question Jan Griffiths brings to Tina Kozak, CEO of Franco, in this episode of the Automotive Leaders Podcast. Together, they explain why internal communication is often overlooked, and what leaders can do to fix it.Tina talks about her “head and heart” style of leadership, which balances business strategy with empathy and emotional intelligence. She shares how mentors and coaches shaped that approach and how it helped her lead Franco through a recent acquisition. While the finance team handled the numbers, she put her energy into people, making sure employees and clients felt supported through the change.In legacy industries like automotive, employees are still too often seen as replaceable. Tina challenges that thinking, arguing that leaders earn loyalty when they consistently support their people, not just when business is booming.Technology and AI are also discussed. Tina shares examples of how Franco uses tools like generative AI to make communication easier and more accessible for employees. Jan connects it to her passion for internal podcasts, especially when paired with AI translation, to give shop-floor workers a direct line to leadership in their own language. Both agree that leaders often underestimate how much their words and actions ripple through employees’ lives, far beyond the workplace.Jan admits she used to see communications as nothing more than “corporate messaging.” She even remembers being afraid to post on LinkedIn without approval; a fear that silenced genuine voices and wasted a chance to connect.Tina builds on this, explaining how employees can be a company’s greatest ambassadors if supported with the right tools and freedom. Authentic advocacy, she says, is far more powerful than polished ads.Tina closes with practical advice: start with empathy. Instead of only pushing out the messages leadership wants to deliver, consider what employees want and need to know. Ask questions, listen carefully, and act on the patterns you hear. That, she argues, is how internal communication shifts from a one-way broadcast to a true partnership.Watch the Full Video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:The “head and heart” leadership style that balances strategy with empathy and emotional intelligenceLessons from mentors and coaches that shaped Tina Kozak’s leadership approach in the automotive industryHow focusing on people, not just numbers, made Franco’s acquisition successfulWhy legacy industries like automotive struggle with internal communication and employee connectionHow consistent communication builds trust, loyalty, and long-term employee engagementThe role of technology and AI in simplifying and improving employee communicationThe missed opportunity when leaders dismiss communications as “corporate messaging”How employee advocacy strengthens culture and why authentic voices beat polished campaignsFeatured guest: Tina KozakWhat she does: As CEO and majority shareholder of Detroit-based Franco, Tina Kozak leads one of the region’s top integrated communications agencies. She combines strategic insight with a human-centric approach she calls “Head and Heart” leadership, guiding her team and clients with equal focus on results and empathy. Under her leadership, Franco has grown rapidly, expanding from a traditional PR firm into a full-service agency delivering communications strategy, change management, and internal communications support across industries.On Leadership: I am a head and heart leader. I got here because I've studied, I'm smart and intellectual, I know business strategy, I'm curious, and I'm a good listener. But the heart piece is equally, and sometimes, more important. I mean, the emotional intelligence and sort of that human-centric view of business. So, I take a very integrated look at my leadership and my responsibilities as a leader and think about it as the head and the heart. Mentioned in this Episode:Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update Episode Highlights:[02:25] Head and Heart: Tina describes herself as a “head and heart” leader—grounded in strategy and intellect but driven just as much by empathy, curiosity, and the human side of business.[05:00] Shaped by Mentors: From a tough-but-nurturing journalist to a coach who pushed her to define her values, Tina’s leadership journey was built on guidance that made her own style possible.[08:04] Heart First, Vision Clear: When asked which of the 21 traits stand out, Tina points to two: leading with heart and always casting a vision. For her, it’s not enough to have purpose—you have to communicate it in a way that connects everyone who matters.[08:49] People Over Paper: Tina explains why Franco’s acquisition worked by focusing less on spreadsheets and more on people, trust, and relationships through a slow, purposeful integration.[11:02] Not Just Cogs: Too many companies still see employees as replaceable parts, but lasting success comes when leaders treat the relationship as a partnership built on trust and loyalty.[15:02] ROI of Communication: Stronger internal communication creates more than messages; it builds alignment across teams, boosts loyalty, and drives performance.[17:04] Tech That Connects: From podcasts that reach the shop floor to AI tools that simplify everyday questions, technology can close the communication gap and make work feel clearer, easier, and even happier.[21:48] Ripple Effect of Leadership: The way leaders treat people doesn’t stop at work; it follows employees home, shaping families, relationships, and everyday life in ways leaders often overlook.[25:41] Your Best Ambassadors: Employees already carry trust within their own networks. When given freedom and support to share authentically, they become the strongest voice for your culture and brand.[27:54] Start With Empathy: Closing the communication gap begins with asking what employees actually want to know, listening closely, and acting on the patterns that surface.[30:15] The Personal Side: Tina reflects on what fuels her life and leadership, sharing the motivations, habits, and passions that shape who she is beyond the CEO title.Top Quotes:[04:20] Tina: “There’s so much research and so many case studies on businesses that do prioritize emotional intelligence and people and empathy, and the proof is in the results. They outperform their competitors. Because they don't just know their people. They really know their people. They don't just have a spreadsheet of their competitors. They really know.”[09:03] Tina: “We’re a people business. We don't make a product. Our services are delivered by people. They're all unique. I always say we don't win work, we don't keep work, because we write the best press release or the right script. We do write great press releases and excellent content, but we win work because of the people and who they are and how they connect to clients and how they understand.”[11:47] Tina: “I like to think about an employer-employee relationship as a partnership. I think that people have a choice of what they do when they get up in the morning. And one thing that I loathe is when, you know, the economy maybe isn't as good. And so, companies go like, well, we don't have to treat our people as well, like the job market's terrible. What are they going to do? What? We need to treat.”[22:13] Tina: “If you have the power to impact somebody's life and what happens at their dinner table that evening, or what happens on the weekend when they finally get some downtime, don't you wanna have a positive impact? I think you're exactly right. I think many of us underestimate the impact we have on people.”

Ford just made waves with news of a $30,000 EV pickup built on a universal platform. It promises fewer parts, lower costs, and faster assembly. But Jan Griffiths asks a bigger question: if automakers can reinvent the product, why not reinvent the way business gets done?That’s where Kate Vitasek comes in. As the creator of the Vested Methodology, Kate has spent more than 20 years studying how companies negotiate. She joins Jan to unpack how the old “win at all costs” mindset still lingers in the industry and why it’s holding leaders back.Kate walks through the history: the 80s and 90s were all about leverage and power. The 90s brought interest-based bargaining, which used data instead of bravado. More recently, companies are experimenting with collaboration, where both sides actually work together to solve problems and create value.But change doesn’t come easy. Short-term wins might seem like progress, but they often backfire. Kate describes this as “shading,” when the other side feels mistreated and resists or retaliates. She uses examples from union negotiations, supplier relationships, and even global trade disputes to show how this cycle keeps repeating.Collaboration offers a different path. Instead of focusing only on price or concessions, it creates agreements that match intent with execution, protect both parties, and provide space for innovation.Kate explains how her Vested framework turns adversarial supplier or union relationships into productive, long-term partnerships built on trust and results. Still, consistency is key: you can’t have one division trying to collaborate while another sticks to power plays.Jan ties this back to leadership. Command-and-control might have worked decades ago, but it doesn’t inspire people now. Negotiation that depends on control and bravado is outdated in the face of current challenges. Leaders who show up with openness, clarity, and a willingness to co-create solutions will succeed.And the advice for leaders listening? Start small. You don’t need to change everything overnight. Pilot a collaborative negotiation on one deal, measure the results, and use that success to expand the approach. Watch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreThemes discussed in this episode:The shift from power-based negotiation to collaborative partnerships in the automotive industryThe evolution of negotiation models from the 1980s to today’s business environmentThe role of trust, transparency, and shared outcomes in strengthening supplier relationshipsWhy authentic leadership aligns with collaboration better than command-and-control managementHow adversarial union negotiations can transform into long-term, cooperative agreementsThe connection between cultural consistency and successful collaborative business modelsWhy outdated power tactics undermine innovation and efficiency in global supply chainsHow the Vested Methodology creates sustainable value for both buyers and suppliersFeatured guest: Kate VisatekWhat she does: Kate is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what’s in it for me” to “what’s in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world experience from companies like P&G and Microsoft to show leaders how to build collaborative, innovative, and sustainable business relationships.Mentioned in this episode:Getting to We: Negotiating Agreements for Highly Collaborative RelationshipsA New Approach to Contracts by David Frydlinger, Oliver Hart, and Kate VitasekWhat Is Vested?Collaborative Contracting CourseVested Executive Education CourseAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[04:30] From Power to Partnership: Negotiation has evolved from leverage and bravado in the 80s to today’s growing shift toward collaboration and shared value.[10:31] The Illusion of Short-Term Wins: Power-based negotiation might deliver quick gains, but it breeds resentment and retaliation. Kate explains how this “shading” effect, seen in cases like GM’s bankruptcy talks, shows why leaders must shift toward long-term collaboration.[13:17] Collaboration Isn’t Slower: Power-based negotiations drag on with endless trade-offs, while collaborative deals set clear principles from the start. Kate explains how the Vested Methodology not only delivers better results in the same timeframe but can even turn toxic, adversarial relationships into trusting, long-term partnerships.[17:56] Power’s Hidden Costs: Monopoly deals may lower prices upfront, but they trigger retaliation and rising long-term costs. Kate explains why leaders need clear strategies and collaborative processes to break out of this cycle.[20:56] Ego Kills Deals: Lack of trust can be fixed with education, but ego is harder to overcome. Kate explains how power-driven egos fuel win-at-all-costs behavior that destroys collaboration.[22:41] When Ego Shapes Policy: Trade disputes over rare earth magnets show how ego-driven moves spark retaliation. Kate argues that transparency and co-creation, not power plays, are the only way to stabilize high-stakes supply chains.[24:28] From Intent to Action: Broad agreements often fall apart in the details. Kate explains how the Vested Methodology links vision, principles, and contract clauses so companies actually buy the outcomes they wanted, not just transactions on paper.[26:31] Culture Must Be Consistent: One division’s collaborative mindset can’t succeed if another clings to power-based tactics. Kate shares how a billion-dollar aerospace deal collapsed because the company couldn’t honor that balance.[28:36] Defining How You Negotiate: Few leaders ever sit down to define their company’s negotiation style. Jan and Kate stress the need for those conversations and encourage leaders to start small, piloting collaborative deals one at a time to build real cultural change.[30:53] Quickfire Takeaways: In a rapid round, Kate shares what leadership style is dead, the trait every negotiator need, and the one word that should never enter a deal.[33:00] Start with a Pilot: Kate’s advice for leaders: don’t overhaul everything at once — test one deal, learn from it, and build change step by step.Top Quotes:[10:04] Kate: “By being transparent, leaning in and saying: You know what? Let's create a trusting environment. Let's look at transparency. Let's look at the total cost of ownership. And now, let's work to solve a problem to lower our cost structure to make our supply chains more efficient. Because if I can work with you to drive efficiency in the supply chain, it reduces the cost structure. We can both win.”[12:23] Kate: “What a collaborative approach does is it takes this win-lose out, and it actually says, 'Let's choose to create a trusting relationship through transparency, through problem solving, value creation.’ So, not value extraction, not value exchange, value creation.”[16:05] Kate: “If I'm going to the flea market, I'm never going to...

This episode is also available in English - click hereLa carrera de Tony Trecapelli en la industria automotriz comenzó en Saturn, donde pudo ver, de primera mano, cómo podía ser la cultura centrada en personas. Se confiaba en los empleados, se fomentaba la colaboración y los líderes trataban a la fuerza de trabajo como compañeros. Ese ambiente formó su perspectiva desde el principio. Cuando después entró a GM, sintió un ambiente muy diferente. Las decisiones se tomaban arriba y se esperaba que las personas siguieran las órdenes sin cuestionarlas. Ver ambas caras de la industria le permitió a Tony decidir qué tipo de líder quería ser. En vez de imponer y controlar, se comprometió a liderar dando entrenamiento y apoyo.Ahora, como presidente y CEO de Gemini Group, Tony aplica esas lecciones todos los días. Nos habla sobre cómo crear un ambiente de trabajo donde las personas pueden intentar, cometer errores y aprender sin miedo a ser castigados. Desde su punto de vista, así es cómo se crea resiliencia: no evitando los riesgos, sino enfrentando los retos y adaptándose juntos.Tony también reflexiona sobre las raíces de Gemini: un pueblo pequeño en Michigan. Es un lugar donde la gente se conoce, las relaciones importan y la compañía se esfuerza en mantener ese espíritu vivo incluso mientras opera a nivel global. Describe cómo esos valores influencian a diario la toma de decisiones y ayudan a estabilizar la organización en una industria impredecible.La conversación aborda la realidad de ser un proveedor de segundo nivel. Tony comparte cómo los aranceles, las transiciones de vehículos, EV e híbridos y la competencia global crean en conjunto incertidumbre constante. En vez de fingir tener todas las respuestas, se enfoca en ser transparente y abierto con su equipo, asegurándose de comprender los retos y sentirse conectado con la misión más importante.Tony también se abre a un nivel más personal. Nos platica sobre qué lo motiva como líder, las rutinas que lo preparan para el día y las maneras en las que recarga sus baterías fuera del trabajo.El episodio cierra con preguntas y respuestas de la audiencia en vivo, dándole a Tony la oportunidad de responder directamente preguntas sobre el futuro de Gemini, su estilo de liderazgo y las lecciones que lo formaron. Los oyentes obtendrán de esta conversación más que una historia sobre la trayectoria de un líder; encontrarán un vistazo honesto al liderazgo en la industria automotriz hoy en día. El mensaje de Tony es muy directo: el liderazgo se trata de poner primero a las personas y la cultura es lo que lleva a las compañías a través del cambio.Los temas que se tratan en este episodio:Las lecciones de liderazgo que Tony Trecapelli tomó de la cultura colaborativa de Saturn y aplicó en su carreraLa diferencia entre liderazgo de servicio y los estilos de comando y control de las organizaciones automotricesPor qué Tony lidera al Gemini Group con una mentalidad de coach, que anima a mejorar a través de los erroresLas realidades y los retos diarios de los proveedores de segundo nivel en la volátil cadena de suministro automotrizEl impacto de los aranceles, las transiciones EV y la incertidumbre política sobre las decisiones comerciales para los proveedoresCómo han moldeado el enfoque de liderazgo de Tony sus mentores, sus hábitos personales y valoresPor qué la transparencia y la comunicación clara son esenciales para fomentar la confianza durante periodos de cambioInvitado Especial: Tony Trecapelli A qué se dedica:  Anthony A. Trecapelli es el CEO de Gemini Group, dirige las operaciones a lo largo de 18 sedes y más de 1,400 empleados. Se unió a la compañía en 2013, trayendo consigo más de tres décadas de experiencia en la industria automotriz.Su participación en el sector va más allá de Gemini. Anthony forma parte del Consejo Asesor de Ingeniería de Manufactura de Ferris State y de la Junta de la GLBMA en la Universidad Estatal del Valle de Saginaw. También es miembro de la Asociación de Proveedores de Equipos Originales (OEM), contribuyendo con conversaciones más profundas que moldean la industria.La formación académica de Anthony incluye una licenciatura en Administración de Empresas de la Universidad de Phoenix, una maestría en Operaciones de Manufactura de la Universidad de Kettering y un certificado en Sistemas de Manufactura Flexible Lean.Fuera de sus roles profesionales, ha dedicado tiempo al trabajo voluntario con grupos como SAE Wheels in Motion, Rochester Community Schools y Oakland Township Fire & Rescue, lo que refleja su compromiso con la comunidad y la industria.Sobre el Liderazgo: “¿Quién soy como líder? Sin importar cuánto intente ser otra cosa, soy coach y sirvo. Me encanta dar entrenamiento. Me encanta ayudar a las personas a convertirse en algo que nunca imaginaron que podrían ser. Me encanta servir  a los demás. Me encanta servir a mi familia y a la comunidad. Y lo he hecho. Eso es lo que me impulsa. Si no tuviera gente a quien servir, no sería la persona que está sentada aquí frente a ustedes hoy. Eso es seguro.En este episodio se menciona:Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry WoychowskiPuntos Destacables del Episodio:[04:25] Cimentado en la Cultura de Saturn: Tony reflexiona sobre cómo el tiempo que pasó en Saturn moldeó su identidad como líder y por qué ahora se ve a sí mismo como coach y sirviente.[05:57] Liderar sin Perderse a uno Mismo: A pesar de años en ambientes tradicionales, Tony explica cómo se mantuvo leal a su mentalidad de líder-sirviente y por qué ahora prospera en Gemini.[06:47] Valor en la Autenticidad: Tony comparte cómo el haberse mantenido fiel a sus valores, incluso cuando no lo entendían, cultivó confianza y probó que el perdón y la paciencia pueden ser herramientas poderosas en el liderazgo.[08:22] Cultura en los Detalles Pequeños: Tony explica cómo hasta el gesto o hábito más pequeño en un líder puede marcar el tono para la cultura de la compañía.[12:00] El Negocio es Personal: Desde sus primeros mentores hasta los recordatorios memorables, Tony recuerda la sabiduría de liderazgo que todavía lo guía hoy.[14.35] Elegir Gravitas Primero: Tony revela por qué Gravitas destacó de entre los 21 rasgos y lo llama la cualidad que los líderes no pueden fingir, la que inspira a que los demás den lo mejor de sí mismos.[17:39] Una Mejor Manera: Tony recuerda como el haber visto la cultura familiar de un proveedor le enseñó que incluso en una industria despiadada, las compañías pueden elegir operar con un estilo diferente.[19:15] Los Equipos Siempre Ganan: Para Tony, el progreso real en la industria automotriz surge cuando las compañías valoran más el éxito colectivo que los logros personales, y advierte que, si no es así, ganará la competencia.[21:20] Más Ventajas: Para Gemini, los aranceles trajeron algunos gastos, pero a última instancia resultaron en más trabajo y ventas.[22:39] Pesimista Dudoso: Aunque es optimista por naturaleza, Tony admite que el caos de los programas EV y los volúmenes de producción volátiles lo hace sentir pesimista sobre el futuro cercano.[27:13] El Reto Más Grande Hasta Ahora: Al responder sobre sus luchas como líder, Tony no elige una crisis en particular. Dice que crear un equipo es el trabajo más difícil e importante de todos.[29:11] Decisiones que Atormentan: Tony reflexiona en el lado oscuro del liderazgo, donde cada elección conlleva un costo personal por cómo afecta la vida de las personas.[30:47] Por Qué Nosotros No: Al enfrentar demandas imposibles, Tony Trecapelli explica por qué su lema es sencillo: alguien más va a hacer este trabajo, así que, ¿por qué no su equipo?[36:48] Riesgo y Recompensa: Tony explica por qué la próxima década requiere un cambio de mentalidad: Los empleados necesitan sentirse cómodos tomando riesgos si quieren tener resultados duraderos.[41:47] La Mejor Jugada: Tony explica por qué irse de GM y entrar a Gemini fue la mejor decisión de su carrera y cómo le dio el ambiente que extrañaba.[44:59] Liderar Viviendo: Tony Trecapelli dice que la única manera de mantener una cultura de coaching es poniendo el ejemplo él mismo, viviendo el comportamiento que espera de los demás.Mejores Citas:[20:31] Tony: “No tengan miedo de ser un equipo. Están compitiendo contra personas que, por su propia cultura nacional, son un equipo. Y no tendremos ninguna oportunidad si no lo conseguimos.”[31:16] Tony: “Tienes que mejorar constantemente porque tienes que darte cuenta...

This episode is sponsored by Lockton, click here to learn more This episode is available in Spanish - click hereWatch the full video on YouTube - click hereTony Trecapelli's career in automotive began at Saturn, where he saw firsthand what a people-centered culture could look like. Employees were trusted, collaboration was encouraged, and leaders treated the workforce as partners. That environment shaped his perspective early on. When he later moved into GM, the environment felt very different. Decisions came from the top, and people were expected to follow orders without question. Seeing both sides of the industry gave Tony a clear choice about the kind of leader he wanted to be. Instead of command and control, he committed to leading through coaching and support.Now, as President and CEO of Gemini Group, Tony applies those lessons every day. He talks about creating a workplace where people can try, make mistakes, and learn without fear of punishment. In his view, that's how resilience is built — not by avoiding risk, but by facing challenges and adapting together.Tony also reflects on Gemini's small-town Michigan roots. It's a place where people know each other, relationships matter, and the company works hard to keep that spirit alive even as it operates globally. He describes how those values influence daily decisions and help steady the organization in an unpredictable industry.The conversation turns to the realities of being a tier two supplier. Tony shares how tariffs, EV and hybrid transitions, and global competition create constant uncertainty. Instead of pretending to have all the answers, he focuses on being transparent and open with his team, making sure they understand the challenges and feel connected to the bigger mission.Tony also opens up on a more personal level. He talks about what fuels his drive as a leader, the routines that set the tone for his day, and the ways he steps back to recharge outside of work.The episode closes with a live audience Q&A, giving Tony the chance to respond directly to questions about Gemini's future, his leadership style, and the lessons that shaped him. What listeners get from this conversation is more than a story about one leader's journey; it's an honest look at leadership in automotive today. Tony's message is straightforward: leadership is about people first, and culture is what carries a company through change.Themes discussed in this episode:The leadership lessons Tony Trecapelli carried from Saturn’s collaborative culture into his careerThe difference between servant leadership and command-and-control styles in automotive organizationsWhy Tony leads Gemini Group with a coaching mindset that encourages growth through mistakesThe daily realities and challenges tier two suppliers face in a volatile automotive supply chainThe impact of tariffs, EV transitions, and political uncertainty on business decisions for suppliersThe role of mentors, personal habits, and values in shaping Tony’s leadership approachWhy transparency and clear communication are essential for building trust during times of changeFeatured guest: Tony Trecapelli What he does: Anthony A. Trecapelli is the CEO of Gemini Group, where he leads operations across 18 locations and more than 1,400 employees. He joined the company in 2013, bringing with him over three decades of experience in the automotive industry.His involvement in the field extends beyond Gemini. Anthony serves on the Ferris State Manufacturing Engineering Advisory Board and the GLBMA Board at Saginaw Valley State University. He is also a member of the Original Equipment Suppliers Association, contributing to broader conversations shaping the industry.Anthony’s academic background includes a bachelor’s degree in Business Management from the University of Phoenix, a master’s in Manufacturing Operations from Kettering University, and a certificate in Lean Flexible Manufacturing Systems.Outside of his professional roles, he has dedicated time to volunteer work with groups such as SAE Wheels in Motion, Rochester Community Schools, and Oakland Township Fire & Rescue, reflecting his commitment to community and industry.On Leadership: “Who am I as a leader? No matter how hard I try to be something else at times, I'm a coach and I'm a servant. I love coaching. I love to help people become something they never thought they could be. I love to serve. I love to serve others. I love to serve my family. I love to serve the community—and I have. That's what turns my wheels. If I didn't have people to serve, I would not be the person who's sitting here in front of you today. That's for sure.”Mentioned in this episode:Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry WoychowskiAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[03:34] Built on Saturn’s Culture: Tony reflects on how his time at Saturn shaped his identity as a leader and why he now sees himself first as a coach and a servant.[05:20] Leading Without Losing Yourself: Despite years in traditional top-down environments, Tony explains how he stayed true to his servant-leader mindset and why it now thrives at Gemini.[07:29] Courage in Authenticity: Tony shares how staying true to himself, even when misunderstood, built trust and proved that forgiveness and patience can be powerful tools in leadership.[09:27] Culture in the Small Things: Tony explains how even the smallest gestures and habits from leaders set the tone for company culture.[13:08] Business Is Personal: From early mentors to timeless reminders, Tony recalls the leadership wisdom that still guides him today.[16:16] Choosing Gravitas First: Tony reveals why Gravitas stood out from the 21 traits, calling it the one quality that leaders can’t fake and the one that inspires people to give their all.[19:46] A Better Way: Tony recalls how witnessing a supplier’s family-like culture taught him that even in a ruthless industry, companies can choose to operate differently.[21:31] Teams Win Always: For Tony, real progress in automotive comes when companies value collective success over personal advancement, warning that without it, competition will win.[23:58] More Upside Here: For Gemini, tariffs brought some costs but ultimately delivered more business back home than they took away.[26:24] Reluctant Pessimist: Though naturally optimistic, Tony admits the chaos around EV programs and volatile production volumes leaves him pessimistic about the near future.[30:56] Biggest Challenge Yet: Asked about leadership struggles, Tony doesn’t point to a single crisis—he says building a team is the hardest and most important work of all.[32:01] Decisions That Haunt: Tony reflects on the hidden side of leadership, where every choice carries a personal cost because of how it impacts people’s lives.[34:33] Why Not Us: Faced with impossible demands, Tony Trecapelli explains why his go-to mantra is simple: someone will win the business, so why not his team?[41:38] Risk and Reward: Tony explains why the next decade requires a mindset shift—employees must get comfortable taking risks if they want lasting results.[47:16] Best Move Made: Tony explains why leaving GM for Gemini was the best decision of his career, giving him the environment he had been missing.[50:20] Leading by Living: Tony Trecapelli says the only way to sustain a coaching culture is to model it himself—living the behavior he expects from others.Top Quotes:[23:14] Tony: “Don't be afraid to be a team. You're competing against some people who are, by their very national culture, a team. And you're competing against those people, and we don't stand a chance if we don't get this.”[35:39] Tony: “You have to constantly be improving yourself because you have to internalize the fact that your competition must also be, so if you're not, you're falling behind. You have to challenge yourself to be able to accomplish things you've never accomplished before, and you have to convince yourself that you're going to win. You're gonna find a way to win this because if you don't, someone else will win.”[39:13] Tony:...

Sometimes the best leadership lesson comes from pressing pause. That's why Jan Griffiths has decided to step away from the usual guest interviews to share something personal: she's taking a break. Not a long one, just enough to recharge and remind us all that rest isn't weakness; it's strength. Leaders set the tone, and showing it's okay to step back is an important aspect of the role.But this isn't a goodbye. Jan gives a sneak peek at what's coming next. She is preparing for a September 12th webinar showcasing AI-powered podcast translation, technology that allows leaders to communicate with employees in multiple languages while keeping their voices intact. It's a breakthrough for reaching shopfloor workers who often get left out of corporate communication.She also teases upcoming guests and topics: Tina Kozak, CEO of Franco, will dive deep into internal communications; a CEO of a tier two supplier will shed light on tariffs and nearshoring challenges; and negotiation expert Kate Vitasek will explore deal-making styles in today's volatile trade climate.The message is simple yet impactful: Take the break you need, mark your calendar for the webinar, and stay tuned for conversations designed to advance the auto industry.Themes discussed in this episode:The importance of taking short breaks to recharge as a leaderIntroducing AI-powered podcast translation for multilingual communicationClosing communication gaps with shop floor employees who lack email accessUpcoming guest: Tina Kozak, CEO of Franco, on strategic internal communicationExploring the tier two supplier perspective on tariffs and nearshoring pressuresFuture episode with Kate Vitasek on negotiation styles and collaborative agreementsYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Reaching Every Worker with AI-Powered Internal Podcasts WebinarEpisodes with Kate Vitasek: Stellantis US Crisis: Leadership Failure Demands a New Strategy & Transforming UAW Strike Negotiations for a Win-Win Outcome21 Traits of Authentic Leadership PDF

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - Click hereIf you’re still leading like it’s 1995, or worse, 1985, you’re holding this industry back. We’ve spent decades obsessing over products and systems, yet barely stopped to ask ourselves: What kind of leaders are we? That’s the question Jan wants you to sit with. Because if we don’t change how we lead, the rest doesn’t matter. The truth is, the Command-and-control style is still prevalent today, especially in moments of uncertainty. Too many leaders retreat into control when what’s really needed is trust and empowerment. That reaction is driving away the very talent the industry needs to stay competitive. The solution? Building a culture where people can make decisions, collaborate across silos, and adapt quickly. But it’s not just about shifting behavior—it’s also about how leaders communicate change.. When rolling out new tech, leaders need to involve people. Otherwise, the change will fail, not because of the tool but because the people weren’t part of the journey.That’s when Jan introduces the idea of the leadership statement. This is about sitting down, reflecting on your values, thinking about the leaders who shaped you, and being honest about the kind of leader you want to be. We’re so used to asking our teams for commitment. What if, instead, you asked yourself what you are committing to them? What are you promising as their leader?Jan shares an example from Goodyear CEO Mark Stewart. His leadership commitment? “I’m in 1000%.” He didn’t just say it; he moved to Ohio to back it up. That’s what authentic leadership looks like.The clock’s ticking. Chinese OEMs are gaining ground, and the window to evolve is closing fast. If we don’t change our leadership and culture now, no amount of AI, tech, or process improvement will save us.It starts with you. The way you lead, the culture you create, and the commitments you’re willing to make.Themes discussed in this episode:Why the automotive industry can’t compete globally with 1990s leadership modelsHow to evaluate and improve your leadership style to match today’s industry needsWhy trust and empowerment are key to keeping young talent in automotiveWhy building a strong leadership culture is critical to EV and supply chain transformationHow automotive leaders fall into micromanagement during crisis—and how to break the habitThe importance of writing a real, personal leadership commitmentWhy Chinese automakers are taking the lead in the global market and what legacy OEMs must do to catch upYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Stop Leading Automotive Like It’s 1995Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry WoychowskiMeet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling authorReviving an Icon: Leadership, Innovation, and the New Goodyear Mindset with Mark StewartMeet Jesse Jacoby, Change Leadership Guru21 Traits of Authentic Leadership PDFAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereJay Butler doesn't just understand troubled operations. He's worked through them at every level. From the production lines of Nissan and Mercedes-Benz and now as a consultant for distressed plants, he has seen what causes operations to fall apart. And the biggest problems don't come from the floor. They come from leadership.Jay starts by sharing how poor leadership decisions create ripple effects that reach all the way to the floor. Holiday shifts that never end. Supervisors are stretched too thin. People burned out from six- and seven-day workweeks, year after year.Operational pressure doesn't just hit the floor; it follows people home. When that pressure builds up for long enough, performance drops, and culture breaks. Jay doesn't blame the people doing the work; he points the finger at the decisions being made at the top.But Jay doesn't frame this as a call for soft leadership. In fact, he's clear: being a good leader means setting expectations, being consistent, and holding people accountable. What doesn't work is enforcing rules that no one follows or only applying them when convenient.You can't expect consistent performance if you don't hold people accountable—or worse, if leadership doesn't model the behavior themselves.Jay recalls workers raising grandkids, struggling to keep up, and barely making it through the week. Leaders might not think that's their responsibility, but Jay argues otherwise. If your policies at work make someone's home life harder, you're responsible for that too.They also revisit accountability, but in a different light. Jan mentions a recent interview with Brad Ring at Webasto, who swapped the word "accountability" for "promise." It's a simple change, but it changes everything. "I promise to get this done" hits differently than "you'll be held accountable."They also talk about tariffs. Jay explains how one political post or policy change can throw an entire manufacturing plan off course. He's seen companies scrap full strategies mid-meeting because of a headline. That level of volatility demands preparation. You can't move production in a week, especially in automotive, but you can plan.This episode is a reminder that the weight of leadership isn't just about decisions. It's about owning your impact. As Jay puts it, you influence more than just metrics—you influence whether someone gets to go home proud or completely drained. That's where operational transformation begins. Not with new systems. Not with floor-level changes. But with better leadership.Themes discussed in this episode:How poor leadership creates burnout and operational breakdowns in manufacturingWhy holding employees accountable without clear standards creates chaos and mistrustWhy operational breakdowns often stem from leadership gaps, not workforce performanceHow Gen Z workers are reshaping expectations for culture in manufacturing plantsHow inconsistent enforcement of rules weakens trust and team accountabilityWhy companies must address culture and accountability before fixing production issuesWhat leaders must do to prepare for tariff changes and global trade uncertaintyFeatured guest: Jay ButlerWhat he does: Jay is the VP of Client Development at Seraph, where he leads management and leadership training, quality improvement, strategic planning, and product development. He is also a John Maxwell Team Certified Coach and Speaker, employing his leadership expertise to support management and client operations on the floor. On Leadership: “You can be a strong leader but still show empathy for people. And I think the article that I posted on LinkedIn, where I talked about the fact that we were not only responsible for the performance of the organization, but also for the health and welfare of the people we lead. I think it's so important for leaders to understand that you really are responsible for both. And if you're not prepared as a leader to carry that burden and that weight, then maybe you probably shouldn't be a leader in that organization.”Mentioned in this episode:The Weight of Leadership: Beyond Strategy and PerformanceTransforming Webasto: Why Legacy Automotive Companies Must Rethink Leadership & Culture to Stay Competitive with Brad RingAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:05] Bad Leadership Travels Home: A struggling plant doesn’t just show in KPIs—it shows on the faces of exhausted workers carrying stress from the floor into their homes.[03:47] KPIs Don’t Hug Back: You can chase metrics all day, but when leadership cuts corners and burns people out, it’s the frontline workers and their families who pay the price.[05:31] Tough, Not Toxic: You don’t have to choose between high standards and human decency—real leadership means setting clear expectations, holding people accountable, and still showing empathy without being a pushover.[08:35] Leadership’s Real Impact: The authority to control someone’s livelihood is heavy—and leaders who ignore that impact risk breaking more than just production flow.[11:36] Culture Has Consequences: From Gen Z walkouts to early retirements, toxic work cultures are driving talent out; and leaders who resist change may find themselves out, too.[15:08] Make the Mission Matter: Clear goals don’t just drive results, they build emotional connection, rally teams, and turn the daily grind into shared purpose.[20:38] Accountability or a Promise? Reframing accountability as a promise makes it personal—and a simple Post-it system turns that promise into action teams can see, feel, and follow through.[26:33] We Can’t Ship Effort: “I’ll try my best” doesn’t work in high-performance teams. Jan shares a lesson that stuck with her: you can’t deliver effort, only real commitments.[33:42] Forget Being Right: Tariff chaos, political curveballs, and global disruptions—Jay Butler says the real leadership edge isn’t in being right every time, it’s in staying flexible.[37:37] Tariff War Room: When uncertainty hits, you need more than spreadsheets; you need a team, a strategy, and strong leadership ready to make long-term moves before it’s too late.Top Quotes:[10:23] Jay: “I’ve run into older team members on the floor who are raising a grandchild, and they talk about having to balance it between grandfather and grandmother—about who's going to be home when, and all this other stuff. And I'm like, if they just had some more time off, that stress would go away. And maybe some leaders say, "Well, that's not really my responsibility." But I would challenge that, because it is your responsibility. I mean, granted, you can't be involved in everything going on in somebody's life, but you certainly don't want to create an environment at work that's going to negatively impact that home life.”[13:05] Jay: “Factory work is not easy under the best of circumstances, but it shouldn't be a place where people feel like every day is an uphill battle, where they've worked so much overtime that they're just tired, right? They just want to get through the day. It should be a place where a team comes together with a goal or objective and can celebrate those victories. And when things aren't going quite the way we want them, the team can pull together and get it done and make it happen. And leadership, the way leaders handle those kinds of situations can have a huge impact on people's morale.”[17:31] Jay: “Sometimes clients question us about the simplicity of what we do. But we talk about one thing we always say: win the hour, win the day. And we're talking about the KPIs, whether output or scrap, uptime, or whatever it might be. Win that hour, we'll win the day. If we win the day, we'll win the week. And if we win the week, we'll win the month. And if you win the month, you'll win the year. And so, we really focus on that hour, and we do very simple things when we go in. It's not rocket science. People ask us what makes the difference. It's definitely not the processes; it's not the lean manufacturing. Everybody talks about lean. It's our people, it's our team. It's the willingness to hold each other accountable.[32:49] Jay: “You’re supposed to set the...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWebasto is a legacy company with roots going back to 1901, but staying competitive in today’s automotive industry requires more than history. It also means challenging long-standing norms without discarding the company’s strengths. To understand how a company like that evolves, we sat down with Brad Ring, President and CEO of Webasto Americas. Brad Ring describes his leadership style as grounded in authenticity, humility, and care for people. At the core of his approach is a belief that when leaders genuinely care about people, people care about the work.Brad shares how his leadership approach evolved, not from leadership training, but from watching the people around him. One of his earliest influences was Jim Hall, who showed him early on that real leadership starts with connection. It isn’t about hierarchy or image, it’s about showing up as a real person.Webasto is proud of its German heritage, known for its engineering discipline, and carries a cultural weight that doesn’t shift easily. But Brad didn’t try to fight that. He kept what worked: the care for people, the pride in product quality, and the strong family feel. Then, he started adding what was missing: a performance-driven mindset and a culture that encourages collaboration.One of the most practical changes was in language. Words like “accountable” and “responsible” had become unclear. So Brad introduced “promise.” Promises, he says, create emotional accountability and human connection in a way that traditional “responsibility” never could.Even during restructuring, Brad stays focused on values. Some decisions are hard, he says, but how you carry them out, humanely and with accountability, matters just as much as the decisions themselves. That’s what keeps the culture intact even during tough transitions.Brad sees trust as the core of his leadership, both in business and personal relationships. It’s not just a value; it’s how things get done.He believes trust is built through consistent, everyday actions. Once it’s there, it speeds up decisions, reduces wasted effort, and creates a safe space for risk and learning.Outside the office, Brad’s passion for cycling and wake surfing offers a glimpse into how he finds balance. His morning routine might not follow what you think, but it works for him. And that’s part of his larger point: leadership doesn’t come from mimicking others. It comes from knowing who you are and staying grounded, even when the world tells you to act otherwise.Themes discussed in this episode:The challenge of transforming a 120-year-old automotive company for today’s marketWhy command-and-control leadership fails in modern manufacturing environmentsBuilding organizational trust to accelerate decision-making and performanceWhy legacy culture must evolve to stay competitive with fast-moving OEMsAdvancing gender diversity and inclusion in automotive leadership rolesThe importance of creating a culture where mistakes lead to growthWhy leadership works best when you're true to yourselfFeatured guest: Brad RingWhat he does: Brad Ring is the President and CEO of Webasto Region Americas, overseeing operations across the United States and Mexico. He joined Webasto in May 2023, bringing over 30 years of global automotive experience.Throughout his career, Ring has held leadership roles in the United Kingdom, Mexico, and China, with a strong track record in driving business growth, leading operational turnarounds, building high-performance teams, and strengthening customer relationships. Before joining Webasto, he served as President of Faurecia Clean Mobility North America, a division of Forvia.Ring holds a Bachelor of Science in Mechanical Engineering from Kettering University and an MBA from the University of Toledo. He also serves on the MEMA Original Equipment Board of Directors and is a member of the Board of Trustees for the National MS Society.On Leadership: “The way that leadership comes for me is to be myself, trying to be present, comfortable in my own skin, approaching people in an authentic way. For me, that manifests itself as someone who drives for results in a meaningful way, but in a balanced share. Caring about people and caring about their lives and how they interact. And I think sometimes this can be perceived as weak, to be caring, in some companies. So, I want to also enforce like there's no weakness. We still demand good results. We're still critical of our performance. We still have high standards. However, we do that and I do that, by also being, I would say, humble, by introducing a personal vulnerability.”Mentioned in this episode:Hadi Awada's Journey to Transforming Workplace CultureAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:39] Messy on Purpose: Brad redefines leadership at Webasto by tossing out control and embracing speed, candor, and the kind of vulnerability that actually drives results.[05:01] Leadership Lessons from Others: Great mentors are rare, so Brad learned leadership the hard way by studying the bad ones, adopting the good, and choosing who not to become.[05:55] Handshake That Stuck: A single gesture from a leader in Brad’s teens shaped his entire approach to connection, humility, and people-first leadership.[10:49] Fixing the Foundation: Brad kept the heart of Webasto’s culture and bolted on what was missing: performance, collaboration, and deeper connection.[12:53] The Power of Promise: When traditional terms like “accountable” lost their meaning, Brad introduced “promise” as a personal, emotional commitment that made people feel safe to own decisions, speak up, and step beyond silos.[15:21] Betting Big, Shifting Fast: With bold bets across EV tech, Webasto now restructures to balance performance with its long-standing culture of care.[18:51] Cut the Corporate Strings: With surprising regional freedom, Webasto empowers leaders to drive change while staying true to a people-first culture.[20:23] Built on Trust: When Brad’s team was asked to commit to a budget no one thought was possible, he didn’t push harder; he built trust from the ground up. That shift turned skepticism into shared ownership.[25:49] Chasing China Speed: To move at market speed, Brad pushes Webasto to ditch internal bottlenecks and match the urgency of Chinese OEMs by staying focused on the customer.[28:00] The Personal Side: Brad gets personal as he shares his love for cycling, why his family owns 20 bikes, how he got into wake surfing at 50, and why his mornings start with emails and a basement workout.[32:44] Finally, A VP: An audience member honors Brad for championing gender equity at Webasto, sparking a candid conversation about influence, leadership, and why excluding half the talent pool just doesn’t make sense.[35:50] Culture Isn’t Wallpaper: Culture isn’t a slogan on a wall, it’s how people show up every day. Brad makes it clear: if leaders don’t embody the values they expect, the culture will drift into something no one wants. [38:14] Mentorship in Motion: Brad Ring doesn’t wait for mentorship to happen — he creates it. From chatting with interns to encouraging young professionals to speak up, he believes real leadership starts with listening. His advice? Be brave, be respectful, and always show up as your full self.[40:15] Stubborn No More: Brad reflects on the lesson he wishes he’d learned earlier: letting go of stubborn certainty and embracing different perspectives.[42:27] Values in Real Life: Brad explains how company and personal values show up when it matters most. Trusting people’s intent, staying human in hard moments, and refusing to compromise his principles help him lead with integrity, even in the gray areas of business.Top Quotes:[07:47] Brad: “There’s so many people that have contributed to my success, to my career. And so many people that have been really great friends through this. I often talk about, what's important to me and especially a lot of young people like to get coaching and things like that. And I think your motivation is important to understand as a person. And it changes over time, right? When you come from humble beginnings and you don't have any money and you get your first job, you're motivated by money, 'cause you need to pay the bills. And later it evolves and it becomes more about the people. And today, for me, it's about the people, about developing others.”[11:58] Brad:...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereNo one would try to stream a 4K video on a '95 Windows computer—but in the auto industry, we're still trying to lead today's transformation with leadership models built decades ago.That's the hard truth Jan puts on the table in this conversation with Terry Woychowski, President of Caresoft and former GM executive. Together, they unpack what's holding the industry back—and it's not a shortage of technology or talent. It's the culture. It's the leadership.Terry walks through real examples of how legacy systems get in the way—from product specs that haven't been questioned in decades to organizational structures that reward risk avoidance over innovation. He compares that with how Chinese OEMs are approaching development differently. They make faster decisions, rely less on in-house development, and focus on speed and learning rather than perfection. They're not immune to fear, he says, but they don't let it dictate the pace of progress.But this isn't just a teardown of bad habits. Terry zooms in on what good leadership looks like today. It's not command-and-control. It's mission-first, culturally aware, and brutally honest. It's being willing to get "dragged across the hone"—his metaphor for the painful but necessary growth process. Because leaders who avoid discomfort? They stay dull.There's also accountability. Terry learned it early, growing up on a dairy farm, where cows—and their mess—don't wait for permission. You get the job done, period. That same mindset carried him through the plant floor at GM, where he once let loose in a way he thought would end his career, only to be welcomed with applause. Not because he lost his temper, but because he finally spoke the language of the plant.Jan and Terry talk honestly about the cultural gaps that legacy auto still hasn't closed. Technology? Finance? Those are solvable. However, if the leadership culture stays frozen in time, no investment will be enough.In the end, one thing is clear: you can't lead the future of automotive using the same culture that got you here. If the industry wants to survive the disruption ahead, it needs leaders willing to question everything, especially the way things have always been done.Themes discussed in this episode:The need to replace outdated leadership models to compete in the EV eraThe culture gap between Chinese OEMs and traditional automakersWhy true leaders embrace discomfort—and what happens when they don’tThe cultural transformation needed to support EV and software-defined vehicle innovationThe importance of fast decision-making in today’s global auto marketWhy cultural alignment matters more than strategy when leading changeWhy the auto industry needs focused leadership amid rising global competitionFeatured guest: Terry WoychowskiWhat he does: Terry J. Woychowski is the President of Caresoft Global, a leading automotive engineering, benchmarking, and consulting firm. At Caresoft, he has played a pivotal role in driving strategic growth, developing next-generation solutions, and mentoring the global leadership team.Terry brings over four decades of automotive experience, including a distinguished career at General Motors, where he held senior leadership roles such as Global Vice President of Program Management and Quality & Vehicle Launch. Notably, he served 12 years as Full-Size Truck Vehicle Chief Engineer. After retiring from GM, he joined American Axle and Manufacturing as SVP of Engineering and Quality.He is a graduate of Michigan Technological University and serves on several boards, including MTU’s Board of Trustees and the Rackham Foundation, where he is a lifetime trustee.On Leadership: “I would say, the foundation of my leadership hasn’t changed at all. I believe that leadership is based on a hunger—a hunger for things to be better than they are. A vision that this would be better. And I think a leader needs to be hungry. If you're not hungry and not making things change, you're not leading. And so, there's got to be that hunger to say, "Yeah, we're here. But this isn't good enough. This won't last. It should be like this." That hunger's been an element of my leadership, and wherever I've been,1 that's been true.”Mentioned in this episode:A Monkey with a Dart Could Do Better?Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[03:10] Change Is the Job Description: Leadership isn’t just about keeping things running—it’s about driving bold, necessary change when the industry demands it.[05:12] Comfort Doesn’t Build Leaders: Too many leaders are promoted for past performance, not future vision—and without the right mindset for change, they stall progress where bold leadership is needed most.[10:09] No Ego, Just Execution: Unlike legacy automakers, Chinese OEMs decide quickly, skip the ego, and improve fast by learning from others instead of reinventing everything in-house.[13:27] The Bracket Problem: Jan and Terry reflect on decades of missed opportunities in design—why we still can’t get integration right, and how extra parts are often just patches for poor collaboration.[20:00] Own the Process: Terry shares why real innovation happens when teams break silos, work shoulder-to-shoulder, and take full ownership of the process—not just the paperwork.[23:37] Change It or Lose: Terry explains why startups and Chinese OEMs move faster by ditching legacy thinking, embracing risk, and reworking cars even after launch.[29:15] The Grind That Sharpens Leaders: Terry shares how great leadership demands relentless hunger, painful self-growth, and the courage to stay true to your word—even when the process drags you across the hone.[32:20] Colorblind in the Paint Shop: Terry shares the wild story of being dropped into GM’s paint operations, the culture shock that followed, and the surprising leadership lesson he learned after losing his cool.[37:07] Culture Is the Real Gap: Terry warns that the auto industry’s greatest threat isn’t tech or money—it’s the cultural gap, and only leaders can close it.[39:01] Calm in the Storm: Terry urges leaders to face existential threats with calm resolve and unflinching honesty—because the truth, however hard, is the only thing that gives people a fighting chance to act, adapt, and survive.[46:50] Cowboy Up and Lead: From existential threats to logging chains, Terry reflects on grit, urgency, and teaching the next generation that real leadership means figuring it out—no matter how heavy the load.Top Quotes:[03:39] Terry: “Things have to change. The auto industry is changing in radically diverse ways and extremely fast. Change is the arena of leadership. That's what leadership is. It's about change. If things aren't changing, quite frankly, I don't think you're leading. You may be managing day to day, just keeping the ball rolling, but leadership says there's a better way. There's something we need, and it doesn't look like this. It's going to look like that.”[07:15] Terry: “The skills that you need to be a successful leader aren't the same skills that were required when you were an individual contributor and doing your job.”[12:49] Terry: “The Chinese seem to seem more like, “they're doing it. They got some really smart people. They've made this decision. We're going to do it.” And then they simply trump that by saying, "And we're going to do it better." Because they put all the R&D and they iterate. We have the advantage of looking at it now, and we can see, we can polish it like this, we can do it like this, and we can make it even better and even faster and even cheaper and improve upon it. So I think if you can park the ego at the door, and say, "Can I learn? Who can I learn from and can I just leapfrog from that as opposed to reinventing everything myself?” If you have to reinvent the entire car yourself, it's going to take a long time.”[30:08] Terry: “if you have a knife and if you want your knife to remain keen, sharp, dangerous, effective, it has to be drug against a hone. It has to be continually honed. It's anthropomorphic to think that the blade has feelings, but if it did, blade doesn't want to be drug against a hone—that would hurt, that scrapes, that burns. But a leader needs to be vulnerable. So, you need to be willing to be drug across the hone, and you need to be willing to learn. Always. There's always something to learn and to get better. Do you want to be sharp? Yeah. Do you want to be effective? Yeah. Do you want to be dangerous? Yeah. Then...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereElon Musk did what most thought was impossible. He built a mission-driven brand that captured global attention, made electric vehicles desirable, and forced legacy automakers to rethink everything. But lately, his leadership has taken a turn—and it’s raising serious questions. The mission hasn’t changed, but the behavior around it has.In this special solo episode, Jan Griffiths lays out five leadership lessons for Elon—not out of criticism, but from a deep respect for what he’s accomplished and a firm belief in what the industry still needs from him.She starts with mission. Tesla’s purpose has united people around the world. But when Elon supports people who oppose that mission, it creates confusion. You can’t promote a cause while backing those who go against it.Then comes culture. Elon’s ability to identify problems and push for solutions is extraordinary, but intensity without empathy creates fear, which kills creativity. If the goal is innovation, leaders must build environments where people feel safe to contribute and not scared to fail.Jan then challenges the idea of leading by example. Sleeping on the factory floor shows commitment, but expecting others to follow that model isn’t sustainable. Real modeling means setting a standard not just in work ethic but also in behavior and how you show up in moments of crisis.Micromanagement is next. Being able to solve problems doesn’t mean owning every decision. The more decisions a leader owns, the fewer their teams can make. Jan warns that this behavior ultimately traps leaders in a loop where nothing moves without them.Finally: identity. Without knowing who you are as a leader, everything else starts to fall apart. Jan points to tools like the 21 Traits of Authentic Leadership and Doug Conant’s leadership blueprint to help any leader build that internal alignment.Elon has done what few believed possible. But the chaos, political noise, and online disputes only adds friction at a time when the real threat is global. The industry doesn’t need noise. It needs the focused, driven leader who started it all.Themes discussed in this episode:The disconnect between Tesla’s mission and Elon Musk’s public alignmentsThe impact of fear-based leadership culture on innovation and employee engagementHow micromanagement affects team performance and company growthThe cultural transformation needed to support EV and software-defined vehicle innovationHow a CEO’s behavior sets the tone for company cultureThe importance of psychological safety in building high-performing teamsHow public distractions and controversy weaken brand focusWhy the auto industry needs focused leadership amid rising global competitionYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Download the 21 Traits of Authentic Leadership PDF for FREEThe Blueprint: 6 Practical Steps to Lift Your Leadership to New HeightsAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereAs the auto industry faces a new wave of uncertainty—tariffs shifting daily, global instability, and mounting supply chain questions—leaders are under pressure to act fast. For many, that means retreating into old habits, tightening control, and centralizing decisions. But Jan challenges leaders to do the opposite.She knows it's tempting. In a crisis, the structure feels safe. But Jan argues that the real power lies in authentic leadership—especially now. That means staying true to your values, trusting your people, and letting go of micromanagement.Just look at General Motors. While the industry expected GM to return to its old ways during the crisis, it didn't. Instead, the company focused on stronger supplier relationships and open communication. It worked. GM earned its highest supplier trust score in 25 years.Then there's Stellantis. After years under Carlos Tavares' top-down approach, leadership is shifting. Antonio Filosa is already building relationships—with suppliers, dealers, and unions. It's a clear sign that even the biggest players are moving toward people-first leadership.Jan's message is clear: the future of leadership in this industry isn't about control—it's about connection. If you're leading a team right now, take this moment to ask yourself: Are you leading with fear or with trust?Because in the end, how you lead through the crisis will define what kind of organization—and culture—you build coming out of it.Themes discussed in this episode:Why crises often push leaders back into command-and-control—and why that’s a mistakeWhy command-and-control leadership is failing in today’s rapidly changing auto industryHow authentic leadership creates faster, more sustainable results during uncertaintyThe importance of trusting your team instead of micromanaging themThe hard truth about outdated leadership models and why they hold companies backHow General Motors improved supplier relationships by leaning into empowerment and transparencyHow Stellantis is moving away from fear-based leadership with new CEO Antonio FilosaYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:2025 Working Relations Index® Study2025 WRI Results: Toyota Soars, Honda and GM Improve, Others DeclineAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereSeason 6 opens with a deep dive into the 2025 Working Relations Index (WRI)—and the numbers are telling. Toyota, Honda, and GM continue to rise, while Ford and Stellantis slide further down. The gap between the top and bottom OEMs? The largest since 2008.Jan brings together Dave Andrea and Dr. Angela Johnson from Plante Moran, along with returning guest Sig Huber, to explain what’s behind the scores and what they mean for supplier relationships in today’s automotive world.Toyota didn’t just maintain its lead; it widened it. The difference? Consistency, buyer accessibility, and a move to streamline supplier systems into a single platform. Suppliers asked for more visibility, and Toyota delivered.GM, after several senior leadership changes, continues to show steady progress. A renewed focus on transparency, buyer empowerment, and cross-functional alignment is changing how suppliers experience the company. And it’s working.On the other hand, Ford’s story is death by a thousand cuts. There was no single failure—just a build-up of delays, unclear communications, and internal silos that made it hard for suppliers to get what they needed.Stellantis, still at the bottom, might be in the early stages of a turnaround. Leaders like Marlo Vitous and Antonio Filosa are more visible, engaged, and pushing for change, and suppliers are noticing. One of the biggest takeaways? Empowerment at the buyer level. Toyota’s edge comes from enabling people on the ground to make decisions. GM is starting to adopt that mindset. Ford and Stellantis are still catching up. Suppliers want faster answers, stronger advocacy, and relationships built on trust—not red tape.And yes—getting buyers back in the office made a difference, too. Suppliers responded positively to buyers being on-site and re-engaging face-to-face. One team even linked their score improvement directly to getting buyers back in three days a week.They end the episode with a reminder of why the WRI matters. Good supplier relationships lead to better outcomes. In the top 3 OEMs, there’s a same-year correlation between WRI scores and financial results. The message to OEMs is that relationships drive performance, and the numbers prove it.Themes discussed in this episode:Understanding the significance of the Automotive OEM-Supplier Working Relations Index (WRI) Study as a tool for assessing industry performance and supplier relationsThe growing gap between top and bottom OEMs in supplier trust, with the widest WRI spread since 2008The influence of leadership changes, such as Vice Presidents of Purchasing, on supplier relations and organizational performanceHow unpredictability and organizational complexity continue to hurt Stellantis' supplier relationsHow Toyota’s long-term mindset and consistent buyer behavior keep it on top of supplier rankingsThe importance of trust and collaboration between OEMs and suppliers in navigating future challengesThe direct impact of empowered buyers on supplier trust and decision-making speedThe proven connection between high WRI scores and same-year OEM financial performanceFeatured guest: Dave AndreaWhat he does: Dave Andrea is a principal at Plante Moran and leads the firm’s Working Relations Index® (WRI) practice, helping OEMs and suppliers improve their relationships and performance. With over 30 years in the automotive industry, he supports clients with strategic insights into supply base management, mobility trends, and global trade planning. Known for his ability to connect the dots between public policy and business strategy, Dave provides research-backed guidance that empowers clients to navigate change and make informed decisions.Featured guest: Dr. Angela JohnsonWhat she does: Dr. Angela Johnson leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.Featured guests: Sig HuberWhat he does: Sig Huber is the Chief Commercial Officer at Elm Analytics, where he leverages over 25 years of experience in supplier risk management to support the automotive industry. He previously led global supplier risk efforts at both Fiat Chrysler (now Stellantis) and Toyota, guiding teams across North America, China, Italy, and Brazil. Sig played a key role during Chrysler’s bankruptcy, working closely with the Obama Automotive Task Force and the US Treasury to stabilize the supply base. He also served as a turnaround and strategy advisor at Riveron and currently sits on the board of a major Tier 1 supplier. A licensed attorney, Sig brings legal and operational insight to his work and is a recognized voice in the media on supply chain disruptions.Mentioned in this episode: Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:46] The Gap No One Can Ignore: The 2025 WRI reveals the biggest trust divide since 2008—Toyota, Honda, and GM pull ahead while the rest fall behind.[05:20] Toyota’s Trust Formula: A jump in buyer behaviors, cultural consistency, and long-term thinking puts Toyota firmly back on top in the 2025 WRI.[08:18] Predictability Cuts Both Ways: Suppliers trust Toyota’s consistency, but even the slightest slip now stands out, proving that strength can quickly become pressure.[11:21] Toyota Raises the Bar: A 52-week calendar, streamlined systems, and better visibility prove Toyota’s listening, and suppliers are taking note.[13:52] Power in the Buyer: Trust, speed, and supplier confidence all come down to one thing—empowered buyers who can actually make decisions.[16:32] Where It Breaks Down: Empowered buyers and aligned goals separate top OEMs from the rest, especially when crisis hits and collaboration is put to the test.[19:13] GM’s Culture Shift: With stronger communication, transparency, and leadership alignment, GM moved out of the bottom tier, and suppliers are starting to talk about them like Toyota.[23:11] Visibility at the Top: When VPs show up, build trust, and stay accessible, it creates alignment across the organization—and Stellantis’ score jump proves it.[28:10] Stellantis and the Swing: Despite stronger engagement, unpredictable costs and shaky program execution still weigh heavily on Stellantis’ supplier relationships.[31:34] Death by a Thousand Cuts: Ford’s decline wasn’t driven by one big failure—just a steady pile-up of small frustrations that suppliers couldn’t ignore.[35:13] Back to the Floor: Getting buyers back to the office and into supplier sites helped top OEMs rebuild trust the old-fashioned way—face to face.[37:31] Trust Pays Off: OEMs with strong supplier relationships don’t just get better treatment—they get better performance, better teams, and better financial results.[40:52] Scores Reflect Reality: Dr. Angela Johnson says it plainly—strong WRI scores drive strong financial results, and Toyota proves it.Top Quotes:[02:53] Dave: “We saw actually the widest gap between the highest rated vehicle manufacturer and the lowest vehicle manufacturer. So, there was a gap of 245 points. That was the largest gap since 2008. It really shows the disparity of the capabilities and the capacities of these vehicle manufacturers to deal with all of the issues that the industry is throwing at it. And also, the magnitude of these issues. So, the ranking remained the same: Toyota, Honda, General Motors, followed by Nissan, Ford, and then Stellantis. But the gap—the three really broke apart from the bottom three.”[05:38] Dr. Angela: “They’re really doing the things that they do well—even better. That's...

This episode is sponsored by Lockton, click here to learn more Season Five of the Automotive Leaders Podcast comes to a close, and with it, a year of powerful conversations that challenged the way we think about leadership in the automotive industry.This season wasn’t just about bringing guests to the mic—it was about tackling real-world issues. From supplier risk and global tariffs to leadership challenges inside some of the industry’s biggest names, every episode added a new layer to understanding where the automotive world is headed.Jan also took the podcast further than ever before, introducing translated episodes in Spanish and Ukrainian to reach a broader, more diverse audience. Live recordings from the Detroit Auto Show and the MEMA Annual Conference added fresh perspectives straight from the heart of the industry.We even ventured into academia, with conversations featuring the president of Kettering University and students from Wayne State University, offering a glimpse into the future of the workforce.With Season Six already in motion and a major episode on the Working Relations Index dropping on May 22nd, the journey continues. And if this season proved anything, it’s that authentic leadership starts with honest conversations—and those are far from over.Themes discussed in this episode:The growing need for authentic leadership in the automotive industrySupplier risk and resilience in a challenging global marketThe impact of tariffs on suppliers and trade dynamicsHow OEM-supplier relationships shape the future of the industryInsights from academia on preparing the next generation of industry leadersHow emerging platforms like TikTok are influencing the industry narrative.Leadership lessons shared by top executives across the automotive sectorWhat to expect from the upcoming Working Relations Index dataYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:The Gap and The Gain: The High Achievers' Guide to Happiness, Confidence, and SuccessWhy Automotive Leaders Need Emotional Intelligence with Daniel GolemanInevitable EV Disruption: Mike Colias on Auto Industry’s FutureThe Leadership Formula for TE Connectivity's E-Mobility Success with Qiong SunTikTok Meets Auto: Ahmed Iqbal's Inspiring Leadership JourneyMeet the Leader Behind the Next Iconic Car CompanyBreaking Barriers: From Humble Beginnings to Industry LeaderDriving Culture Change in the Automotive Industry with Jon HusbyHadi Awada's Journey to Transforming Workplace CultureBehind Martinrea’s Strength: Pat D’Eramo’s No-Fear, People-first LeadershipReviving an Icon: Leadership, Innovation, and the New Goodyear MindsetLiberation Day: The Day the US Tariff Bomb Hit the Auto IndustryAuto Industry Under Pressure: Breaking Down the New TariffsCustoms vs. C-Suite: The Disconnect That’s Hurting Trade Compliance StrategyThe Kettering Model: Bridging Academia and Industry for Automotive’s Next LeadersGen Z Perspectives on Authentic Leadership in the Automotive IndustryAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateDownload the 21 Traits of Authentic Leadership PDF for FREEGet your copy of AutoCulture 2.0: Leading with Gravitas

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereHow do you transform a brand that's been part of American history for 125 years, without losing the DNA that made it legendary?In this episode, Goodyear CEO and President Mark Stewart joins Jan Griffiths to share how he is breathing new life into one of the world's most iconic brands — and why the real transformation is not just about technology, but rather about leadership, culture, and people.He reflects on his early days supervising third shifts in hot, unforgiving plants and how those moments shaped his belief that leadership isn't about barking orders—it's about building real accountability, setting clear targets, and creating an environment where people can do their best work without fear.Inside Goodyear, the transformation touches everything: leadership behaviors, operational models, and even the story the brand tells the world. Mark talks about honoring Goodyear's pioneering legacy — like the iconic Goodyear Blimp, now celebrating 100 years — while recognizing that past success can breed conservatism if left unchecked.At the core of all this change is a new way of thinking about partnerships. Mark discusses the shift from traditional supplier hierarchies to real, transparent collaborations — where information is shared, problems are solved together, and the success of one depends on the success of all.Beyond strategy, Mark shows what leadership looks like at a human level. From walking factory floors to learn how tires are made firsthand to personally rallying 68,000 associates around a simple, bold vision — to be number one in tires and service — he demonstrates that leadership today isn't about commanding from the top. It's about committing yourself fully to the people you serve.Mark shares glimpses of life outside the boardroom—from hiking with his Labradors in Akron's Metro Parks to binge-watching White Lotus to plotting a summer trip across Europe to see Robbie Williams live.These moments aren't distractions from leadership; they're reminders that authenticity—showing up fully human—is part of what makes great leadership real.Themes discussed in this episode:Why legacy companies must unlearn traditional business practices to survive industry disruptionHow EV tire technology and connected mobility are reshaping Goodyear’s product strategyRevitalizing a legacy automotive brand: How Goodyear is transforming after 125 yearsBuilding supplier collaboration models for the future of the automotive supply chainMaking accountability and measurable KPIs the foundation of leadership transformationEmbedding innovation across all departments, not just R&D, to stay competitiveWhy reconnecting leadership with shop floor operations drives meaningful cultural changeHow Goodyear is rallying 68,000 global employees around a bold new vision for growthFeatured guest: Mark StewartWhat he does: Mark is the Chief Executive Officer and President of The Goodyear Tire & Rubber Company, joining the company and its Board of Directors in January 2024. Previously, he held leadership roles at Stellantis, Amazon, and ZF TRW Automotive, overseeing global operations, EV transformations, and advanced technological innovations. Known for championing diversity and economic equality, Mark has been recognized with awards such as the COO of the Year by the National Minority Supplier Development Council. With a strong academic foundation in engineering and business, he has led initiatives across industries and geographies, earning a reputation as a transformative leader. Originally from Madison, Alabama, he is also a former board member of the Auto Alliance.On Leadership: “I’m the same person day in and day out. What you see is what you get, right? And one of the things for me, I'm very much a participative leader, but very much about transparency, right? Overcommunication is my style, not just because I'm from the south and like to talk a lot, Jan, but it really is about us making sure that we've got very clear KPIs that we're marching to, that we're tracking ourselves to them, and holding ourselves accountable to them. And in the meantime, having a lot of fun with the people 'cause at the end of the day, it's all about our people.”Mentioned in this episode:Goodyear And ZF Collaborate to Improve Vehicle Motion Control With Tire IntelligenceGoodyear Tires-as-a-ServiceAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:29] Leading Loud and Clear: Clear goals, open communication, and a people-first spirit shape Mark Stewart’s leadership every step of the way.[03:05] Breaking the Old Mold: Raised on command-and-control, Mark Stewart chose a different path: servant leadership and human connection.[07:30] Legacy Isn’t Enough: Mark Stewart shares how Goodyear is preserving its iconic DNA while shedding old habits, speeding up its culture, and telling the world a new story.[10:43] More Than a Donut: At Goodyear, innovation isn’t an R&D department—it’s a culture built into every tire, every breakthrough, and every bold step toward the future.[14:08] Connecting 68,000 Strong: Mark Stewart shares how Goodyear is uniting a global workforce around a bold, focused vision: being number one in tires and service.[17:35] The Leadership Trifecta: Mark Stewart shares the three leadership traits he believes every company needs to win: a clear purpose, real accountability, and radical transparency.[20:08] Driving Innovation Together: Connected tires, predictive safety, and a service-first mindset: Mark Stewart explains how Goodyear’s new partnerships are reshaping the road ahead.[24:25] Collaboration for Mutual Success: The future of supplier relationships isn’t about transactions—it’s about shared vision, transparency, and building breakthroughs together.[26:26] Leading with 1,000%: Mark Stewart shares his personal commitment to Goodyear’s people: tackle every challenge, move fast, and build a legacy that lasts generations.[27:50] Off the Clock: Mark Stewart opens up about his love for binge-worthy shows, hiking adventures, live music, and his mission to finally catch Robbie Williams live.Top Quotes:[04:19] Mark: “One of the first roles I took on was third shift supervision in a hot forging and valve and piston plant. And for me, it's really about servant leadership, it's about participative leadership, it's about getting the job done, right? And there's times when you have to command and control to get things done, but that should not be the norm, right? Because it really is about span of influence. It's about clear metrics and it's about getting things done together with the people. For me, that was always a recipe for success.”[08:32] Mark: “Coming in here, what was important for me was to take those first two months within every bit of my power, filling my books up with learnings, with questions, understanding the culture, and observing the culture. Taking notes about, "Hey, this is a great practice. Hey, what's up with this one?" And revisiting that. It's an approach that I started actually, many moons ago when TRW and ZF merged together, and it's really served well for that.”[09:38] Mark: “The legacy Litchfield left us in addition to protecting the allies in the war was as well to have an incredible icon that makes us still around the world in the top five brands that people know, right? And to have the honor and privilege to be able to lead Goodyear and to be able to make sure, you know, yep, we've got to transform, we need to do things faster, we need to be more speedy. Part of the legacy culture, right? You get more conservative over time. More, more, more of us are saying, "Hey, we've got incredible products. The last 10-15 years, we've been a little light on telling people that. We've been relying on the blimp and relying on our good slash great name of Goodyear." And so, we're reinventing ourselves in marketing, sharing the amazing things that the engineers and our folks in the plants are doing, right? It's a key part of that transformation.”[13:45] Mark: “Mobility is still very important for us, and it’s what we're embedded in. But it really is about back to the basics — let's be number one in tires and number one in service. Where the folks are coming into our retail centers or our affiliate centers, or...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWhen Pat D'Eramo entered the auto industry four decades ago, leadership looked very different. Power meant control. Leaders gave orders, and people followed—or else. But even back then, Pat knew there had to be a better way.That mindset was reinforced early in his career, thanks to a unique experience at Saturn. Unlike the traditional plants of the time, Saturn was built on collaboration. And it showed Pat what leadership could look like when people are trusted, not micromanaged. One mentor in particular left a mark—showing Pat the value of coaching, not commanding.That experience shaped everything that followed.Now CEO of Martinrea International, Pat leads with that same belief: give people room to grow, back them up when things go wrong, and never punish someone for trying to do the right thing. He talks openly in this episode about moments where he could've fired someone—but chose not to. Because if they've learned from it, they come back stronger. And strong people build strong companies.That philosophy was put to the test during the toughest times: COVID shutdowns, supply chain breakdowns, EV delays, and now tariffs. Instead of reacting with fear, Pat leaned into the structure—clear goals, tight alignment, and regular check-ins across teams. That's how Martinrea stayed focused while the industry shifted around them.But Pat isn't just focused on one company. He's looking at the industry as a whole—and doesn't sugarcoat it. China's ahead. North America isn't ready to build a car from scratch. And government policy? It's a mess. But he offers a way forward: unified action across the USMCA, strategic investment, and—above all—a culture that supports innovation—not fear.But Pat isn't all business. Jan takes a moment to explore the personal side—his favorite bands, his go-to shows, and even his love for sci-fi audiobooks during long drives. It's a reminder that leadership isn't just what you do at work—it's how you carry yourself through everything.Themes discussed in this episode:Why empathetic leadership drives long-term success in automotiveCreating a culture where mistakes lead to growth, not terminationBuilding a resilient culture through crises like COVID, EV delays, and tariffsWhy treating people with respect is the foundation of organizational performanceNorth America’s EV supply chain crisis and what’s fueling the breakdownWhy North America can’t build a car alone—and what needs to changeThe leadership traits needed to lead through uncertainty and drive transformation in the auto industry.Featured guest: Pat D’EramoWhat he does: Pat D’Eramo is the CEO of Martinrea International and a member of its Board of Directors. He brings over four decades of experience in the automotive industry, with deep expertise in metal forming and parts manufacturing. Before joining Martinrea, Pat served as President of Dana Corporation’s Commercial Vehicle Technology group, where he led global operations across the Americas, Europe, India, Australia, and China. Since 2014, he has overseen Martinrea’s global operations, including manufacturing, engineering, purchasing, logistics, sales, and business development—playing a key role in the company’s continued growth and performance.Metioned in this episode:Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[01:55] How I Lead: Pat shares the kind of leadership that gets people to take risks, own the plan, and show up stronger—because they know you’ll stand with them.[04:09] Built Different from Day One: Early in his career, Pat got a front-row seat to collaborative leadership at Saturn—an experience that shaped his people-first approach while the rest of the industry stuck to command and control.[08:35] Building Strong Leaders: Pat shares why he doesn’t fire people for one mistake—and how those moments often lead to the strongest leaders in the company.[15:01] More Than Just Posters: At Martinrea, values like respect and “leave it better” aren’t just words on a wall—they’re lived every day, from the shop floor to the boardroom.[17:32] What China Got Right: Pat explains how Martinrea led through crisis after crisis—then calls out the uncomfortable truth: China’s winning because they plan long-term, and we don’t.[28:22] Not the Boss, the Guide: After narrowing down 21 leadership traits, Pat lands on the one that defines his style—and it’s all about supporting others, not commanding them.[30:25] Pat Off the Clock: From classic rock to sci-fi and action series, this quick dive into Pat’s personal side reminds us that even CEOs need great music, movies, and a good book on the road.Top Quotes:[03:05] Pat: “I always tell people a bad decision is better than no decision 'cause at least we learn something. I acknowledge, and to an extent, almost encourage some level of mistakes, because people learn from mistakes. Just don't sink the ship while you're at it. But if you don't have that environment, people won't take risks. And if you really wanna move ahead — in our business in particular, which is a very tough business — you have to have people who are willing to stick their necks out, and they'll do that if they know you have their back.”[09:01] Pat: “Over my career, we've had some major issues that came up because some people make mistakes. Okay? There's a school of thought where — and I've been challenged — why don't you fire that person? They made this huge mistake that cost us dollars.  And I say, " Prior to this mistake, that person was a rock star. But suddenly they make a mistake, and that's what we're gonna do?" "That's what I would do," Somebody would say. And then I say, "Why would I take a person who's learned the most valuable lesson that they could possibly learn — know what not to do next time, and what to do next time correctly to never make a mistake like that again, and give them to a competitor? Why would I do that? We have a stronger person.”[20:55] Pat: “No matter who you are, if you have any EV activity, you've been hurt. Okay? It just depends on what level. So now you've compounded that. And now the tariffs hit. So, what do you do to lead through that? It's getting everybody in a straight line. This is what we're going to do.  Talking about it every day.  Are we ahead? Are we behind?  Where's our weak point? Who's not on board? What do we have to do? Who do we have to escalate to? What do you need me, as the CEO, to do? Whatever it is.”[23:40] Pat: “If you said, 'Okay, how do we catch up with China?" To me, it's three steps. First step is — and I know this is controversial — but you do have to inhibit their ability to come to North America initially to give you time. Yeah. Then the government has to participate.  That's how the Chinese did it. And I don't think we should do it like they did it, but our government needs to quit fighting about the border and tariffs and take the money that's being wasted and ask for investment.”[25:40] Pat: “We need you to allow us to do what we know to do.  Because if you set targets in front of this industry, and you've seen it for years, you don't need to tell the OEMs what to build. You need to tell the OEMs what they need to do, what targets they need to reach, and they know what to build. Right now, they don't know what to build. They really don't know what to do in some ways. So, we're waiting on the new portfolio. The RFQs are slow because no one wants to invest in another vehicle until they know what it should be. It's a mess, and we need support, and we're not getting that. Yeah. And these tariffs are just making it worse.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIt was 6 PM on April 2nd in Detroit, and the news just dropped—a sweeping new tariff announcement from Trump had thrown the automotive industry into chaos. In this episode, Jan Griffiths sits down with Sig Huber, Chief Commercial Officer at Elm Analytics, to understand what this moment means.Sig, no stranger to disruption — from 9/11 to the Chrysler bankruptcy — doesn’t mince words: this isn’t a storm that will pass. This is a structural shift. One that reshapes global supply chains, tests the financial resilience of suppliers, and threatens the already fragile foundation of North American manufacturing. He calls it Liberation Day — a moment that might free the US from offshore dependencies but at a massive cost.Together, they unpack how this announcement differs from past crises. This time, there’s no clear playbook. Unlike a chip shortage or a single-supplier failure, this change has tentacles across the globe — from engineering talent and manufacturing capacity to logistics infrastructure and even small businesses.They talked about stacked tariffs and how they could make it nearly impossible for small—to mid-sized suppliers to survive. With supplier margins already in the red, the clock is ticking. Letters are flying from Tier 1s to OEMs. Some suppliers are refusing to ship without cost coverage. And production schedules are about to get very bumpy.It’s a high-stakes moment for OEMs, too. While the UAW backs the move and underutilized plants offer some capacity, the timeline to bring new plants online spans 4–5 years. Trump might promise reshoring, but the reality is more complicated.So, where do we go from here? Jan and Sig spotlight the one path forward: collaboration, trust, and transparency. Leaders must act now to understand their extended supply chains — not just their direct suppliers — and make the financial health of every tier a strategic priority.This is the wake-up call. This is the moment when leadership—real leadership—will determine who survives and who doesn’t.Themes discussed in this episode:The sudden impact of new U.S. tariffs on the entire auto supply chainWhy this moment marks a structural shift—not just another industry crisisThe risk of widespread production disruption if suppliers stop shipping partsWhy trade policy decisions today could weaken the US auto industry tomorrowHow stacked tariffs make it nearly impossible for small suppliers to surviveWhy collaboration, trust, and transparency are now non-negotiableThe urgent need for OEMs and suppliers to understand their full supply chainWhy this could be a defining moment for leadership across the auto industryFeatured guest: Sig HuberWhat he does: Sig Huber is the Chief Commercial Officer at Elm Analytics, where he leverages over 25 years of experience in supplier risk management to support the automotive industry. He previously led global supplier risk efforts at both Fiat Chrysler (now Stellantis) and Toyota, guiding teams across North America, China, Italy, and Brazil. Sig played a key role during Chrysler’s bankruptcy, working closely with the Obama Automotive Task Force and the US Treasury to stabilize the supply base. He also served as a turnaround and strategy advisor at Riveron and currently sits on the board of a major Tier 1 supplier. A licensed attorney, Sig brings legal and operational insight to his work and is a recognized voice in the media on supply chain disruptions.Mentioned in this episode:Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:14] This Is Bigger Than Bankruptcy: Sig’s seen a lot—9/11, COVID, and even Chrysler’s collapse. But this? It’s a structural shift with no clear path forward, and the auto industry isn’t ready.[07:06 New Plant? Not So Fast: Some plants may have open capacity, but it's limited—and building a new plant is a long, complex process that won’t solve today’s problems.[10:10] No Parts, No Cars: Suppliers can’t absorb the tariffs—and without OEM support, they’ll stop shipping, setting the stage for disrupted production and a spike in prices.[11:28] The Supply Base Is on the Brink: Tier Ones are pushing back, red-rated suppliers are bleeding cash, and even a modest cost increase could trigger a wave of shutdowns.[14:01] Stacked Tariffs, Sinking Suppliers: When steel, electronics, and EU parts all carry separate tariffs, small suppliers can’t absorb the cost—and many won’t be able to keep producing.[15:53] Know Your Supply Chain: Many companies still don’t know where their parts really come from—and this moment is forcing them to find out.[19:27] This One’s Different: Rising costs, volume drops, currency risks, credit pressure, and talent shortages—this isn’t just another crisis—it’s a complex, long-term shift that will test every part of the automotive supply chain.Top Quotes:[03:29] Sig: “I would say it's comparable to the environment that was around in 2008 and 2009. I was at Chrysler at the time and part of the team that worked on taking the company through its bankruptcy process, and there was chaos there for quite a long time. But there was a path, and there was a legal process to follow. Here, we're in completely unchartered waters because we're in the process of restructuring global supply chains. And the uncertainty, I think now, is even greater than it was then. There, the uncertainty was: What's the legal process? Are companies going to get paid, and is there a path to restructuring and getting out of it? Here, the problems that the industry has to deal with are massive because, as I said before, these are about structural changes — fundamental structural changes in the supply chain.”[12:20] Sig: “Now, if you look at the current supply base, about 6% to 8% of the suppliers are what we would call "rated red." If there's only a 5% increase in the cost of goods sold—we've done a sensitivity Analysis—if there's only a 5% increase in the cost of goods sold, it will more than double the number of suppliers that are red. It's really going to be a problem. And if you look at those suppliers that are red right now or borderline red, their return on sales is negative right now. Meaning, they're losing money right now on, on every sale they make. And if you start adding extra costs for their sub-components and materials. They are very quickly going to run out of liquidity, being able to afford to even produce the parts. So, it's unfortunately not a great time for the supply base to have this hitting.”[15:24] Sig: “Where it's really going to be a problem is at the Tier Two level and the Tier One level. That's where we're seeing the greatest chance of financial failure, unfortunately. I have spoken with several OEMs about this topic, and they are aware that the supply base is fragile right now. They just have to figure out how to protect themselves. At the same time, making sure that the suppliers are also stable and able to continue to stay in business and produce parts.”[23:24] Sig: “There’s so many different angles that make this a really complex problem. It's not just a bankruptcy or some of the other things that we've dealt with over the past decades in the industry. This is really, in my view, unprecedented—at least in my lifetime—an unprecedented structural shift, which is going to challenge everybody in the industry to figure out how to get through it. Collaboration—building trust between the various pieces of the supply chain and the OEM customers—is going to be vital for ensuring that the industry can get through this in the best possible manner.”[24:29] Sig: “It’s going to be a time when everyone needs to collaborate, and they're going to have to trust each other with the information they're providing, and they're going to have to be as transparent as they can. It's the only way the industry is going to be able to adjust because this is not just a storm that's going to pass. This is a structural shift which is going to take many years to accomplish.”

This episode is the Spanish version of episode #150¿Qué acaba de suceder?Esa es la pregunta que todos se hacen en la industria automotriz después del sorprendente anuncio de la nueva administración: un arrasador arancel del 25% sobre los vehículos importados y las autopartes clave. Para encontrarle más sentido a todo, Jan Griffiths le da la bienvenida a Glenn Stevens Jr., director ejecutivo de MichAuto. Juntos, desglosan las implicaciones para los fabricantes, el empleo en los Estados Unidos y la producción futura de vehículos en América.Aunque las intenciones detrás de la política suenen bien, más empleos para los estadounidenses y fronteras más seguras, la realidad es un poco más complicada. Glenn explica que la industria automotriz previó que algunos cambios se aproximaban, pero no con tanta velocidad ni a esta magnitud. Y ahora, las compañías se están esforzando por comprender en qué aplica, en qué no aplica y cómo los afecta al final de cuentas.Analizan uno por uno los detalles del cambio de política: el arancel ahora afecta no solo a los vehículos importados, sino también a partes clave como motores y componentes eléctricos. Glenn aclara cómo los productos que cumplen con los criterios USMCA podrían tener un respiro, pero solo por ahora.Y no es solo una cuestión del costo, sino también del momento. Las estrategias de suministro y fabricación se han ido diseñando durante décadas y no se pueden rehacer de la noche a la mañana. Y aunque la idea de restablecimiento suena patriótica, Glenn y Jan advierten la necesidad de evitar que la nostalgia sea la que impulse las estrategias.Profundizan en los riesgos de debilitar las colaboraciones en USMCA y lo que esto podría significar para la competencia a lo largo de la región, en especial con los fabricantes chinos como BYD, que están avanzando rápidamente, dominando el mercado.Hablan sobre "el apilamiento de aranceles," la confusión sobre quién es el que paga y las tensiones que surgen entre los fabricantes OEM y los proveedores. Algunos OEM se están ofreciendo para colaborar mientras que otros, no mucho.A pesar de todo, Glenn nos recuerda una verdad poderosa: la industria automotriz es resiliente. Desde la escasez de chips hasta las crisis financieras, ha pasado las pruebas y se ha fortalecido.Este episodio no trata solamente sobre aranceles. Trata sobre cómo los líderes surgen en momentos de incertidumbre. Y es un recordatorio de que los que escuchan, colaboran y se adaptan serán los que abrirán el camino para salir adelante.Los temas que se tratan en este episodio:El impacto real a nivel mundial de los repentinos aranceles en la industria automotriz en los Estados UnidosLa idea errónea de que los aranceles crearán automáticamente más trabajos para los estadounidensesEl impacto masivo de los nuevos aranceles sobre los vehículos importados y las autopartesPor qué las decisiones sobre políticas comerciales actuales podrían debilitar la industria automotriz en el futuroLa necesidad urgente de transparencia a lo largo de la cadena de suministro y la toma de decisiones basada en datosComo la aplicación de aranceles podría incrementar significativamente el costo a lo largo de la cadena de suministroEl riesgo de dañar las relaciones entre los fabricantes OEM y sus proveedores debido a la presión por los costosInvitado Especial: Glenn StevensA qué se dedica: Glenn es el director ejecutivo de MichAuto y VP de las iniciativas Automotive and Mobility en la cámara regional de Detroit. En este rol, brinda dirección estratégica y liderazgo para promover, retener y desarrollar la industria automotriz y móvil de Michigan. Glenn también dirige esfuerzos estratégicos para recabar fondos y trabaja estrechamente con inversionistas para fortalecer la participación y retención. Con más de 30 años de experiencia en administración, estrategia y operaciones en varias industrias, incluyendo la automotriz, siderúrgica y equipamiento de capital, nos da una perspectiva amplia y una visión profunda de la industria.Puntos Destacables del Episodio:[02:12] No son “buenas” noticias— Son simplemente noticias: El nuevo arancel de 25% suena como una victoria, pero la manera cómo se está aplicando ha preocupado a la industria automotriz por la incertidumbre sobre qué sucederá ahora.[03:38] No es solo para los carros: La tarifa del 25% no aplica únicamente a los vehículos, ahora también afecta a los motores, a las cadenas cinemáticas y más, a menos que acaten las reglas de USMCA.[07:26] Los aranceles no se acaban en la frontera: Los altos costos de importación afligirán a toda la cadena de suministro ahogando a los proveedores pequeños, amenazando la producción de vehículos.[09:36] No se hace en un día: Décadas de suministro global no pueden rehacerse de la noche a la mañana, en especial cuando la tecnología, el talento y la capacidad, sencillamente no están aquí.[11:45] La nostalgia no es una estrategia: Desear que los buenos tiempos del pasado regresen no va a traer de vuelta la fabricación a Estados Unidos, en especial sin una estrategia clara y moderna que pueda competir a nivel global.[13:56] El costo de hacerlo solos: Cuando los aranceles hagan que los costos se eleven a lo largo de los Estados Unidos, México y Canadá, la región entera perderá su ventaja competitiva en el mercado automotriz global.[15:05] Mientras nos ponemos aranceles, BYD construye: Mientras el BYD de China evoluciona e innova rápidamente, la industria automotriz de Estados Unidos corre el riesgo de quedarse atrás, distraída por las políticas, en vez de concentrarse en reinventarse.[17:13] Nadie está listo para el costo oculto: Con la mezcla de los aranceles aplicados al cobre, el arnés de cables y el costo de cruzar la aduana, los productos podrían verse afectados por varios impuestos, varias veces, y los que lo resentirán serán la base de suministros junto con el consumidor.[19:47] Si se afecta el suministro, se afectan las relaciones: Conforme los costos aumenten, también aumentarán las tensiones entre los OEM y los proveedores, poniendo a prueba su frágil, pero crítica asociación.[20:40] ¿Contrato o colaboración? Ante el aumento de tensiones, algunos fabricantes OEM redoblan sus esfuerzos en materia de contratos, mientras otros abren la puerta al diálogo: un camino conduce al progreso, el otro al cierre.[22:24] La cadena de suministro se convierte en el centro de atención: El caos con los aranceles está obligando a las compañías a tomarse en serio la visibilidad a lo largo de la cadena de suministro, los datos y la disponibilidad, lo que convierte a esta crisis en una llamada de atención.[25:47] Liderar al escuchar: ¿Cuál es el enfoque de liderazgo de Glenn? Sal a hacer visitas, escucha con atención y lleva las inquietudes de la industria a la acción, al nivel de políticas.Mejores Citas:[03:07] Glenn: “Sabíamos que iba a haber cambios comerciales. Pero esto es realmente algo inesperado para la industria, algo que anticipamos y con lo que ya estamos lidiando hoy. ¿Es bueno que haya más empleos en Estados Unidos y en Michigan? Sí. La seguridad fronteriza, que es una de las razones detrás de algunos de estos movimientos, ¿es una buena idea? Sí. Siento como si hubiera surgido hace un año, pero en realidad fue hace un par de meses. Pero nos preocupa la metodología que están usando para hacer estos cambios y el impacto a corto plazo y potencialmente a largo plazo.”[12:37] Glenn: “Creo que nos estamos viendo un poco más aislacionistas de lo que hemos sido, pero eso no es algo que haya empezado con esta administración. Es algo que empezó hace un par de administraciones. ¿Y es eso lo correcto en una economía de comercio global? Probablemente no. ¿Hay fuerzas que tenemos que considerar ahora que no existían antes? Sí, la industria automotriz china no existía hace un año. Realmente, no existía como hoy, literalmente hace cinco años. Y esa es una fuerza que tenemos que considerar. Pero tiene que ser bien pensado. Y realmente, la industria y el gobierno tienen que hacer esto juntos.”[14:19] Glenn: “Así que estamos absolutamente interconectados. Y esta región es competitiva y necesita ser más competitiva. Y la automatización jugará un papel importante, así como la tecnología y los avances, e incluso cosas como la inteligencia artificial. Y luego nos fijamos en la región USMCA. Tiene que ser competitiva a nivel mundial. Y existe la preocupación de que se debilite la fuerza de los tres países juntos como un bloque operativo de empresas comerciales, hablando solo de la automoción. Pero sin duda es para otros sectores de nuestra economía. ¿Qué nos hace eso en general? Si los costos de los insumos son todos más altos y el vehículo cuesta más, ¿Nos hace globalmente competitivos o menos competitivos? Nos hace menos competitivos. Y esa es la preocupación.”[18:33] Glenn: “No creo que alguien esté en contra de los aranceles. Son herramientas estratégicas que pueden ser desplegadas

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWhat just happened?That's the question hanging over the automotive industry after the new administration's surprise announcement: a sweeping 25% tariff on imported vehicles and key auto parts. To help make sense of it all, Jan Griffiths welcomes Glenn Stevens Jr., Executive Director of MichAuto. Together, they break down what this means for manufacturers, U.S. jobs, and the future of vehicle production in America.While the intent behind the policy might sound great—more American jobs, stronger borders—the reality is a bit messier. Glenn explains that the auto industry saw changes coming, but not this fast or this broadly. And now, companies are scrambling to make sense of what applies, what doesn't, and how it impacts the bottom line.They walk through the details of the policy shift: the tariff now hits not just imported vehicles but key parts like engines and electrical components. Glenn clarifies how USMCA-compliant products might catch a break—but only for now.It's not just about cost. It's about timing. Sourcing and manufacturing strategies built over decades can't be reworked overnight. And while the idea of reshoring sounds patriotic, Glenn and Jan warn against letting nostalgia drive strategy.They dig into the risk of weakening USMCA partnerships and what that could mean for competitiveness across the region—especially with Chinese automakers like BYD moving fast and taking over the market.There's talk of "tariff stacking," confusion about who pays, and rising tensions between OEMs and suppliers. Some OEMs are stepping up to collaborate. Others? Not so much.Through it all, Glenn reminds us of one powerful truth: the auto industry is resilient. From chip shortages to financial meltdowns, it's been tested before and has come out stronger.This episode isn't just about tariffs. It's about how leaders show up in moments of uncertainty. And it's a reminder that the ones who listen, collaborate, and adapt will be the ones who lead the way forward.Themes discussed in this episode:The real-world impact of sudden tariffs on the U.S. auto industryThe misconception that tariffs automatically lead to more American jobsThe massive impact of new tariffs on imported vehicles and auto partsWhy trade policy decisions today could weaken the US auto industry tomorrowThe urgent need for supply chain transparency and data-driven decision-makingHow tariff stacking could significantly increase costs across the supply chainThe risk of damaging OEM-supplier relationships under cost pressureFeatured guest: Glenn StevensWhat he does: Glenn is the Executive Director of MichAuto and VP of Automotive and Mobility Initiatives at the Detroit Regional Chamber. In this role, he provides strategic direction and leadership to promote, retain, and grow Michigan’s automotive and mobility industries. Glenn also leads strategic fundraising efforts and works closely with investors to strengthen engagement and retention. With over 30 years of experience in management, strategy, and operations across multiple industries—including automotive, steel, and capital equipment—he brings a broad perspective and deep industry insight to the role.Mentioned in this episode:Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[02:12] It’s Not “Good” News—It’s Just News: Description: The new 25% tariff sounds like a win, but the way it’s being done has the auto industry worried about what comes next.[03:38] It’s Not Just the Cars: The 25% tariff doesn’t stop at vehicles—it now hits engines, powertrains, and more unless you’re playing by USMCA rules.[07:26] Tariffs Don’t Stop at the Border: Higher import costs are set to ripple through the supply chain, squeezing small suppliers and threatening vehicle production.[09:36] Not Made in a Day: Decades of global sourcing can’t be undone overnight—especially when the tech, talent, and capacity just aren’t here.[11:45] Nostalgia Isn’t a Strategy: Wishing for the good old days won’t bring back U.S. manufacturing—especially without a clear, modern strategy to compete globally.[13:56] The Cost of Going It Alone: When tariffs raise costs across the US, Mexico, and Canada, the whole region loses its competitive edge in the global auto game.[15:05] While We Tariff, BYD Builds: As China’s BYD scales fast and innovates even faster, the U.S. auto industry risks falling behind—distracted by politics instead of focused on reinvention.[17:13] The Hidden Cost No One's Ready For: With copper, wire harnesses, and border crossings all in the mix, products may face multiple tariffs multiple times—and it’s the supply base and consumers who’ll feel it.[19:47] Strained Supply, Strained Relationships: As costs climb, tensions between OEMs and suppliers could rise, too—putting a fragile but critical partnership to the test.[20:40] Contract or Collaboration? With tensions rising, some OEMs double down on contracts while others open the door to dialogue—one path leads to progress, the other to shut down.[22:24] Supply Chain Gets a Spotlight: Tariff chaos is forcing companies to get serious about supply chain visibility, data, and readiness—turning crisis into a much-needed wake-up call.[25:47] Leading by Listening: Glenn’s approach to leadership? Hit the road, listen hard, and turn industry concerns into action at the policy level.Top Quotes:[03:07] Glenn: “We knew there were going to be trade changes, but this is really a curve ball for the industry — one that we anticipated but we're dealing with today. Are more jobs in America and more jobs in Michigan good? Yes. Is border security — which is one of the initial reasons for some of these moves, seems like a year ago now, but it was only a couple of months ago. Is that a good idea? Yes. But the methodology of making these changes, and what it means to the impact for the short term and potentially the long term, has us concerned.”[12:37] Glenn: “I think we're looking a little bit more isolationist than we have been. But that's not something that just started with this administration. That is something that really started a couple of administrations ago. And is that the right thing to do in a global trade economy? Likely not. Are there forces that we have to reckon with that didn't exist before? Yes. The Chinese automotive industry did not exist 20 years ago. It didn't exist like it does today, five years ago. And so, that's a force we have to reckon with, but it needs to be well thought out. The industry and government have to do this together.”[14:19] Glenn: “We're absolutely interconnected, and that region — this region — is competitive. It needs to be more competitive, and automation will play a role there, and technology, and advances in even things like AI. And then you look at the USMCA region — it has to be competitive globally. And there's a concern that if you weaken the strength of the three countries together as an operating block of trade companies — let's just talk about automotive, but it's certainly for other sectors of our economy — what does that do to us overall? If input costs are all higher and the vehicle costs more, does that make us globally competitive or less competitive? It makes us less competitive, and that's the concern.”[18:33] Glenn: “I don't think anyone's anti-tariff. They're strategic tools that can be deployed and utilized, but right now, they are a very large umbrella to raise the revenues of the US Treasury and to drive onshoring overnight, so to speak, and that's not possible. What we really were hoping for — and still hold out hope for — is that there is a reopening of the USMCA, which was stipulated by the agreement in 2026, that we pull that up and work with our trading partners to work out the difficulties or the bugs — and it does need to be updated.[26:17] Glenn: “We’re trying to really be that voice — that voice that communicates, again, to our federal legislators, to our local legislators, to our policymakers, and everything we can do to be part of that collective voice. We work very closely with the other associations. We have a synergy call that we do once a month with Michigan Manufacturers, MEMA, CADIA, the economic development people, and representatives. Dingell joins that call. Representative Stevens joins that call. Once a month, we get together for 45 minutes to collectively talk about what we should be working on together. So, the collective voice is much stronger. So, that's what we're doing—listening and trying to be that voice.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereTrade compliance might not be the most thrilling topic—until it starts costing your company millions. That’s exactly what’s happening as tariffs shift overnight, companies scramble for answers, and supply chain leaders face an avalanche of confusion. Most executives don’t want to deal with customs and compliance, and they didn’t have to for years. But now, it’s no longer a back-office function—it’s a front-and-center leadership challenge.That’s where Jenae Ciecko, President and CEO of Copper Hill, comes in. With over 20 years in trade management, Jenae has seen it all—the confusion, the panic, the miscommunication—and she joins Jan Griffiths to talk about it.Who owns trade compliance—finance, legal, or supply chain? Turns out, there’s no clear answer. And that’s part of the problem. Many don’t fully understand how trade compliance works. The moment new policies take effect, it’s not just about paying up—it’s about strategy, communication, and risk management.What if a company just refuses to pay the tariffs? The answer? Not an option. Unlike supplier disputes or delayed payments, customs will always collect their money. The real challenge is who absorbs the cost.Leaders and compliance teams speak different languages. The C-suite demands quick, clear answers, while compliance teams live in details. The result? Misinformation, missed opportunities, and costly mistakes.Jenae emphasizes the importance of bridging this gap, ensuring executives ask the right questions, and creating a culture where compliance isn’t just a burden—it’s a strategic advantage.Through it all, one truth remains: leadership is tested in moments of uncertainty. Those who thrive in this unpredictable era will be the ones who stay calm, communicate clearly, and prepare in advance.Because when tariffs hit, the best leaders don’t just react—they take control.Themes discussed in this episode:The growing disconnect between C-suite leadership and trade compliance teamsHow sudden tariff changes disrupt automotive supply chains and financial planningThe role of customs brokers in managing trade compliance and tariff administrationHow automotive leaders can proactively mitigate tariff impacts and compliance issuesThe challenge of adapting to ever-changing trade policies and government regulationsWhy communication gaps between executives and compliance teams lead to a costly mistakeThe impact of tariffs on cash flow, profitability, and long-term business strategyFeatured guest: Jenae CiekoWhat she does: Jenae Cieko is the President and CEO of Copper Hill Inc., a company specializing in customs and trade management solutions. With over 20 years of experience, she helps businesses navigate complex trade regulations, mitigate risks, and optimize compliance strategies. A licensed Customs Broker, Jenae has a strong background in centralizing compliance efforts, a skill she honed as Customs Compliance Manager at Magna. Her leadership at Copper Hill is driven by a commitment to simplifying trade management and ensuring companies stay ahead in an ever-changing regulatory landscape.Episode Highlights:[03:34] Who Owns Trade Compliance? Trade compliance doesn’t sit neatly in one department—sometimes it's finance, sometimes it's legal, and sometimes it’s just a wild game of hot potato. With tariffs shaking up the industry, companies are scrambling to figure out who's really in charge.[05:19] Tariffs at Lightning Speed: When a tariff change drops, there’s no grace period—customs brokers update the system instantly, and businesses are left scrambling to keep up. In the auto industry, where precision is everything, reacting overnight isn't just tough—it’s nearly impossible.[09:02] C-Suite vs. Compliance: Executives want quick answers, compliance teams deal in details, and somewhere in between, critical information gets lost. Closing this communication gap isn’t just helpful—it’s the difference between strategic decisions and costly missteps.[11:43] The Blind Spot You Can’t Afford: Tariffs aren’t just a financial hit—they’re exposing blind spots in supply chain visibility and trade compliance. Leaders need to ask the right questions, understand the full scope, and stop treating compliance as an afterthought.[15:32] Dodging Tariffs? Not an Option: Skipping out on tariffs isn’t a choice—Customs always gets paid. The real challenge is navigating who absorbs the cost and how to track it without breaking contracts.[16:53] Leading Through Disruption: The best leaders stay calm, communicate clearly, and bridge the gap between strategy and compliance—because panic won’t pay the tariffs.Top Quotes:[04:30] Jenae: “It's just getting a lot more focus. I mean 25% on anything; margins are tight in automotive; you know that as well as anyone. And so, there's certainly just a kind of hysteria, a little bit right now, and we're just working like listening to what the customers are saying, what the trade is saying, try not to overreact to it because we have to manage it for them. And we have to figure out how to administer it. How is it going to be administered? Some of these things have never happened before, right? So, not only just the impact and the size of the tariffs, but how they're like just literally from a systemic perspective going to be administered for our clients. It's challenging for sure.”[10:48] Jenae: “I do see that there is definitely a gap in, like, how they're communicating. And also, just trying to solve before understanding the problem. We're kind of wired as trade people to try to mitigate tax. Just like accountants are mitigating IRS taxes. We're wired to mitigate custom taxes. The C-suite right now needs to know the worst-case scenario, maybe scenario, and best-case scenario. And I think that we really have to get our arms around those questions, how they're being asked, and the danger of misinformation if the communication is not correct.”[13:13] Jenae: “Work with your compliance teams on how to mitigate those taxes because there are creative ways. And tariff engineering is something that people always bring up. Obviously, we work with our clients to make sure that you're compliant and doing the right thing, but using every opportunity. There are definitely things within the USMCA rules that clients maybe haven't needed to look at—to kind of scrape further into whether or not they can get things to qualify—that they're going to need to now. So, it's really getting the C-suite to ask the questions that get the compliance team to look at its full circle.”[15:54] Jenae: “We have Tier Ones that are trying to push back on their customers to be responsible for it. There are long-term contracts negotiated here, but a 25% tariff on some of these companies could bury them. And it's who's going to bear the burden of that? And the answer is no, you can't. If it crosses that border Customs is going to get their money. That is just going to happen. It's, do companies hold back shipments? Do they say, "I'm not going to ship it to you until you say that you're going to take responsibility for this?" And then, the tracking of that—our customers, if those situations are coming up, they're asking us, "How do we track that and build them?  How do we pass that on logistically?" And all of these things are just unprecedented.”[17:18] Jenae: “If I'm thinking about the Tier Ones, we have to stay calm. I think that this is a scary time, and there has always been in the automotive industry, a great sense of urgency. It's fast-paced, and everybody wants an answer right now. I think that the more we can stay calm and know that we just need to weather the storm and communicate what we know—so, really communicating the scope of things and what is happening and getting ahead of it to the degree that you can so you're not so reactionary—is really everything.”

This episode is sponsored by Lockton, click here to learn more The auto industry is holding its breath. A 25% tariff on goods from Mexico and Canada is about to take effect, and the ripple effects will be massive. Suppliers are drawing a hard line—either OEMs accept the costs, or shipments stop. The chaos is real. It’s a high-stakes moment, but Jan Griffiths knows this isn’t just about economics—it’s about leadership.In this solo episode, Jan challenges leaders to ask themselves: How will you show up in the face of uncertainty? Will you default to command and control, tightening your grip out of fear? Or will you lead with authenticity, staying calm, and instilling confidence in your team? This moment will test leaders across the industry, and the choices they make now will define the road ahead.But this episode isn’t just about leadership in crisis—it’s about transformation. One year ago, Jan launched AutoCulture 2.0, a book that champions the very leadership transformation the industry needs right now. To mark the occasion, she read its introduction and first two chapters, sharing a powerful message: the industry’s biggest shift isn’t just about EVs, software, or supply chains—it’s about culture.She takes us back to her early days, from a farm in Wales to the factory floors of the U.S., where she learned firsthand how rigid hierarchies and outdated leadership styles hold companies back. Through stories of culture clashes, gender biases, and relentless perseverance, Jan lays the foundation for a new leadership model—one built on trust, inspiration, and the courage to break the mold.Hold on tight. The road ahead is uncertain, but the auto industry will always find a way through. The real question is: what kind of leader will you be when it does?Themes discussed in this episode:The impact of 25% tariffs on the automotive supply chain and how suppliers are respondingWhy command-and-control leadership is failing in today’s rapidly changing auto industryHow trust and inspire leadership is the key to thriving in the modern automotive worldThe cultural transformation needed to support EV and software-defined vehicle innovationThe hard truth about outdated leadership models and why they hold companies backJan Griffiths’ journey from a Welsh farm to the automotive C-suite—and what leaders can learn from itWhy authentic leadership, not just technological advancements, will define the future of the auto industryYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Auto Revolutions: John McElroy & Jason Stein on Shaping Industry CultureTrust & Inspire: How Truly Great Leaders Unleash Greatness in OthersThe 7 Habits of Highly Effective People: Powerful Lessons in Personal ChangeThe Determinants of Trust in Supplier-Automaker Relationships in the U.S., Japan, and KoreaDownload the 21 Traits of Authentic Leadership PDF for FREEGet your copy of AutoCulture 2.0: Leading with GravitasEpisode Highlights:[05:11] Autoculture 2.0 Introduction[11:23] Chapter One[26:06] Chapter Two

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereDr. Robert McMahan, President of Kettering University, started out as a kid with binoculars, staring up at the stars, fascinated by the unknown. Now, he's shaping the next generation of leaders who will drive innovation in the auto industry before they even step foot into the workforce. For Dr. McMahan, leadership isn't about power—it's about unlocking the potential of those around you. He believes a true leader creates an environment where people thrive, where great ideas don't just exist but move forward.Too often, companies think they've built a culture of leadership because they've put values on a poster in a conference room, but when you ask employees what those values are, they can't tell you. Dr. McMahan is determined to change that. At Kettering, leadership is modeled, not just taught. Leaders must make tough decisions, but transparency matters—helping people understand why decisions happen so they feel connected to the bigger picture.Kettering isn't your typical university. It operates on a co-op model, where students spend half their time in class and the other half working in the industry. This hands-on approach means graduates don't just have theoretical knowledge—they have actual experience solving problems inside organizations.This model benefits students and keeps the university ahead of industry trends. Students rotate between school and work, bringing back insights about what's happening. That constant feedback loop helps Kettering adapt its curriculum to match the industry's ever-changing needs, making it one of the most future-focused universities in the country. But who is McMahan outside of work? He is a Joni Mitchell fan, an aerobatic pilot (not a great one, he admits), and a lifelong astrophysics nerd—he even had a poster of an astrophysicist on his wall in college. More importantly, he's the kind of university president who walks the halls, buys students coffee, and keeps the conversation going. Because leadership isn't just about decisions—it's about connection. Themes discussed in this episode:The role of education in shaping future automotive leadersWhy the auto industry must shift from command-and-control to authentic leadershipThe key to building an organization with values that drive real cultural changeHow Kettering’s co-op model gives students real-world experience before graduationHow future automotive careers will evolve and why students must adapt nowThe disconnect between academic learning and corporate expectations—and how to fix itThe power of real-time industry feedback in keeping STEM education future-readyFeatured guest: Robert McMahanWhat he does: Dr. Robert K. McMahan is the seventh President of Kettering University, where he has led a decade of transformation, strengthening its reputation as a leader in STEM and business education. With a background spanning academia, government, and venture capital, he has been instrumental in shaping innovation policy, technology investment, and engineering education. His career includes roles as a physics professor, science advisor to North Carolina’s governor, and senior strategist at In-Q-Tel. A recognized thought leader, he has contributed to groundbreaking astrophysics research and holds multiple patents, making a lasting impact on both education and technology development.On Leadership: “I've always believed that leadership is really about facilitating the success of others. And you hear people say that sometimes it even sounds cliché, but it really is true. It's about unlocking the potential of the people that you work with because none of us is an island, and it's one of the things that we like to teach students here about leadership and about working in organizations. You can have the best idea in the world, and you can be the most inventive and creative person, but if you can't work with others if you don't know how to mobilize an organization and move an idea through that organization to create winners along the way to get ownership, you will be alone and you won't be successful no matter how good your ideas are.”Episode Highlights:[04:52] Leadership Isn’t About You: Forget the spotlight—real leadership is about creating the conditions for people to thrive. Dr. McMahan shares why the true mark of a leader is the success that follows them.[07:20] Start with Actions, Not Words: Students see through empty talk—so if you want to teach leadership, you have to live it. Dr. McMahan explains why the best way to shape future leaders is by modeling the values you expect.[09:36] Values That Stick, Not Collect Dust: If your values need a flowchart, you’re doing it wrong. Dr. McMahan explains why the best organizations boil their purpose down to a simple, undeniable driving force—one that people actually remember and live by.[14:06] Lead Loud Enough for Them to Hear: Students don’t learn leadership through lectures—they learn by watching it in action. McMahan shares how modeling transparency, tough decision-making, and real accountability shapes the next generation of leaders.[17:20] The Kettering Model: Fresh out of school, full of game-changing ideas… and then reality hits—corporate silos, endless processes, and a system that doesn’t care how smart you are. Kettering’s secret? Throwing students into the deep end before they graduate.[24:02] The 12-Week Reality Check: Forget waiting years to update a curriculum—Kettering students bring real-world feedback straight from the field every 12 weeks, keeping the university ahead of the curve and the industry on its toes.[29:39] Careers with No Map: Gone are the days of climbing the corporate ladder—now, the game is about navigating an ever-changing maze. Dr. McMahan lays out why the most valuable skill isn’t what you know, but how fast you can learn, adapt, and solve problems on the fly.[32:27] Astrophysicists, Joni Mitchell, and Bad Aerobatics: Dr. McMahan opens up about his love for the cosmos, his not-so-perfect aerobatic flying skills, and the music that’s stuck with him since he was 18. Turns out, even university presidents have their obsessions.Top Quotes:[06:04] Robert: “To me, being a successful leader and what I really focus on is providing the framework, providing the support that allows the people that I work with to be successful because when they win, we all win.”[10:55] Robert: “One of the ways that you motivate, that you really establish that vision for an organization like a university, is you bring everybody together and you guide them through that conversation. And you say, what is it about? What are we about?  And then, through that exercise, you develop a very concise and very small —with the emphasis on small—set of driving forces. You can call them strategic pillars, you can do whatever you want to, but something that everyone in the organization can articulate and say, "This is what we're about.””[19:34] Robert: “All the soft skills we always talk about: communication, teamwork, all of these things, organizational behaviors. You can't teach those in a classroom. The university is actually not the right place. So, they built an educational model that said, "You're going to go to university, you're going to go to one of the top engineering schools in the country, but you're only going to spend half the time in the classroom. The other half of the time, you're going to be a professional—in an organization in a mentored way.”[00:00] Robert: “When the entering class comes in as freshmen, we divide it into two groups. And because we're engineers, we call it the A section and the B section. These two groups enter a rotation. So, when the A section is here on campus, the B section is out in their professional placements in industry. And then, they rotate. And that rotation occurs about every 12 weeks. Now, one of the interesting things about this is students are not shy. They tell us. We're one of the few institutions, I think, that gets evaluated every 12 weeks as to whether or not we're being relevant. Because they'll come back and they'll say, "No, that's not what we're doing. That's not how it works." And so, we actually get that feedback every year, four times. It allows us to modify our facilities, the types of things we're teaching in the laboratories, the types of techniques as well as the curriculum, to suit the evolution of these industries.”[30:32] Robert: “ In that older structure where you had kind of a long-term contract of "You join an organization, you stay with that organization, and you move up," you had very well-defined boundaries for skills and what you needed to do and how you would up-skill those as you move through the organization. It's no longer true. Students have to prepare for a different kind of professional reality. At the end of the day, what is the university really teaching them? Is it the...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereThe auto industry is at a crossroads. Legacy automakers have poured billions into electric vehicles but are still trying to catch up. Why? Because breaking free from the systems built for gas-powered cars isn't easy.In this episode, Mike Colias, the Wall Street Journal's deputy bureau chief for autos, joins Jan Griffiths to talk about the messy reality of the EV transition. Drawing from his book Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles, they dive into why legacy automakers continue to struggle, what's really slowing things down, and how culture—not just technology—is the real battle.In 2022, Ford executives gathered in a nearly empty warehouse, staring at two cars: a Mustang Mach-E and a Tesla Model 3. It wasn't just a teardown—it was an autopsy. As they examined the differences, it became clear: Tesla was years ahead in design efficiency, cost-cutting, and scale, while Ford's EV was still burdened by old-school engineering.This wasn't just a Ford problem—it was an industry-wide issue. GM had glimpses of an EV future with the Volt, but its rigid structure forced compromises. Meanwhile, Tesla and Chinese automakers moved fast, unburdened by legacy processes and cultures resistant to change.But the real problem isn't just technology—it's culture. The systems that perfected combustion engine manufacturing are now roadblocks to innovation in the EV era, and the old ways of working simply don't translate to EV success.So, what happens next? With China producing high-quality, affordable EVs at an unprecedented pace and global competition intensifying, automakers can't afford to cling to the past. The shift to EVs is inevitable—but will legacy automakers evolve fast enough to stay in the race?Listen now to get the inside story on the biggest transformation in automotive history!Themes discussed in this episode:The messy and expensive reality of the EV transition for legacy automakersWhy the shift to EVs is inevitable, despite industry resistanceWhy traditional car companies struggle to match Tesla’s speed and efficiencyHow legacy automakers' old ways of working are slowing down EV progressHow Chinese automakers are producing cheaper, high-quality EVs at scaleThe growing threat of Chinese EVs and what it means for U.S. automakersHow leadership decisions at Ford, GM, and others shape the future of EVsFeatured guest: Mike ColiasWhat he does: Mike is the deputy bureau chief for autos at The Wall Street Journal, covering the auto industry’s shift to EVs, self-driving cars, and emerging technologies. Based in Detroit, he writes and edits stories on Ford, GM, and the challenges facing legacy automakers as they navigate change.He’s also the author of Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles (2025), a book that examines the EV transition and what it means for all of us.Before WSJ, Mike covered GM at Automotive News and reported on healthcare at Crain’s Chicago Business and The Associated Press.Mentioned in this episode:Inevitable: Inside the Messy, Unstoppable Transition to Electric VehiclesMeet Dr. Andy Palmer, former COO of Nissan and CEO of Aston MartinEpisode Highlights:[03:20] Telling the EV Story No One Else Did: Industry news is often just scattered soundbites, but Mike saw the bigger picture—a once-in-a-century disruption that needed to be told as a story, not just headlines.[05:11] Ford’s Wake-Up Call: When Jim Farley ordered a side-by-side teardown of Ford’s Mustang Mach-E and Tesla’s Model 3, the results were sobering—too many bolts, too much wiring, and a clear reminder that Tesla was playing a different game.[08:18] Tesla Proved Them Wrong—Again and Again: Legacy automakers laughed at Tesla, doubted its ability to build cars, then dismissed its ability to scale—until it did both and left them scrambling to catch up.[11:03] The Chevy Volt That Could Have Been: GM had the vision for an iconic EV, but corporate compromises turned a sleek prototype into just another car—while Tesla, unburdened by legacy systems, built a sleek, head-turning EV that redefined the market.[13:00] Why Legacy Auto Struggles to Innovate: GM’s century-old playbook was built for gas cars, not EVs—forcing the Volt into a system designed for cost-cutting, while Tesla had the freedom to reinvent from scratch.[14:57] Tech Won’t Fix What Culture Holds Back: Automakers love to talk about EVs and innovation, but real transformation depends on breaking old habits, not just building new tech—something even skunkworks teams struggle to escape.[18:51] Can VW and Rivian Find the Right Balance? Volkswagen has scale, Rivian has the brand—if they can blend legacy expertise with startup agility, it might be exactly what’s needed to push through this messy EV transition.[20:43] The Right Culture Isn’t One-Size-Fits-All: Dr. Andy Palmer believes leaders shouldn’t choose between legacy structure and startup agility—they should create their own culture. But as Stellantis and GM show, shifting an established culture is much harder than starting from scratch.[24:04] NIO’s Cult-Like Brand Loyalty: While legacy automakers struggle to stay relevant, NIO has created a cult-like following with sleek design, premium experiences, and a brand loyalty Ford and GM can only dream of.[32:11] The EV Future: Legacy automakers may resist, but global competition, consumer demand, and technology shifts make the EV transition less of a choice and more of an inevitability.[35:22] The Threat You Can’t See Feels Less Real: Chinese automakers are making waves in Europe and Mexico, but in the U.S., complacency lingers because the competition isn’t visible—yet. Will Detroit be ready when it arrives?Top Quotes:[09:45] Mike: “GM’s a great example. I mean, going all the way back to the EV1 in the 1990s and Hydrogen Fuel Cells, and the Chevy Volt, and then the Bolt. I mean, it was like this dabbling in electrification. I don't know that it was a conscious decision that, "Oh, this program is not making money, so we're going to cut it." I mean, I think that happened, but I think there were plenty of people inside the company that probably believe today we could have been Tesla had we just followed through with this stuff. I just think it's a tough thing. This is like the innovator's dilemma, right? Can you give up the thing that you've been so successful with for decades to grasp onto this other thing that's going to be painful in the short to medium term? We're not going to make money on it, and it's not our sweet spot. And companies just have a subconscious hesitancy to go all in.”[12:18] Mike: “Tesla was designing the Model S from scratch. It didn't have any of those constraints; they didn't have to figure out, "Okay, what platform are we going to put this on to really contain costs?" And so, the Chevy Volt came out, and it was considered like this breakthrough product, right? GM got a lot of accolades for that. It had a very cult following fan base, but it wasn't what Tesla ended up doing, which was, hey, look at this electric car that can look like a stunning car that you'd want to show your neighbor when you get it home from the showroom. It didn't have that "it" factor that Tesla was able to build its brand around and grow from there.”[16:00] Mike: “They created a skunkworks team out in California of like a hundred engineers. And they've been trying to sort of work outside of the Ford machine, but I think in talking to people about where it's at now, eventually, you have to go back to the machine to get the thing, you know, built, inspect, and engineering manufacturing stuff. It's just that part's been hard. It sounds like they made a lot of progress in the skunk works, mirroring it back into the organization; you're kind of facing a lot of those same constraints. So, it's a universal problem in the auto industry. We need a clean sheet design to make these electric cars as optimized as possible. It's been hard for the legacy automakers.[34:41] Mike: “People love EVs, the people who drive them—they're quick, they're quiet, they feel like you're driving the future. You know, Tesla has super high brand loyalty, that's for a reason… EVs just fit with what the car companies want to do in terms of more digitization and monetizing the data that comes from the car, autonomous...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of The Automotive Leaders Podcast, Jan Griffiths interviews Qiong Sun, Vice President and General Manager of TE Connectivity's Global Automotive E-Mobility business, to learn what it takes to lead a technology company during this transformative period in the automotive industry.From the very start, you can see Qiong's passion for technology and leadership come through. She shares how her engineering background shaped her leadership style, which is rooted in problem-solving and optimization. For Qiong, leadership isn't just about managing teams; it's about building a shared vision, aligning strategies, and inspiring people with purpose—a must for engaging today's workforce.Qiong explores the wave of innovation reshaping the automotive industry—from electrification to AI—and the challenges that come with it. She explains that collaboration is the key to staying ahead, whether it’s partnering with tech companies, governments, or consumers to create smarter, faster solutions.Qiong also talks about how the relationship between suppliers and OEMs is changing. They're no longer just filling orders; they're stepping up as innovation partners, helping OEMs navigate the complexities of new technologies. She shares how TE Connectivity is here to support both traditional and up-and-coming automakers by offering solutions that fit their specific needs.Resilience has been a big part of Qiong's leadership journey. She recalls the early days of her career when she tested safety systems in harsh conditions and earned the trust of her team through perseverance.Now, she fosters that same resilience in her team, building a culture where mistakes are seen as opportunities for growth and innovation thrives without fear of failure.Her advice for leaders? "Believe in what you're doing." She encourages everyone to embrace collaboration and tap into the industry's strengths—its talent, resources, and expertise. Whether working with established automakers or new players, the key to progress is pushing each other and working together.Themes discussed in this episode:The rise of disruptive technologies like electrification, connectivity, and software-defined vehicles reshaping the auto industryWhy speed and agility are the key to staying competitive in the automotive industryWhy traditional automotive processes no longer work for today’s fast development cyclesHow collaboration is the key to managing fast-changing requirements and shorter product cyclesThe importance of building partnerships with non-traditional players, such as governments, tech companies, and infrastructure providersThe evolving role of suppliers as innovation partners driving transformationHow teamwork between legacy automakers and new players drives faster innovation and progressFeatured guest: Qiong SunWhat she does: Qiong Sun is the Vice President and General Manager of the Global Automotive E-Mobility Business at TE Connectivity, where she leads strategy, product management, technology development, and market delivery for high-voltage solutions in the electric vehicle market. With a passion for innovation, 30 years of experience in transportation, and a diverse industry consulting background, she drives the commercialization of cutting-edge technologies to advance vehicle electrification, energy storage, and active safety systems, making a significant impact on the industry.On Leadership: “I always believe that you have to have a vision, you have to have a strategy that is clear to all the people working with you on your team, your customers, your suppliers. When you have a common goal, you can put the plan together. This is how you bring people along, especially with the nowadays generation, a newer generation. They do not just go to work for a job and get the pay. They also want to have a purpose. And this is the purpose that we need as a leader: bring everybody together.”Mentioned in this episode:Collaborating with Giants: HAAS Alert's Successful Startup with StellantisCombined Charging System (CCS) StandardNorth American Charging SystemThe Infinite GameGet to know TE ConnectivityEpisode Highlights:[02:24] From Engineer to Leader: Qiong talks about how her engineering background shapes her leadership, using clear strategies and shared purpose to bring teams together and inspire a generation that values more than just a paycheck.[00:00] Breaking Free from Legacy: The auto industry is merging traditional methods with software-driven agility by embracing collaboration, modular design, and parallel development to tackle rapid innovation cycles and meet fast-changing market demands.[00:00] From Order Takers to Innovation Partners: Shifting from simply following OEM directives to actively helping them scale and simplify new technologies, suppliers are redefining their role in driving the future of the automotive industry.[23:12] Got to Have Resilience: Resilience has shaped Qiong’s career, from earning her team’s trust in harsh testing conditions to driving progress in the EV space, proving that persistence is key to overcoming challenges and achieving success.[28:06] Mistakes, Mindsets, and the Infinite Game: Innovation thrives where mistakes are seen as stepping stones, and Qiong highlights the power of embracing an infinite mindset to build a culture that values growth, sustainability, and long-term success over short-term wins.[34:30] Advice for Leaders: Facing industry disruption, Qiong encourages leaders to believe in their mission, embrace resilience, and work together—traditional automakers and new players alike—to unlock the full potential of US talent and resources.Top Quotes:[07:24] Qiong: “Whenever you have so many new things happening at the same time, it comes with a lot of challenges, as you mentioned. One of the challenges that I see is how to manage this transition of the megatrends and respond to these fast-shifting requirements while maintaining profitability and competitiveness. I believe that in order to achieve it, you have to collaborate with the other players in the ecosystem. Collaboration is really the key to win because the ecosystem is really expanding from government, utility companies, infrastructure providers, and to the tech industries for electrification.”[13:55] Qiong: “We help both sides. We help the ones that are coming from outside the auto industry who can be fast, but a lot of times, they might not always make sure they test out the two, every scenario, the quality. So, we helped them bridge this gap. Same thing with the traditional OEM; we also helped them because we know how to make things faster, and all OEMs want to be successful. So, when they see their suppliers work with them and provide them solutions, provide them with anything that they might not have thought about, they love it. So, this is how we actually work with them, and we have been very successful in this area.”[15:51] Qiong: “What we do is we work with all OEMs, collect all the market needs, and then think through how to simplify. In the end, it's not always more complex is better. That's my philosophy and just really finding those solutions and how those can apply to their specific application. And so, hopefully, by the time we develop those platform products and then when they take it, they only need to apply 20-30 percent of the effort to do that. That will help them gain scalability because they can share even with the other OEMs what the tooling, manufacturing, capital investment, and things like that.”[23:53] Qiong: “I was very fortunate to find a job working at the forefront of several key active safety technologies that today we take for granted to get our family home safe, such as the anti-lock braking system, traction control, vehicle stability control. But the development of those technologies usually involves a lot of test trips all year round to some very severe winter environments around the world. As a woman engineer in the entire department, I probably could have made a lot of excuses and avoided some of those trips, but I didn't. Because I went on every one of those trips, I not only learned but also worked on...

This episode is sponsored by Lockton, click here to learn more It's day two of the Detroit Auto Show, and Jan is back at Kettering University's AutoMobili-D exhibit, diving into conversations with the people shaping the future of mobility.Dr. Jacqueline El-Sayed, CEO of SAE International, set the stage with her thoughts on why hands-on learning is the best way to prepare engineering students for the challenges of the real world.&nbsp;Next, legal expert Jennifer Dukarski talks about the challenges and opportunities of AI in automotive. From national security concerns to ethical data use, her insights show why careful regulation and testing are essential.&nbsp;Dr. Huseyin Hiziroglu, a seasoned professor at Kettering, brings decades of expertise to the conversation as he dives deep into the challenges of energy storage and why solving these roadblocks is critical to advancing EV adoption.In a fun twist, Kettering student Ian Gibson stepped in as guest host to interview Jose Flores, CEO of Ancor Automotive. Jose shared how he turned a decades-old company into a modern tech player, earning the trust of seasoned employees and embracing digital transformation.Later, Alisyn Malek, co-founder of May Mobility, talks about her Changing Lanes program, which bridges Michigan's automotive and startup ecosystems. Her vision of empowering experienced professionals to explore new opportunities is reshaping career paths in the industry.Matt Fortescue, Kettering’s Director of Enrollment, talks about what makes Kettering unique. From hands-on co-op programs to small class sizes, he explains how Kettering sets students up for success in ways that larger institutions often can't.Ted Serbinski takes a different approach, focusing on the next generation of innovators. With his work in tech education, he ensures kids learn not just how to use technology but how to wield it for success, equipping them for a digital future.Finally, Kettering senior David Glover shares his journey into AI and how the university's support has helped him take the following steps toward making an impact in the industry.Your HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] Gibson is an undergraduate student at Kettering University, pursuing a degree in Electrical Engineering with a minor in Sustainability. As a Global Product Engineering Design Co-op at General Motors, he combines rigorous academic studies with hands-on, paid industry experience through Kettering's immersive Co-op program.Featured guests:Name: Jacqueline El-SayedTitle: CEO, SAE InternationalDiscussed: [01:27] With a career shaped by experiential learning and leadership, Dr. El-Sayed shares how her journey from Kettering to CEO of SAE International prepared her to drive innovation and quality across the mobility industry.Name: Jennifer DukarskiTitle: Emerging Technology, Automotive, and Media Attorney at ButzelDiscussed: [04:45] AI’s potential in automotive innovation comes with critical challenges, from safety regulations to ethical considerations, and Jennifer shares how industry standards, diverse testing, and proactive compliance shape a safer, smarter future for mobility.Name: Dr. Huseyin HizirogluTitle: Professor of Electrical Engineering, Kettering UniversityDiscussed: [11:39] The future of mobility hinges on solving energy storage challenges, says Dr. Hiziroglu, as he discusses the evolution of EVs, the potential of hydrogen, and the breakthroughs driving progress.Name: Alisyn MalekTitle: Founder and CEO, Middle ThirdDiscussed: [20:45] Alisyn shares how her Changing Lanes program bridges the gap between Michigan’s automotive and startup ecosystems, offering career coaching, networking, and opportunities for seasoned professionals to dive into the startup world.Name: Jose L. FloresTitle: CEO, Ancor AutomotiveDiscussed: [24:20] Taking over as CEO of a 40-year-old company, Jose shares how he earned the trust of a seasoned team, pivoted to digital solutions, and offered advice to aspiring leaders on building passion and resilience.Name: Matt FortescueTitle: Director of Enrollment, Kettering UniversityDiscussed: [28:34] Matt shares how Kettering University’s small class sizes, hands-on co-op programs, and dedicated support systems create a unique and supportive learning experience for students.Name: Ted SerbinskiTitle: Founder &amp; Managing Partner, Stanson &amp; CoDiscussed: [32:53] Ted shares how his journey from building Detroit’s startup ecosystem to creating tech solutions for schools is driven by a mission to prepare the next generation for a digital future.Name: David Glover JrTitle: Computer Science student at Kettering UniversityDiscussed: [37:55] A passion for AI, meaningful connections, and unwavering support from Kettering University have helped David turn opportunities into career momentum in the automotive industry.Mentioned in this episode:The Detroit Auto ShowMobility Global ForumElectromagnetic Field Theory Fundamentals and Electric Machinery and Transformers by Huseyin R. Hiziroglu and Bhag Singh Guru<a...

This episode is sponsored by Lockton, click here to learn more The Detroit Auto Show is coming to an end, but the conversations from day one at the Kettering University booth continue to inspire. Join host Jan Griffiths as she sits down with industry leaders and innovators shaping the future of automotive through fresh ideas, education, and collaboration.First up, Dan Stewart from Automation Alley explains how bridging academia, government, and industry is sparking real progress in digital manufacturing. Enza Sleva from Kettering explains how their co-op program sets students up for success from day one.Hajj Flemings talks about how AI is helping unlock creativity, while Ida Byrd-Hill shares her mission to make STEM education accessible to everyone. Scott Tobin breaks down the evolution of software-defined vehicles and what it means for the industry.Dr. Ping Ren talks about additive manufacturing and its role in speeding up innovation in automotive design. Tarek Abdel-Baset explains why hydrogen could play a key role in sustainable transportation, and Dr. Diane Peters reveals how autonomous vehicles are transforming mobility for people with disabilities.To close the day, Suzanne Petrusch passionately shares Kettering’s mission to fuel the industry with driven, problem-solving leaders ready to tackle the industry’s biggest challenges.From tech innovation to education and bold ideas for the future, day one had plenty of great conversations. Ready for more? Check out day two here for more amazing conversations from the Detroit Auto Show!Your HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] guests:Name: Dan StewartTitle: Relationship Manager, Automation AlleyDiscussed: [03:20] Bringing together academia, industry, and government, Dan explains how they’re helping small manufacturers embrace digital tools and thrive in Michigan’s automotive ecosystem.Name: Enza SlevaTitle: Director of Career Development and Cooperative Experience, Kettering UniversityDiscussed: [06:03] Kettering's unique co-op model, as explained by Enza, equips students with years of real-world experience, helping them hit the ground running in the fast-paced automotive industry.Name: Hajj FlemingsTitle: CEO &amp; Founder, Rebrand CitiesDiscussed: [12:21] AI isn’t here to replace us—it’s here to help us thrive. Hajj shares how embracing technology can unlock human creativity, transform leadership, and prepare us for the future of work.Name:  Ida Byrd-HillTitle: CEO &amp; Founder, Automation WorkzDiscussed: [17:11] Ida shares how her programs open doors to STEM careers by providing tech certifications and opportunities for students outside the traditional university path.Name:  Scott TobinTitle:  CEO, EnvorsoDiscussed: [19:29] From managing millions of lines of code to over-the-air updates, Scott explains how the shift to software-defined vehicles is transforming the auto industry and the skills needed to keep up.Name: Ping RenTitle: Assistant Professor of Industrial Engineering, Kettering UniversityDiscussed: [24:14] Dr. Ping Ren explains how additive manufacturing is transforming automotive design, enabling lightweight, complex products and faster prototyping to meet the industry’s need for speed and innovation.Name:  Jonathan SmithTitle: Senior Chief Deputy Director, Labor and Economic OpportunityDiscussed: [28:41] Jonathan shares Michigan’s efforts to align its rich automotive legacy with modern challenges to ensure young talent stays inspired, connected, and ready to solve big problems.Name: Tarek Abdel-BasetTitle: Hydrogen Storage Systems Chief Engineer, FORVIADiscussed: [33:10] Hydrogen is shaping the future of heavy-duty vehicles with faster refueling, lighter payloads, and seamless infrastructure—Tarek Abdel-Baset dives into how it complements EVs in the journey toward sustainable mobility.Name:  Diane PetersTitle: Associate Professor of Mechanical Engineering, Kettering UniversityDiscussed: [39:38] Diane discusses her research on autonomous vehicles and how they can provide safe, tailored solutions to improve mobility and independence for people with epilepsy and other disabilities.Name:  Suzanne PetruschTitle: Interim Vice President, Enrollment and Co-operative Services, Kettering UniversityDiscussed: [44:47] Suzanne shares how Kettering University’s unique blend of academics and co-op experiences equips driven, curious students to become problem solvers ready to tackle the challenges of today and tomorrow.Mentioned in this episode:The Detroit Auto ShowMobility Global ForumMichigan Department of Labor &amp; Economic OpportunityKettering’s Co-op programStart Your Admissions ProcessDetroit Auto Show 2025 - Day 2 - Kettering University

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of The Automotive Leaders Podcast, Jan Griffiths teams up with co-host Alisyn Malek and guest André Weimerskirch to explore the dynamic world of startups and legacy auto. Together, they break down startup myths, explore the challenges of transitioning between the corporate and startup worlds, and highlight the immense potential of combining expertise from both worlds.André, who has experience in both startups and major companies like Bosch and Lear, shares his career journey. Starting with his cybersecurity startup, ESCRYPT, André reveals how he transitioned to corporate life, learned to scale systems, and returned to the fast-paced startup world with a fresh perspective. Along the way, he reflects on the value of structure from corporates and the creativity of startups, highlighting how combining these approaches can lead to innovation.Together, they uncover common fears holding people back from leaving the corporate world, such as financial stability and healthcare. Alisyn then introduces the “Changing Lanes” program. She shares how this initiative supports professionals in the auto industry by connecting them to resources that help turn ideas into scalable businesses. For anyone who’s ever thought, “Somebody should fix this,” Changing Lanes offers the tools and guidance to help you realize, “Why not me?”When asked which authentic leadership traits matter most for the auto industry’s future, André didn’t hesitate to choose honesty and integrity, and cognitive diversity. For André, these traits are not just leadership principles but the foundation for collaboration and progress in an evolving industry.This episode is a must-listen for those seeking to change lanes, challenge the status quo, and explore what’s possible when startup and corporate worlds collide.Themes discussed in this episode:Breaking stereotypes about startup culture and foundersChallenges of transitioning from corporate to startup lifeThe mindset shift needed to bridge the corporate and startup worldsAdvice for professionals curious about exploring the startup worldThe Changing Lanes program and how it helps career transitionsWhy cognitive diversity makes teams stronger and more innovativeLeadership traits essential for navigating change in the auto industryCo-host: Alisyn MalekWhat she does: Alisyn Malek is an experienced automotive and startup professional who is currently leading the Changing Lanes project on behalf of the state of Michigan. With Changing Lanes, she aims to connect the state's automotive and startup professional ecosystems by bridging through storytelling, events, and programming.Featured guest: André WeimerskirchWhat he does: Dr. André Weimerskirch is the COO of Block Harbor Cybersecurity, where he leads efforts to develop innovative cybersecurity solutions for the automotive industry. With a rich background in both startup and corporate leadership, André has built and managed teams responsible for product security, functional safety, and advanced software systems. He co-founded ESCRYPT, a pioneering embedded systems security company, and played a key role in its growth before its acquisition by Bosch. André has also contributed extensively to transportation cybersecurity through research, advisory roles, and developing key systems like the American vehicle-to-vehicle (V2V) SCMS security framework.On Leadership: “All this idea that, hey, I'm this VP and I can just tell people what to do. That didn't fly. I learned fairly quickly that people don't care that I'm a VP if they don't report to me; they report to someone else. They need to meet deadlines. They need to get the product out. So, I learned to get people on the same page and do the right thing. To make sure that these products are safe and secure, I need to be honest, I need to be very clear, and have the people to trust me. My experience has been that what I achieve with honesty and integrity is to have people follow me. Since then, that's what I took with me, and that's really important to me.”Mentioned in this episode:Click here for more information about The Changing Lanes programRegister for Upcoming Events: Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit and the Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit in Auburn HillsOther Programs Mentioned by Alisyn: Ann Arbor SPARK and The Centrepolis AcceleratorEpisode Highlights:[03:35] From Startup to Corporate—and Back: André takes us through his career journey—from solving cybersecurity problems during his PhD in Germany to founding ESCRYPT, selling it to Bosch, and diving into corporate life at Lear. Now, he’s back in the startup world with Block Harbor, blending innovation with everything he’s learned along the way.[05:56] Startup Speed vs. Corporate Safety: For André, moving from a startup to a corporation was a mix of freedom and frustration. While access to endless resources was exciting, corporate processes slowed things down. It’s a trade-off between control and comfort, speed and security.[08:04] Lessons from Both Worlds: André shares how his corporate experience shaped his return to the startup world. From learning execution and leadership in a structured environment to applying those skills at Block Harbor, he’s blending corporate expertise with startup agility to move fast and innovate smarter.[15:30] Taking the Leap: Jan reflects on the fear and risks of leaving corporate for startup life, from healthcare worries to financial instability. For her, the trade-off was worth it—freedom and creativity over security. André agrees, highlighting how startup life requires conviction, drive, and a willingness to embrace uncertainty.[19:40] Ready to Change Lanes? Feeling stuck in the corporate world but itching to solve a real problem? The Changing Lanes program helps professionals explore startup opportunities without quitting their jobs. With resources like SmartZones and Vision Workshops, it’s all about going from “Somebody should fix this” to “I could do it.”[25:00] Traits That Truly Lead: Honesty, integrity, and cognitive diversity—André’s top leadership traits. He explains how building trust through honesty allowed him to lead effectively, even without direct authority, and how embracing different perspectives drives innovation. For André, the key isn’t avoiding challenges but growing through them.[25:00] Testing the Startup Waters: Joining a startup isn’t like corporate life—it’s a deeper commitment where you need to align with the team’s mindset and values. André shares how starting as an advisor at Block Harbor helped him transition smoothly, a strategy he recommends for others curious about startups.&nbsp;Top Quotes:[06:10] André: “It is both rough and beautiful. You get handed all these resources suddenly. We wanted to open an office in any location; Bosch had an office there, no problem. It took us a week, and we had an office in Korea, Japan, and many other locations. But it's also rough because suddenly, you know, like you're used to moving very fast, you're used to making decisions yourself, and suddenly you need to follow all these processes, procedures, how to do business. So, it's not easy, to be fair.”[07:32] André: “That’s the beauty of the startup world; you have full control over what you do. You can check out things; you can do it much faster. You don't have the safety net that you have in a large corporation. You need to be very careful because everything you do if you fail, has a significant impact. It can be commercially or financially quite a problem for the company, but as I said, it has the beauty of being able to move so fast.”[08:49] André: “Large corporations have extremely experienced people. They know how to execute; they know how to get things done. They have 30 years of experience, they know all the tools,...

This episode is sponsored by Lockton, click here to learn more 2024 is about to end, but the challenges in the automotive industry aren’t slowing down. From supply chain challenges and UAW strikes to the ongoing push for EV adoption, it’s been a wild ride. But as Jan Griffiths looks ahead to 2025, her message is clear: leaders must step up for what’s next.As John McElroy said in episode 100, the alarm bells for leadership and culture aren’t ringing loud enough. And he’s right. Culture isn’t just a “nice-to-have”—it’s the foundation of everything we do. It defines us as an industry, a company, and a leader. It influences not just our behaviors but also the processes we use. That’s why Jan challenges leaders to abandon the old “this is how it’s always been done” mentality and rethink their approach to leadership.Using real examples, Jan shares why leadership matters now more than ever, pointing to Martin Fischer’s success with the people-first approach at ZF compared to Stellantis’s struggles under Carlos Tavares. For Jan, this contrast underscores the urgent need for cultural evolution and authentic leadership to succeed in today’s rapidly transforming automotive landscape.This isn’t a look back; it’s a wake-up call for leaders ready to build the future. As we step into 2025, let’s focus on not only what we do but also how we lead—because the future of this industry depends on it.Your HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Auto Revolutions: John McElroy &amp; Jason Stein on Shaping Industry CultureWhy Automotive Leaders Need Emotional Intelligence with Daniel GolemanDriving Culture Change in the Automotive Industry with Jon HusbyMeet the Leader Behind the Next Iconic Car CompanyHadi Awada's Journey to Transforming Workplace CultureBridging Startup Culture and Traditional Auto with Ted SerbinskiStellantis US Crisis: Leadership Failure Demands a New StrategyGen Z Perspectives on Authentic Leadership in the Automotive IndustryMartin Fischer on Shaping ZF's Automotive Leadership and Culture21 Traits of Authentic Leadership PDFAutoCulture 2.0: Leading with Gravitas

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereAhmed Iqbal, Head of Industry for Automotive at TikTok, joins Jan Griffiths in our latest episode to share his unique journey from selling cars in college to leading innovative strategies that bridge legacy auto practices with modern digital platforms.Starting at Audi, Ahmed quickly rose through the ranks, learning the art of leadership, the power of listening, and the importance of human connection along the way. His path took an unexpected turn when he ventured into the tech world, where he blends innovative approaches with creative marketing.Now at TikTok, Ahmed leads a team that is transforming how the automotive world connects with consumers. TikTok is proving to be more than just an entertainment app—it’s a vital hub for car enthusiasts and commerce. Ahmed’s team helps brands make the most of this space, whether it’s launching new cars or reaching potential buyers through engaging authentic content.But the conversation doesn’t stop at marketing. Ahmed also explores the changing expectations of younger generations in the workforce, the need for a balance between legacy automotive practices and new technologies, and the traits leaders must embrace.Whether you’re curious about TikTok’s impact on the industry or want to learn how to lead during times of change, this episode is packed with insights that automotive leaders and marketers can’t afford to miss.Themes discussed in this episode:What consumer behavior trends indicate about the future of automotive marketing on platforms like TikTokThe strategic role of TikTok’s automotive team in building partnerships and guiding brands through the platform’s unique opportunitiesWhy the auto industry must now adopt new strategies to address emerging challenges instead of relying on outdated toolsThe challenge of integrating legacy automotive practices with the innovative approaches of new EV startupsThe need to shift from traditional top-down leadership to a more empathetic and inclusive approach that resonates with younger generationsThe importance of creating a company culture where every employee feels valued and has the opportunity to contribute to a larger visionFeatured guest: Ahmed IqbalWhat he does: Ahmed Iqbal is an accomplished leader with over a decade of experience at the intersection of automotive and media technology. At Audi, he led transformative initiatives, including launching electrification strategies, developing new revenue models, and bringing the retail experience into the digital era. As Twitter’s Global Head of Auto, he built a global partnership strategy across 13 markets, delivering value to automakers while driving growth. Now, as TikTok’s Head of Industry for Automotive, Ahmed leads efforts to connect automotive brands with TikTok's dynamic audience through innovative products and full-funnel marketing strategiesOn Leadership: “I didn't really realize until later in my career that the breadth of, let's say, passions and interests of a leader play a big role in how you can impact or make an impact with people, not just for business results, but how you connect with your team, how you inspire your team, how you show your team sides of you that are important to create that connection outside of just a manager-employee relationship.”Episode Highlights:[00:02:16] Ahmed’s Professional Journey: In an inspiring journey through the automotive industry, Ahmed reveals how his early sales experience and the power of listening shaped his leadership path from Sales Analyst to Chief of Staff at Audi.[00:11:18] Global Lead of Auto and What? Ahmed shares how a chance lunch conversation at Cannes led him to a role that transformed marketing strategies at Twitter.[00:15:31] TikTok Meets Automotive: Ahmed describes how TikTok uses its large audience to transform the automotive industry by creating genuine connections between consumers and brands[00:20:46] From Dance Moves to Data: Embracing TikTok's evolution, Ahmed reveals how the platform now attracts a diverse audience beyond Gen Z, making it a vibrant hub for entertainment, information, and commerce.[00:22:15] Rethinking Leadership for a New Generation: "Empathy is now an expectation," Ahmed states as he shares his views on what younger generations are looking for in workplace culture.[00:26:21] Bridging Legacy and Future: Ahmed shares the importance of actively listening to team interests and weaving the rich legacy of the automotive industry with modern innovation to inspire and engage the next generation.[00:29:25] Ahmed's Top Picks: Ahmed shares the authentic leadership traits that resonate with him the most. He believes leaders must listen, build trust, and know when to empower or support their team, all while keeping the bigger picture in sight to inspire meaningful contributionsTop Quotes:[00:16:53] Ahmed: “We have a massive audience of over 170 million users. It's like more than half of the US, and one-third of those users have said they're in the market for a car, right? And so, we have the audience, and whenever you fear that you have a big chunk of the in-market audience as a car brand or as an OEM or dealer, you got to pay attention to that. And so therein lies building out a team that focuses on figuring out how to help. So, what our team does, is we figure out and pretty much build out the partnerships with the OEMs, with the retail marketplace companies, and as well as the dealer groups.”[00:18:11] Ahmed: “TikTok is a very young platform in comparison to the marketplace we're in, and what we know for sure is that consumer behavior is here very strongly. The consumer journey is here very strongly. What do I mean by that? People are coming here not just to be entertained by videos but they're coming here to find out information. They're coming here with the intention to search, they're coming here for discovery, and they're also coming here to engage with content that leads them to a path of sales conversion. They want to be consuming content to help get informed. And I think that's a big, big thing to keep in mind.”[00:25:42] Ahmed: “We're an industry that's led by engineers and led by that structure. That's honestly the way it should have been for a long time because the biggest challenge back then was quality and safety. And in order to create great quality and safety standards, you need a process you can repeat. And a lot of that is not up for debate. You got to kind of keep it very seamless and top down type of decision making. But we've solved those problems by and large. We've made huge strides as an industry on safety and quality. And so, now it's the challenges have started to change. So, we have to think about, do we want to use the same tools to solve new challenges, or do we want to start to rethink about how we approach these things?”[00:30:51] Ahmed: “The things we did to get us from zero to one or one to five are not going to be the things that get us from five to a hundred. So, we have to change as the business changes; we have to change as the dynamic of the team changes, people leave, and new people come in.”[00:32:15] Ahmed: “When I talk to my team at TikTok, it's an ad revenue company where we're focusing on, we always have quarterly goals, like every manufacturer, but I try to get them to think about the big picture and say, "Hey, we're at a really hot platform, a unique platform that is at the center of conversation everywhere. You're here, and we're building solutions and connecting with people. We're at the forefront right now of the ascendance of this company. So, you're going to be able to tell some really cool stories in a few years once we accomplish the goals that we've set out to do." So, I try to keep that big picture out there all the time so that people realize that their work is going into a bigger story for themselves and for the company, not just to hit some sales target.”

This episode is sponsored by Lockton, click here to learn more Thanksgiving is a time to celebrate our blessings and express gratitude, and in this special episode, Jan Griffiths makes it personal. She shares a heartfelt thank you to listeners, guests, and supporters who've been part of the journey to transform the culture of the automotive industry.Jan also presents a simple yet meaningful leadership challenge: Write a handwritten note to each of your team members. Skip the corporate language—just genuine appreciation for what they bring to the table. It's a small gesture that can make a significant impact.As a teaser for the next episode, she hints at an upcoming feature with TikTok's Head of Automotive—yes, TikTok and automotive in the same sentence! Get ready for something unexpected!Until then, enjoy the holiday, spend time with loved ones, and take a moment to show genuine appreciation to those around you.Your HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:Check out our other podcast episodes here.The 21 Traits of Authentic Leadership PDFEmail Jan Griffiths at [email protected]

This episode is sponsored by Lockton, click here to learn more MEMA, the Vehicle Suppliers Association, just concluded its 2024 Annual Conference, a premier gathering for automotive suppliers, thought leaders, and innovators committed to navigating the industry's toughest challenges and emerging trends.&nbsp;Inside MEMA, discussions tackled the industry's biggest question: how to adapt and thrive amidst escalating tariffs, China's rapid advancements, and the growing influence of artificial intelligence.&nbsp;Day one set a powerful tone as MEMA President Collin Shaw opened with a commitment to building high-performing, diverse teams—a pledge that resonated deeply with attendees. A spotlight session saw top leaders from Nissan, GM, and Toyota share how they're 'wargaming' future political and supply chain challenges. Their focus? Supporting suppliers and maintaining transparent communication.Then came a show-stopper: the BYD Seagull, a sleek EV priced under $10,000, which caught Jan's attention. Terry Woychowski from Caresoft explained that this low-cost model underscores China's competitive edge—its tight integration and simplicity. To stay competitive, he argued, the industry must embrace "quantum change," leaving incremental improvements behind.Day two continued with AI thought leader Noelle Russell, who urged companies to align AI innovations with core values and deploy them carefully. Her stance? AI isn't a job killer—it's a task killer, set to eliminate mundane tasks and boost workforce creativity. Then came Michael Dunne with a wake-up call about China's rising influence, urging the industry to pick up the pace before it's too late.The conference wrapped up with supplier CEOs Swamy Kotagiri and Ray Scott advocating a future based on aligned interests and transparency.&nbsp;Jan left with MEMA's powerful message ringing in her ears: "Together, we are invincible."&nbsp;Tune in for Jan's inside take on MEMA 2024—and discover why now is the time to rethink, unlearn, and move fast in automotive.Your HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:MEMA Original Equipment Suppliers Annual Conference 2024Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereEmotional intelligence—defined as the ability to recognize, understand, and manage our emotions and those of others—might sound like just another "soft skill." But what if it's the key to effective leadership, a strong workplace culture, and even a healthier bottom line?In this episode of the Automotive Leaders Podcast, we're talking about how emotional intelligence (EI) is reshaping leadership and culture within the rapidly changing automotive industry. To explore this topic, we bring in Daniel Goleman, a psychologist and bestselling author of Emotional Intelligence—a book that delves into why our emotional smarts matter as much as our IQs.Self-awareness, self-management, empathy, and social skills are the four fundamental pillars of emotional intelligence. But why do these skills matter? According to Daniel, in an evolving industry like automotive, leaders who embrace these skills do more than just improve morale; they create a culture that fosters innovation.Citing a Harvard study, Daniel explains that emotionally intelligent leaders create an “optimal state” for employees, leading to high engagement, low turnover, and true satisfaction. However, this requires a work culture where people feel safe to innovate, make suggestions, and take risks without fear—a rare find in industries still skeptical of prioritizing emotions at work.Adding a psychologist’s perspective, Dan says fear shuts down the brain’s ability to perform at its best. Instead of thriving, people just play it safe. He emphasizes the need for leaders to focus on what’s going right, motivating with encouragement rather than criticism.&nbsp;Citing a powerful line from Daniel’s book, Jan emphasizes the call for a complete rethinking of the systems that have long defined the industry. Daniel’s advice to leaders? Start with openness. Listen first, ask questions, and avoid assuming you have all the answers. As Jan points out, transforming the industry isn’t just about new tech; it’s about reshaping the operating model and culture, with emotional intelligence as the driving force.Themes discussed in this episode:Emotional intelligence and its positive impact on automotive leadershipExploring the four pillars of emotional intelligence and why they’re essential for effective leadershipThe challenges and limitations of traditional, hierarchical leadership models in the automotive industryWhy the automotive industry needs a cultural shift—from fear-based management to emotionally intelligent, people-centered leadershipHow fostering a culture of trust and safety encourages team members to share ideas, take risks, and contribute to organizational innovationActions leaders can take to reach an optimal state for higher performancePractical ways for leaders to develop and strengthen their emotional intelligence, boosting their effectiveness and organizational impactFeatured guest: Daniel GolemanWhat he does: Daniel Goleman is a psychologist, science journalist, and pioneering author best known for his best-selling book Emotional Intelligence, which introduced the concept of EI and redefined leadership, education, and interpersonal relationships worldwide. Ranked among the world’s top business thinkers by The Wall Street Journal, Daniel has worked with global organizations to show how social and emotional competencies profoundly impact business success. His extensive work has earned him prestigious awards, including Harvard’s Centennial Medallion and the HBR McKinsey Award for best article of the year. Daniel’s research and teachings have evolved into an acclaimed online Emotional Intelligence Program, where he offers courses to build key EI skills such as self-awareness, self-management, empathy, and social skills.&nbsp;On Leadership: “The best way to get performance out of people is to say what's positive about them, what's positive about what we're all doing together about our mission, and that is a very different way. Leaders, I think, should be more careful about how they give performance feedback because, very often, it's just like, "Oh, you really screwed that up,” which kills motivation. If you say, I know you're good at this, and you're good at that, and you're good at that, you could get better at this, and here's how. It's a much more positive way, and it has a very positive impact on the systems that operate inside us. I'm talking about neurotransmitter systems&nbsp;and brain chemicals that help us be at our best.”Mentioned in this episode:Emotional Intelligence: Why It Can Matter More Than IQOptimal: How to Sustain Personal and Organizational ExcellenceFlow: The Psychology of Optimal ExperienceEmotional Intelligence: Leadership That Gets ResultsDaniel Goleman Emotional Intelligence CoursesGoleman Consulting GroupEmotional &amp; Social Competency Inventory (ESCI)Episode Highlights:[00:05:19] Why Emotional Intelligence Matters:&nbsp; Leaders must recognize that emotions impact every decision—whether at work or home—and ignoring this connection affects performance. It's time to say goodbye to command-and-control leadership, as Daniel labels it the worst kind of leadership approach.[00:08:14] Four Pillars of Emotional Intelligence: Daniel breaks down the core pillars of emotional intelligence—from self-awareness to empathy—revealing how these skills build trust and create high-performing, cohesive teams.[00:12:43] We Need Emotionally Intelligent Leaders: "Leadership is the art of getting work done well through other people," says Daniel. If a leader does not cultivate a positive environment for their team, they are unlikely to motivate them to perform at their best.[00:17:21] Fear is Killing Performance: Fear is not an effective way to motivate your team, according to Daniel. He encourages leaders to replace threats with positive reinforcement to help their team perform at their best.[00:19:30] Optimal State: Ever wondered if you could feel at your best every day? Daniel shares how training our focus can unlock an 'optimal state'—a powerful level just shy of flow—where daily excellence feels natural.[00:24:10] The Key to Innovation: The key to driving innovation, Daniel explains, lies in emotionally intelligent leaders at every level of the organization who inspire and support their teams.[00:26:57] How Are You as A Leader? Instead of asking 'Who are you as a leader?' Daniel challenges us to consider 'How are you as a leader?'—a powerful shift that reveals if leaders truly connect with their teams or merely hold a title.[00:28:36] The Judgemental Culture: In a culture fixated on metrics, mistakes often go unadmitted—but Daniel reveals that actual progress begins when leaders embrace vulnerability and see errors as learning opportunities.[00:30:31] Advice to Auto Industry Leaders: "Don't assume you know," Daniel says, advising auto leaders listening to the podcast to be open to learning.Top Quotes:[00:06:53] Daniel: “In one study where we looked about at almost 4,000 executives and evaluated their leadership style or styles, and then ask the people that work for them confidentially, how do you feel? What kind of emotional climate does this leader create? They wouldn't necessarily say that to the leader face to face, but they happily said it to us. It turned out that the very worst style in terms of the climate it created was command and control. The best was a leader who could articulate a shared meaning or purpose in what we do, who inspires people because when you inspire someone, you get the best out of them. They're not just working for the salary or the promotion, they're working for the cause, for the mission. And people will go way beyond, you know, the job description.”[00:14:10] Daniel: “People who work...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereStellantis is in a tight spot. With leadership shakeups, lawsuits, and strained relationships with suppliers, workers, and even shareholders, the company faces challenges from all directions. The once-powerful automaker is now reeling from significant internal and external turmoil. Yet, amid this crisis, a critical question remains: How can Stellantis turn things around and find a better way forward?In this episode of the Automotive Leaders podcast, Jan Griffiths brings on Kate Vitasek, a University of Tennessee faculty member and expert on collaborative relationships, to talk about how Stellantis can get through these tough times.Drawing on her work with major organizations, Kate discusses how Stellantis could benefit from a shift in strategy—away from adversarial tactics and towards collaborative contracting. She highlights the "Vested Methodology" — a method designed to build win-win relationships and foster cooperation rather than conflict.Jan worries that Stellantis' internal challenges are not only affecting its own stability but also sending ripples throughout the automotive world. Now, she calls for bold action: Tavares must step down immediately. Jan argues that Stellantis urgently requires a leader who understands collaboration, can mend these damaged relationships, and addresses the company's real issues.Kate agrees, saying, "Change the people or change the people." She urges Stellantis to rethink its leadership approach and points out that without a mindset shift from the top, the company may continue on its downward spiral.Towards the end, Kate Vitasek urges Stellantis to take swift, decisive action to break free from its crisis. Her advice? Gather the key leaders in a focused session, where they'd work together to craft a clear statement of intent—a roadmap to establish long-term goals and a unified direction. By confronting issues directly and with purpose, Kate believes Stellantis can realign itself for a stronger future.Themes discussed in this episode:The key reasons leading to the Stellantis US crisisChallenges in Stellantis’ supplier and union relationshipsThe ripple effect of Stellantis’ crisis on the automotive industryThe critical role of strong supplier and union partnerships for organizational stabilityThe impact of leadership decisions on organizational stabilityThe consequences of a win-lose mentality in business partnershipsUsing formal relational contracting to promote win-win solutionsTransforming adversarial relationships into collaborative partnershipsFeatured Guest: Kate VisatekWhat she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&amp;G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.On leadership: “Anytime you have uncertainty, it makes people even more anxious. And so, getting in and making some decisive decisions, just bringing calmness back. Long-term, saying, this is where we're committing to not the decision for tomorrow. Take a pause. Move quickly, but take a little pause, bring everybody together, and create the goals for the future.”Mentioned in this episode:Past episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win OutcomeVested: How P&amp;G, McDonald's, and Microsoft are Redefining Winning in Business Relationships.How to build better long-term strategic partnerships by David Frydlinger, Oliver Hart, and Kate VitasekStellantis, WTF? 10 steps backwardThe 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) StudyWhat Is Vested?Vested Executive Education CourseCollaborative Contracting CourseEpisode Highlights[00:03:11] Meet Kate Vitasek: An introduction of our episode guest, Kate Vitasek, a faculty member at the University of Tennessee and an expert in building win-win relationships that transform how businesses work together.[00:04:11] Learning from Success Stories: Kates shares inspiring stories of industry giants who have transformed their power into partnerships, proving that collaboration can turn business challenges into groundbreaking successes.[00:06:46] The Stellantis Crisis: Jan unpacks the unfolding crisis at Stellantis, detailing a timeline of poor decisions, leadership changes, and the alarming decline in relationships with suppliers and stakeholders that have led the company to the brink of collapse.[00:13:53] The Win-Lose Mentality: Kate explores the destructive cycle of distrust between Stellantis and the UAW, emphasizing that their win-lose mentality hinders collaboration and ultimately leads to a race to the bottom, where everyone loses.[00:19:51] Trust &amp; Vested Way: Rebuilding trust is crucial for Stellantis to move beyond its ongoing conflicts. Kate urges leaders to embrace the Vested Methodology and lock arms with all stakeholders to achieve shared success.[00:24:36] Change the People, or Change the People: In a bold call to action, Kate Vitasek argues that Stellantis must either transform its leadership mindset or replace those in power to address the crisis and rebuild trust with stakeholders.[00:28:28] A Call to Action for Stellantis: Jan and Kate a rallying cry for Stellantis’ leadership to act quickly, encouraging them to bring key stakeholders together for an alignment workshop that could reshape the company’s future.Top Quotes:[00:14:53] Kate: “What we teach people is how to flip from this Win-Lose game to a Win-Win game when they're negotiating and creating their contracts. And it really is about long-term thinking, right? So, we're very much about the short term, as you spelled out in that recent history lesson of Stellantis. And when we change, and we start to work together on solving real business problems, we think of it as creating value, and you share that value that's created. You really can all go home winners.”[00:17:21] Kate: “When someone has a power-based negative philosophy, and that gets rooted into the contracts, it opens the door for the other party to want to shade, to retaliate. And not necessarily in an all-out battle, but in gray zones; they can, contractual shading. And then, if that's still not working, then we get into hold up. And this is where the UAW and Stellantis are now; they've held each other up, and they feel like nothing on either side is being fair, so it results in disputes and lawsuits. But what we could do is change the nature of that from this power-based tit-for-tat that you clearly spelled out these bad behaviors among Stellantis.&nbsp; You can change that and invite the other parties, his suppliers, and the UAW to think differently and to use our methodologies, our proven methodologies, to get people unstuck”[00:18:44] Kate: “This is the scary part because if we don't get our act together, we're not going to have the next-generation automaking industry. And so, we have to realize that ourselves, our suppliers, and our unions are not the enemy. They are our friends that are going to help us beat the competition. Instead of competing against our suppliers or at their expense, we need to compete with them against the real enemy.”[00:21:55] Kate: “It's this tit-for-tat behavior. When you do something, I don't think is trustful, or that is power-based, and I don't think is fair, you put me in a corner to retaliate. So, my behavior is a direct result of your behavior. You don't like my behavior, so then you take it to the next level. So, we were in this race to the bottom. And so, when you take a step back, you realize that our human behavior, the process that we use, got us...

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWhat are the 21 Traits of Authentic Leadership, and why do they matter?In this episode of The Automotive Leaders Podcast, host Jan Griffiths takes us on a journey into the heart of authentic leadership, exploring the origins and importance of the "21 Traits of Authentic Leadership."Born out of Jan's desire to define authentic leadership, the idea for the 21 traits emerged when she founded her business. Drawing from her extensive experiences in the automotive industry, she identified the traits she admired in herself and others, ultimately crafting a set that captures the essence of being an authentic leader. This framework laid the groundwork for her online courses and workshops, providing a practical approach to developing effective leadership skills.Throughout the episode, Jan walks listeners through each of the 21 traits, explaining their importance in shaping a leadership style that is both genuine and impactful but also perfectly suited to the industry's evolving demands. Jan's passion for redefining leadership is evident as she discusses each trait, aiming to empower leaders to embrace their authentic selves and create a positive impact on their teams.Tune in to gain a deeper understanding of these traits and discover how to embrace them in your professional journey, equipping yourself to tackle today's challenges in the automotive industry.Themes discussed in this episode:The traits you need to become an effective leader in today's automotive industryWhat it means to be an authentic leader in a rapidly evolving environmentThe need to shift from traditional leadership to a more people-centered approachHow to create a workplace where team members feel valued and supportedThe importance of resilience and adaptability in navigating the complexities and uncertainties of the industryWhy we need to build genuine relationships with team membersUnderstanding that effective leadership involves continuous learning and personal developmentWhat the new generation of authentic leaders needs to do to make their company a great place to workYour HostJan Griffiths is the architect of cultural change in the automotive industry. As the President &amp; Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected] in this episode:The 21 Traits of Authentic Leadership PDFGravitas Detroit Leadership ProgramGrab a copy of Jan’s book AutoCulture 2.0: Leading with GravitasEmail Jan Griffiths at [email protected] Highlights:[00:01:27] The Beginning: Jan takes us behind the scenes of the 21 Traits of Authentic Leadership, breaking down how these traits came to life and why they matter for anyone who wants to lead with heart and authenticity.[00:04:11] Resilience: Resilient leaders don’t get stuck in the past; they bounce back, stay hopeful, and push ahead, showing that true strength means never giving up.[00:05:41] Cognitive Diversity: Authentic leaders know that different perspectives make a team stronger, bringing out ideas from everyone and building a culture where all voices matter.[00:07:07] Supportive Coaching Leadership Style: By swapping control for support, these leaders help their teams grow and thrive, creating a space where everyone has a chance to shine.[00:08:16] Focus on Long-Term Results: Great leaders juggle today’s tasks while keeping one eye on tomorrow, guiding their teams toward a future they can all believe in.[00:09:36] Energy: Leaders with contagious energy bring life to the room, lifting spirits and inspiring others to dive in with the same passion and enthusiasm.[00:11:03] Mindset: Growth-minded leaders see every challenge as a chance to grow, always aiming to be better and showing others that learning never stops.[00:12:59] Kindness: Kind leaders prove that caring isn’t a weakness; it’s the way to earn trust and show people they truly matter.[00:14:50] Trust: Leaders who build trust create a safe haven where their team feels respected, valued, and ready to give their best.[00:17:08] Vulnerability: By being open and real, vulnerable leaders inspire deeper connections, encouraging others to be their authentic selves, too.[00:18:37] Ownership, responsibility, and accountability: Owning up to responsibilities fosters a culture of trust, where everyone’s working together instead of pointing fingers.[00:22:45] Consistency: A consistent leader is like a rock; they provide the stability that helps their team feel grounded and secure, no matter what.[00:23:52] Empowerment: Empowerment means letting go and giving people the space to try, fail, and grow, showing that real leadership is about trust.[00:25:34] Transparency: Open leaders don’t keep secrets; they share the bigger picture, helping their teams feel informed and engaged in what’s happening.[00:26:46] Communication: Great leaders communicate clearly and openly, ensuring that everyone understands not just what needs to be done but why it matters.[00:28:06] Listening skills: By truly listening, leaders make space for others to be heard, showing respect and fostering a culture where ideas can flourish.[00:30:05] Honesty and integrity: Leaders with integrity stick to their values, choosing the right path over the easy one and setting an example that earns respect.[00:31:56] Heart First Leadership: These leaders lead with empathy and compassion, showing that effective leadership is about understanding and supporting people.[00:33:02] Self-awareness: Self-aware leaders know their strengths and limitations, continuously seeking to grow and make the best of their unique qualities.[00:34:51] Celebrating success: Leaders who celebrate wins, big or small, boost morale and motivate their teams, making people feel recognized and valued.[00:36:45] Vision and purpose: With a strong vision, leaders rally their teams around a shared purpose, making everyone feel like they’re part of something bigger.[00:39:05] Lead with Gravitas: Leaders with gravitas have a strong, relatable presence that naturally earns respect and inspires loyalty from their teams. They stay true to their values and lead authentically, creating an atmosphere where people feel supported and empowered rather than controlled.

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, Jan Griffiths shifts the focus to the next generation of leaders—Gen Z. Joining her are Wayne State University students Victoria Shubelyak and Andrew Stocke, who share their perspectives on the future of leadership in the automotive industry.Jan's book, "AutoCulture 2.0," had a significant impact on Victoria and Andrew. Victoria reflects on her role in its creation and how being valued for her input shaped her understanding of authentic leadership. Andrew appreciates the book's focus on trust and empowerment, contrasting with his past micromanagement experiences.&nbsp;A deep dive into their favorite sections of the book reveals Andrew's fascination with the Blockbuster vs. Netflix case study. He praises Netflix's resilience and innovation in the face of skepticism while pointing out Blockbuster's failure due to its arrogance. Victoria, on the other hand, finds inspiration in the chapter about Sandy Stojkovski, the CEO of Vitesco. She admires her honesty about overcoming imposter syndrome and the impact of a supportive manager on her leadership approach.Together, they dive into the leadership traits they believe are most important in today's workplace. They talk about how their generation is pushing back against outdated command-and-control management styles, advocating for a more inclusive and empowering approach.Jan ends the episode by offering valuable advice to the next generation, stressing the importance of personal accountability and the benefits of embracing the diverse range of perspectives that come from having multiple generations in the workforce.Tune in to get a clear and relatable view of how leadership is changing—and what it takes to truly connect with and inspire the next generation of automotive leaders.Themes discussed in this episode:Gen Z's perspective on leadershipThe negative impact of micromanagement on employeesGen Z's desire for leaders who provide mentorship and guidanceThe need to understand and respect different leadership styles across generationsHow younger generations value trust, transparency, and mentorship over traditional leadershipLeadership traits that Gen Z values most in a leaderJan’s advice for Gen Z and future leaders in the auto industryFeatured guests:&nbsp;Name: Victoria Shubelyak, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of BusinessName: Andrew Stocke, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of BusinessMentioned in this episode:Meet Doug Conant, former CEO of Campbell Soup CompanyEpisode with Craig Keeys: Breaking Barriers: From Humble Beginnings to Industry LeaderMeet Sandy Stojkovski, CEO of Vitesco Technologies, North AmericaEpisode Highlights:[00:03:11] Creating AutoCulture 2.0: Victoria reflects on her role in creating Jan's leadership book. Together, they explore how involving fresh voices at all levels can shape the future of automotive leadership.[00:05:14] Trust is the Key:&nbsp;Reflecting on the importance of trust in authentic leadership, Andrew shares insights from his journey. He compares his current empowering role to a time when he was micromanaged, showing that for employees to thrive, leaders need to trust them.[00:10:52] Shifting from Traditional Leadership: Victoria dives into the generational shift in leadership styles and how Gen Z prefers mentorship over micromanagement. She points out that her generation values supportive leaders and a culture of trust and growth, and they are ready to leave if these are unmet.[00:14:34] Lessons from Rivalry:&nbsp;Andrew reflects on the striking lessons from the Blockbuster-Netflix rivalry, highlighting Netflix's resilience in the face of skepticism and Blockbuster's downfall due to arrogance. It's a powerful reminder that humility and adaptability are crucial for success.[00:16:12] Mentorship Matters: Victoria admires Sandy Stojkovski and talks about a part of her story that shows how Sandy overcame self-doubt despite her success. Victoria uses Sandy's experience to show how one person can change their leadership style and create a positive team environment with the help of a mentor.[00:19:10] Leadership Traits that Gen Z looks for: Andrew and Victoria outline the essential traits they seek in leaders. Andrew stresses the importance of leaders who roll up their sleeves and lead by example, while Victoria highlights trust and transparency as vital for fostering open communication.[00:23:37] Take Accountability, Future Leaders: Jan advises Andrew on the power of personal accountability as the cornerstone of effective leadership. She emphasizes that fulfilling commitments—big or small—builds trust and credibility, ultimately shaping a solid foundation for his future career.[00:27:00] Understand Differences: Jan advises Victoria about stepping into a diverse workforce, reminding her that each generation brings its values and experiences. She highlights how understanding different viewpoints can create stronger connections and foster teamwork as they embark on their career journeys.Top Quotes:[00:05:45] Andrew: “I liked that there were prompts at the end of each chapter, calls to action that you could actually apply in your everyday life. And I'm thinking if I was a leader in the automotive industry, I would probably take advantage of that. And you even say to discuss it with your team and that, it's such a simple detail, but it allows the words to kind of like make it off the page and you put into motion. You can actually use the concepts in practice. And I think that the main theme really was focused a lot on trust. It's impossible to be an authentic leader if you don't trust your employees. I mean, because otherwise, like, why are you hiring them? That kind of defeats the purpose. There was a quote from Steve Jobs in there that said, "It doesn't make sense to hire smart people and tell them what to do. They should be telling us what to do.”[00:11:21] Victoria: “I feel like the older generation, they're more used to this typical command and control leadership style; while we, as Gen Z and Gen Y, we're really wanting a different type of leadership style. We want to have a mentor, have guidance, and I feel like our generation, if we are not getting that, we're more comfortable of letting the person know, letting the manager know, and if we're continuously not getting that, we're less afraid to leave, I feel like, than the older generation. So, it'll be interesting. And I think for me, specifically, I feel like I really value a person who helps build me up, provides mentorship, and provides guidance on ways to improve. In that way, I'm learning from them, they're learning from me, and you're both in a mutually beneficial relationship compared to, like, when we have micromanagers or people who really nitpick things.”[00:14:50] Andrew: “There are lessons that can be learned from both sides. Netflix demonstrated great resilience in the sense that they were told time and time again that this would never work, but they didn't care; they kept pushing through. And, you know, look at them today. They're probably the biggest streaming service there is. And on Blockbuster's side, it’s more of a cautionary tale of arrogance and hubris, that they were almost too big to fail and that, I forgot the name of the CEO, but he basically held back laughter when discussing the Netflix acquisition. And so, I think that's kind of not only something that you can apply in leadership settings, but to your life in general, because I mean, who doesn't want to be resilient? Who doesn't want to push themselves to be the best that they can? And conversely, hubris kind of leads to being content, and at that point, you're never going to improve.”[00:26:09] Jan: “If you say you're going to call somebody tomorrow, you call them tomorrow. Don't try and convince yourself that it's okay. He or she won't mind. It's okay if I'm two days late with this. It is not; it is never okay. Unless you do need some more time for something,

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Craig Keeys to talk about his leadership style, impressive career journey, and how he’s leading INFINITI through industry changes as their Group Vice President for the Americas.Starting in 1998 as a warehouse operator at Nissan, Craig’s early days were far from the glamorous start many imagine. Juggling afternoon shifts at Nissan’s parts distribution center while attending Rutgers University, he learned the true meaning of hard work. After graduation, Craig transitioned from a blue-collar role into sales and marketing, which sparked his passion for the industry and fueled his desire to explore its dynamic nature.Craig’s early mentor, Mark Grimm, played a pivotal role in shaping his career. Mark’s belief in Craig’s potential gave him the confidence to overcome self-doubt and pursue opportunities. Today, Craig is committed to empowering others, championing diversity, and driving change in the automotive industry—evident in his recognition as the 2023 Automotive News Champion of Diversity.He also dives into the industry’s shift toward electrification, sharing how INFINITI balances innovation with stability while maintaining an exceptional customer experience. He stresses the importance of maintaining stability for his team during such rapid change.In a personal twist, Craig shares how his family is the driving force behind everything he does and even gives a glimpse into his morning routine and passions outside of work. He also points out that younger generations prioritize a balanced, stress-free life over pursuing paychecks. Craig believes that if leaders don't adjust their mindset to this change, they will struggle to attract the next wave of talent.Tune in to hear insights into Craig’s journey to the top, the importance of authentic leadership, and how leaders can transform their organizations by embracing change and empowering others. If you want to make a real impact in the automotive world, this conversation is for you.Themes discussed in this episode:The importance of staying true to one's values and being genuine in leadership rolesHow Craig’s early experiences and the mentorship he received shaped his approach to leadershipThe challenge of maintaining a consistent leadership style amidst varying top-down philosophies and industry changesHow leadership styles have changed over time, particularly from command-and-control leadership to more genuine, empowering approaches that resonate todayInfiniti’s approach to innovating both its products and its people strategies to lead industry changeThe importance of giving people the freedom and support they need to reach their full potentialThe role of self-reflection, especially through the lens of family, in understanding and adapting to the needs of younger generationsFeatured guest: Craig KeeysWhat he does: As Group Vice President for INFINITI Americas, Craig Keeys oversees the brand's operations across the U.S., Canada, Mexico, Latin America, the Caribbean, and Israel. Since his appointment in April 2022, Craig has been focused on relaunching the INFINITI brand, placing a strong emphasis on strategic planning, marketing, and strengthening the retail network. He also prioritizes employee engagement, ensuring a motivated and high-performing team.With over 24 years of experience at Nissan Group, Craig’s leadership spans sales, marketing, aftersales, and logistics. His dynamic approach drives growth and enhances client experiences. A firm believer in mentorship, he develops future leaders and fosters long-term relationships, demonstrating visionary leadership in highly competitive markets.&nbsp;On Leadership: "I really think of myself as an authentic leader. I'm the same person when I'm with my family, when I'm with my team, when I'm engaging in moments like this. And so authenticity is important to me. And I think when we talk a little bit about my humble beginnings as a warehouse operator. I think the experiences that I've had in the various levels within the organization, as well as, just generally in life. I have afforded me that perspective of wanting to be an authentic leader.”Mentioned in this episode:2023 Champions of Diversity: Craig Keeys&nbsp;Four new models signal INFINITI product renaissanceEpisode Highlights:[00:02:22] Craig Keeys As Leader: Craig reveals his leadership philosophy: staying authentic. From his start as a warehouse operator to leading INFINITI, he values being the same genuine person in all areas of his life.[00:03:44] Humble Beginnings: Craig takes us on a journey from his start as a warehouse operator at Nissan in 1998 to his rise within the company. Born in Jamaica and growing up across the U.S., Craig’s path to Nissan was unconventional, sparked by a flyer in a counselor's office.[00:08:44] The Mentor's Impact: A conversation with the regional VP, who had a soft spot for underdogs, became a turning point for Craig. This mentor saw Craig’s potential and told him to use his curiosity and drive to the fullest, no matter his background or differences.[00:15:08] Leading Through Change: Navigating leadership in today's automotive industry means staying true to your values, even when faced with outdated command-and-control approaches. It’s all about being the bridge—balancing authenticity while influencing positive change both upward and within your team.[00:18:12] Empowering Others to Shine: Craig is all about empowerment—giving people the space to shine and break through barriers on their own. He values helping others reach their full potential without stepping in too much, believing it’s the key to great leadership.[00:21:14] Balancing Past and Future: Managing the shift to EVs feels like riding the line between clinging to the past and embracing the future. Infiniti is focused on creating an electrified lineup while maintaining its personal touch with customers—even as the industry rapidly transforms.[00:25:04] Craig’s Personal Side: What gets Craig out of bed in the morning? Family. A few deep breaths, some ESPN, and he’s ready to take on the day. Between binge-watching Shogun and rereading Essentialism, it’s all about finding balance in both life and work, especially in an industry that's always evolving.[00:29:06] The Future of Leadership: To truly connect with younger talent, Craig suggests that leaders look to their own families for insight into what younger generations really want. He believes that focusing on authenticity and quality of life—not just salary—is key to meeting the evolving needs of today’s workforce and attracting top talent.Top Quotes:[00:07:08] Craig: “There were so many different things that you could do within automotive. There were so many different facets to the business, and at the same time, it was ever-changing and it was always very dynamic. And that was a bit of a draw for me because, at that time, some of my close friends were in jobs that were monotonous. I can remember a close friend being in the insurance world, and they were literally falling asleep, managing spreadsheets all day as a young college grad. And so, I knew I didn't want that for myself. And the people that I was interacting with were engaging enough, it became a really good draw for me to want to investigate the industry much more. And because of that breath, it really attracted me to it.”[00:15:45] Craig: “What has been consistent for me is my love and appreciation of people. Anyone who knows me knows that I hold my team in very, very high regard. And no matter what the top-down philosophy is at the time because we do have turnover in our industry and people bring new ideas, thoughts, perspectives, and leadership styles, I have to be a filter to that message. Honestly, Jan, I've tried to be consistent in my leadership style because my reputation and my credibility are important to me. I don't want people to think that my style changes with the wind. And so, in spite of the challenging environment, in spite of that command-and-control leadership style that others may have had across the years, I've tried to be a filter to my organization wherever possible.”[00:18:26] Craig: “The leadership trait that resonated with me the most is empowerment because I'm a big believer in giving people the space and opportunity they need to meet their maximum potential, whatever that is. And with empowerment, you are helping to break down barriers. You are helping people understand the governance within an...

This episode is sponsored by Lockton, click here to learn more In this solo episode, Jan Griffiths opens up about something we all need but often ignore—a break. Reflecting on a conversation with Hadi Awada, President of Axalta Mobility Coatings, Jan explores the guilt and pressure many leaders feel to stay "always on" and why it's vital to step back and recharge.Jan also shares exciting professional developments, including two new projects: an innovative solution for creating multilingual internal podcasts using a combination of AI and human expertise and the upcoming "AutoCulture 2.0: Leading with Gravitas" online course centered around the 21 Traits of Authentic Leadership.On a personal note, Jan shares her experience of moving her daughter into a high-rise in Detroit, reflecting on how much the city has evolved over the past 30 years. She openly admits her need for a break and encourages listeners to embrace rest without guilt, leaving them with a teaser for an inspiring upcoming episode.Stay true to yourself, take that much-needed break, and prepare for more authentic leadership insights on the next episode.Host:&nbsp;Name: Jan GriffithsTitle: President and Founder, Gravitas Detroit&nbsp;About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.&nbsp;Connect: LinkedInMentioned in this episode:Hadi Awada's Journey to Transforming Workplace CultureGravitas Detroit Podcast ServicesGravitas Detroit Leadership WorkshopWhat is AutoCulture 2.0?The 21 Traits of Authentic Leadership PDF