The Automotive Leaders Podcast

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.Episode 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.”Mentioned in this episode:This episode is sponsored by Lockton, click here to learn more

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.Episode 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.”Mentioned in this episode:This episode is sponsored by Lockton, click here to learn more

This episode is the Spanish version of episode #150💻To learn more about creating podcasts in different languages, join our webinar on April 16th at 11:45AM , sign up here.¿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 y utilizadas. Pero ahora mismo son un paraguas muy grande para aumentar los ingresos del Tesoro de Estados Unidos y para impulsar el apuntalamiento de la noche a la mañana, por así decirlo. Y eso no es posible. Lo que realmente esperábamos y seguimos esperando es que se reabra el USMCA, que se estipuló en el acuerdo para el 2026, y que lo pongamos en marcha y trabajemos con nuestros socios comerciales para resolver las dificultades o los fallos. Y es necesario actualizarlo.”[26:17] Glenn: “Tratamos de ser realmente esa voz, esa voz que luego se comunica con nuestros legisladores federales, con nuestros legisladores locales, con los que crean nuestras políticas y todo lo que podemos hacer para formar parte de esa voz colectiva. Trabajamos muy estrechamente con las demás asociaciones. Hacemos una visita mensual de sinergia a los fabricantes de Michigan, con MEMA, con CADIA y con la gente de desarrollo económico. El representante Dingell se nos une a esta visita. El representante Stevens también. Una vez al mes, nos reunimos durante cuarenta y cinco minutos para hablar colectivamente sobre en qué deberíamos trabajar juntos. Así que, la voz colectiva es mucho más fuerte. Eso es lo que hacemos, escuchar e intentar ser esa voz.”

Glenn Stevens, Executive Director of MichAuto, shares his insights on the auto industry under pressure from new tariffs. He delves into the implications of a 25% tariff on imported vehicles and parts, stressing the challenges for U.S. manufacturers and small suppliers. The discussion spots light on the impact of tariffs on the supply chain, including issues like 'tariff stacking' and compliance with the USMCA. Stevens emphasizes the need for innovation and collaboration among industry leaders to navigate this uncertainty and maintain competitiveness.

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.”Mentioned in this episode:This episode is sponsored by Lockton, click here to learn more

The auto industry faces a storm with impending tariffs from Mexico and Canada, prompting a critical reflection on leadership. Jan Griffiths challenges leaders to respond authentically amidst chaos, highlighting that true transformation goes beyond economics. She shares her journey from a farm in Wales to the automotive sector while advocating for cultural shifts and trust-based leadership. With insights on overcoming rigid hierarchies and fostering a more empowered workplace, Jan emphasizes the importance of trust for innovation and productivity in automotive leadership.

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 factual knowledge that they get out of a book or in a lecture? No, no, it really isn't. We are teaching that, of course, but what we're really teaching is the habits of mind—the resiliency, and the flexibility, and the ability to decompose complexity. Take a very complicated system, break it apart into tractable pieces, solve those problems, and then put it together and have a solution.”Mentioned in this episode:This episode is sponsored by Lockton, click here to learn more

Mike Colias, Deputy Bureau Chief for Autos at The Wall Street Journal, delves into the turbulent transition of the auto industry to electric vehicles. He shares insights from his book 'Inevitable,' revealing why legacy automakers like Ford and GM struggle against nimble companies like Tesla. Culture, he argues, is a major barrier to innovation, not just technology. Colias also highlights the unique branding strategies of Chinese automakers like NIO and discusses the urgent need for U.S. firms to rethink their dealership models in this evolving landscape.

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 system so that I can really actually be an expert on them. But more importantly, you know, through this, I earned the respect and trust of my team.”[29:51] Qiong: “If you think about whether it's about our business or our life, it is really an infinite game. There is really no winner or loser, and there is only what's ahead and what's behind. Especially in business, when we have leaders embracing the infinite mindset, we are more likely to build a strong, innovative, and inspiring organizational culture, as you said, the culture of innovation. And this is the same for life; all of us come and go; our lives are finite, but really life is infinite. We are just finite players in this infinite game of life. So, I really think about that a lot of those apply to me for business very much. And I don't think about it as a win or lose in my business. I think about it is how I perpetuate it, the business, how do I actually make sure this business always keeps going.”Mentioned in this episode:This episode is sponsored by Lockton, click here to learn more

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. 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. 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 & 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 Jan@gravitasdetroit.comCo-hostIan 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 & Managing Partner, Stanson & 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 GuruThe Changing Lanes programChanging Lanes Fireside Chat with Founders: Building and Scaling Startups in Auburn HillsHackathonBulldog for a DayMentioned in this episode:This episode is sponsored by Lockton, click here to learn more