The Automotive Leaders Podcast

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everything, especially the way things have always been done.Themes discussed in this episode:The need to replace outdated leadership models to compete in the EV eraThe culture gap between Chinese OEMs and traditional automakersWhy true leaders embrace discomfort—and what happens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?2025 CAR Management Briefing SeminarsEpisode 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 be willing to be drug against the hone, 'cause it hurts, but you have to pay that to be a good leader.”[39:37] Terry: “The greatest gift you can give to a person is the truth because if you are armed with the truth, at least you can make intelligent decisions. You can better your situation, and you can move in the right direction. It's when you don't have the truth that you are just kind of wandering. You need to be able to let people understand the truth.”

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 Jan@gravitasdetroit.comMentioned in this episode:Download the 21 Traits of Authentic Leadership PDF for FREEThe Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights2025 CAR Management Briefing Seminars

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 Jan@gravitasdetroit.comMentioned in this episode:2025 Working Relations Index® Study2025 WRI Results: Toyota Soars, Honda and GM Improve, Others Decline2025 CAR Management Briefing Seminars

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.Episode 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 making the difference in setting them apart. They increased all around. They particularly increased in their buyer characteristics—that’s those enabling behaviors. Things like accessibility, responsiveness, buyer knowledge, and helping the supplier resolve issues. That took a steep jump up for Toyota this year. Last year, they were behind Honda and GM, and this year they're back on top. And I believe those behaviors helped propel them to the top of the overall board. They were able to lean into the relationship they've established and better create win-win outcomes for their suppliers.”[07:27] Sig: “Toyota is aligned with the Toyota Way and working in their day-to-day jobs with respect to consistency with the principles of the Toyota Way. And I think that is really an advantage when it comes to supplier relations, because it fosters the types of things that are measured in the survey. The other thing about Toyota is they have a very long-term perspective on things, and when it comes to their relationships, they're not always looking for a short-term solution. They're looking for what's best in the long term and what's best to continue to improve the organization as an extended enterprise, not just thinking of themselves as a company, and the suppliers are separate. They really view the supply base as an extension of their enterprise and act accordingly.”[38:14] Sig: “When you have good relationships, you in fact are treated better, which makes the relationship easier to manage. And as a result of that, it's been discussed many, many times in the supplier relations surveys that when a company has good supplier relationships, they get the A teams from the suppliers, and they get better supplier performance. From my experience, what I've just seen is that over the past couple of years, those OEMs that are in the top tier for supplier relations have also been improving in their financial results. And those that are in the bottom tier have actually been on a downward trend.”[40:28] Dave: “ If they have their act together in terms of how do they work with their suppliers, it's basically the same principles in terms of how do they work with their labor force, how do they work with their government relations people, how do they work with their dealers. It gets that kind of predictability and consistency that we've been talking about across all of those functions.”[40:57] Dr. Angela: “Care because of the gap. Three went up, three went down. Those with better relationships get better results. Period. When we tested WRI scores against financial performance for the OEM, Toyota had a same-year correlation. By that, I mean this: scores come out in May 2025. If the trend continues, I would expect then for 2025, Toyota to post strong financial performance. When their scores are strong, their financial results are strong for that same year. To me, that says they're able to leverage the relationships to get the financial results.”

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 Jan@gravitasdetroit.comMentioned 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 IndustryCAR Management Briefing Seminars 2025Download 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-ServiceEpisode 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 wherever they're coming in, we've got a tire for that consumer that's purposefully built with technology back that's going to keep folks safe and do what they're looking for as a customer.”[27:12] Mark: “My commitment is making sure that we will tackle roadblocks together, that we will have a clear plan, that we will track and hold each other accountable to that. But you know, our mission, my mission, and for all of us — all 68,000 of us, right? Is to get Goodyear super healthy and get us in a position that we are there for the next 126 years. For the next generations of folks to come.”

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.”

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.”

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 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.