The Automotive Leaders Podcast

Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter Watch the full video on YouTube - click hereIn this episode, we meet Duncan McIntyre, the CEO of Highland Electric Fleets, Inc., the electric school bus company. He saw an opportunity to provide a managed solution for large fleets lacking the expertise to adopt this new technology. He envisioned electric buses as a way to improve air quality, reduce pediatric asthma, integrate renewable energy into the grid, and serve multiple purposes. Duncan's disruptive approach includes a subscription model based on total acquisition cost, offering a comprehensive and affordable solution for schools and local authorities to transition to electric buses.Creating a cohesive culture at Highland involves aligning diverse perspectives and values toward a shared mission. Duncan acknowledges that people from different industries bring their own cultural norms, but he emphasizes the importance of customer-centricity as a core value across all teams. Innovation is another key aspect of the culture, encouraging employees to think outside the box, challenge the status quo, and continuously iterate and improve. Highland operates with agility, adapting to the rapidly changing market by setting shorter-term plans and remaining open to new ideas. Join us in this episode as Duncan explains how a supportive-coaching leadership style, and resilience resonates with him among the 21 traits of authentic leadership. His advice for leaders in the auto industry today is twofold. First, he suggests carving out a larger R&D budget and encouraging teams to spend time tinkering and iterating. This fosters a culture of innovation and creativity throughout the organization. Second, he emphasizes the importance of senior leadership adopting an entrepreneurial mindset and seeking training to foster innovation. While process and metrics are crucial for delivering reliable vehicles, leaders should also prioritize coaching and training that allows for the introduction of new ideas.Themes discussed in this episode:A Mission-vision driven leadershipBuilding a culture of innovationLearning the value of electric vehicleCultivating a high-performance teamApplying different leadership stylesLeadership and organizational cultureFeatured Guest: Duncan McIntyreWhat he does: Duncan is the CEO of Highland Electric Fleets, Inc. Highland stands at the forefront of revolutionizing student transportation by embracing electric vehicles. They possess the necessary resources to assist communities in transitioning to a modern fleet without straining their current budgets.On leadership: “You have to focus on key milestones, you can't do everything. You have to get to sort of a minimally viable proof point, in order to go, you know, candidly raise money, so that you can then further invest in people, systems, processes, customers, projects, all the pieces that any business needs to focus on.”Episode Highlights:[03:09] The big fleets: As Duncan became obsessed with EV, he realized that big fleets face challenges in adopting new technology due to lack of expertise and high costs. A managed solution provider can stitch together financing, monetize tax credits, and deliver services to ensure reliable and affordable fleet operation.[4:54] Disrupting the Auto Industry: Duncan, with a background in renewable energy and a mission-driven mindset, approached the transportation industry from a different angle, recognizing electric vehicles as a solution for pediatric asthma and the need to improve air quality, integrate renewable energy, and provide multiple functionalities such as transporting students, supporting the grid, and aiding in disaster relief, driven by his personal experience of wanting cleaner air for his own children and observing the harmful effects of diesel buses on children's health and the environment.[15:07] Customer-centric culture at Highland: Duncan praised their outstanding team. Their company fosters a customer-centric culture where every team, from finance to operations, is focused on providing a fantastic customer experience. They prioritize innovation and encourage out-of-the-box thinking, supported by a healthy R&D budget. Adapting quickly to market changes, they operate on a six-month plan. Their team is passionate, mission-driven, and dedicated to the customers and product.[17:17] Permission for innovation: Creating a shared vision and mission is essential for a united workforce. By spending time with each new employee, aligning them with the goal of providing affordable, clean transportation to underserved communities, and fostering a culture of innovation, they empower individuals from diverse backgrounds to embrace entrepreneurship and think differently within the organization.[22:09] 21 Traits of Authentic Leadership: Among the 21 traits, Duncan resonates the most with supportive-coaching leadership style and resilience.[38:04] Advice for auto industry leaders: Duncan gave two suggestions for fostering innovation and staying relevant as a leader in the automotive industry. First is to prioritize R&D and encourage a culture of continuous tinkering and iteration across the organization, while also promoting entrepreneurial thinking and providing training for senior leadership to embrace innovation alongside reliable processes and metrics.Top Quotes:[18:11] Duncan: “We've really brought a lot of different perspectives and backgrounds. But universally, on average, people are coming from bigger organizations. And so they need to be encouraged and inspired to be really entrepreneurial. We screen for it, and we hire for it. So, it's not like they aren't willing, they have to be inspired and know that they have permission to do things a little differently.”[26:44] Jan: “Authentic Leadership is about really nurturing that relationship, connecting with a human being. And every human being is different, can't use the same approach with everybody to inspire them from within. And that is a coaching role. It's very, very different to this idea of command and control, being the boss and just telling everybody what to do.”[30:01] Duncan: “That's one of the biggest reasons why businesses fail, it may not be the product or the idea, it's just getting from zero to one is really, really hard. And so I just think, being willing to not give up, staying with it, and insisting on succeeding, it's a mentality more than anything. And then you have to be able to set up the rest of your life in a way that you can just grind through it. Because if you can't do that, it becomes really hard.”[39:49] Duncan: “I'd offer one more thought, which is senior leadership, because it always comes down to leadership needs to spend more time thinking like the way you do about the traits for success, and they need to think more about entrepreneur entrepreneurial spirit. And they need to think more about getting some training to sort of be brought into this world of innovation.”

Sign up for The Automotive Leaders Letter Watch the full YouTube video - click hereAutomotive buyer-supplier relationships are no longer linear. In the transition from ICE to BEV, vehicles are increasingly software-defined, and it’s nearly impossible for OEMs to source every electronic component on their own. Enter the supplier ecosystem.Following up on her interview with Amazon’s Wendy Bauer, Jan seeks to learn more about the partnership between tech companies and traditional automotive. Chris Thibeault is the partner and ecosystem senior manager at Infineon, and he shares his expertise on the complexity of sales relationships in the semiconductor industry.It’s a new value chain. Chip manufacturers have to work with third-party partner technologies to meet customer requirements, and automotive leadership requires a new level of confidence and humility to keep the relational web intact.Wendy Bauer described how she often saw tech companies and OEMs talk past each other. Chris sheds light on how this happens and explains what company leaders must do to bridge the gap. Trust is only the beginning of a healthy working relationship. A thriving ecosystem requires more traits from its leaders.In a wide-ranging discussion touching on the people who’ve inspired them and the books they’re reading, Jan and Chris take a broad view of innovation, business dynamics and the new style of partnership required for modern vehicle production.Themes discussed on this episode: Understanding the new supplier ecosystemThe central importance of the semiconductor industryNetworking tactics for modern buyer-supplier relationshipsChoosing the right partners to meet customer requirementsLessons from Amazon about the power of cloud computingHow OEMs and tech companies can thrive togetherThe leadership qualities required in a successful business partnershipFeatured Guest: Chris ThibeaultWhat he does: Chris is the partner and ecosystem senior manager at Infineon Technologies. His deep experience in sales and product management gives him insight into buyer-supplier relationships. As a semiconductor company, Infineon has redefined partnerships with third-party companies, combining technologies and skill sets to create innovative solutions for customers.On leadership: “Adding to listening is empathy. Listening is obviously very, very important […] but it’s also the feeling that you are able to connect with the people you're trying to lead.”Episode HighlightsTimestamped inflection points from the show[1:02] The supplier ecosystem: Jan recaps her interview with Amazon’s Wendy Bauer, and Chris introduces a new meaning of “partnership” in the world of software and electronics. It’s increasingly difficult for OEMs to source every component on their own.[3:40] All about that chip: Software-defined vehicles rely on semiconductors. Chris explains how the chip industry has effectively become a Tier 1 and the implications for the wider OEM-supplier landscape. Jan raises a question about the role of purchasing departments in the kind of partnership Chris has described.[6:14] Defining terms: Chris explains how he thinks about his organization as a collection of ecosystems. He explains the necessity of choosing the right partners and names the specific technologies involved.[10:00] Caught in the middle: In her interview, Wendy described bridging the gap between OEMs and tech companies like Amazon. Chris explains why this happens.[11:27] The prisoner’s dilemma: Jan recalls HEVO founder Jeremy McCool’s discussion of consultative selling and nurturing the OEM relationship. Chris relates to Kate Vitasek’s book “Getting to We” and highlights the economic impact of upfront collaboration. [14:48] ‘The product is the relationship’: Business partners rarely discuss how they’re going to work together. Jan and Chris talk about the groundwork companies should lay before pulling out the contract.[17:57] It starts with trust: Chris admires Wendy’s personal leadership style, but he also expands it by naming other qualities that come into play once a partnership is formed.[19:39] Head in the cloud: How does Infineon drive a culture of innovation? Chris describes what it means to digitize the entire external world — and stay humble while doing it.[24:10] Advice for auto industry leaders: Chris challenges automotive corporations to think about each piece of the puzzle. No one company can fill every customer need.[25:10] Closing comments: Chris reveals Infineon’s early mistake that companies should avoid as they look for new partnerships.Top quotes[6:35] Chris: “A bee and a flower make honey; it's an interdependent relationship. So, in a sense, that is an ecosystem. We tried to take that analogy into our business and explain to our organization that every application is its own ecosystem and every product is its own ecosystem with its own needs that it has to take to market from a partner perspective.”[15:07] Jan: “The product is transforming in a way where we now need partner ecosystems. Therefore, the relationships and the leadership model and the culture needs to change along with that. And that's the bit that I think we're missing.”[22:22] Chris: “Feeling safe to raise your voice in a meeting is an extremely important aspect of innovation. If you're in a cutthroat type of culture, you're not going to collect all of the data in order for a leader to make decisions.”[24:32] Chris: “Each company is going to provide a piece of the puzzle. From a system aspect and what your customers need, what is it that you do not have? This is, by definition, a need, and then you can translate that into a partner need.”

Sign up for The Automotive Leaders Letter When was the last time you stepped awayfrom your job for more than two weeks? Not a working trip when you’re available by phone and email, but a true, unplugged vacation? Jan recently did just that — a four-week trip to her native Wales to reorder her priorities and recharge her soul.For most leaders in the automotive industry, a four-week vacation sounds like a fantasy. Or if it’s possible, it sounds irresponsible. Who would lead the company? How would work get done? Yet Jan found that time off was not only an opportunity to refill her tank but also a chance to trust and empower her team.“I don't care if you're gone for a day, for a week, or for a month, you empower somebody else to make decisions,” Jan says. “Allow others to step up and lead.”Join the adventure on this special episode of the Automotive Leaders Podcast as Jan recounts long walks by the sea, watching sheep from a coffee shop, and the inspiration she took from some of the most exciting and innovative Welsh automotive companies.Work culture in America too often sees vacation as a sign of weakness or a lack of commitment to a job, but current executives have an opportunity to break the stigma and celebrate authentic rest. Through a deeply personal journey through her homeland, Jan gives a blueprint for other leaders to follow.Themes discussed on this episode: A contrast of American and European work culturesThe new perspective found on vacationCreating Space for CreativityHow to rewire your brain with new habitsFinding projects that fuel your soulThe team leadership benefits of extended time offFeatured Expert: Jan Griffiths (Host)What she does: Jan is the founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.On leadership: “Leadership is identifying somebody to take your place. I don't care if you're gone for a day, for a week, or for a month. You empower somebody else to make those decisions.”Episode HighlightsTimestamped inflection points from the show[1:42] Back to her roots: Jan shares why she left her corporate job in the auto industry and, more recently, how that same motivation led her back to her native Wales for four weeks.[3:36] Breaking the habit: Jan lists her priorities for her trip and the daily routines she wanted to change. More than a personal challenge, this was a battle against American work culture. Unlike many European nations, America does not guarantee paid vacation.[5:24] West Farm: Jan’s favorite place in South Wales helped her hit the reset button on her life. Check out her coastal retreat at West Farm.[7:12] Data behind the break: Taking more vacation days increases the likelihood of receiving a raise or bonus within three years. Jan explains why the work-first culture in automotive may be harmful in the long term.[9:56] Into the whitespace: Leaders should be busy all the time — or should they? Jan reflects on what it takes for leaders to be effective and creative in their roles.[11:10] Rewiring for new habits: It’s tricky to unplug completely. Jan shares her experience with adding a new rhythm to the start of her day.[12:26] Fuel your soul: Jan recounts her journey to leading the US hub of GlobalWelsh and the unexpected inspiration she drew from delivering a keynote, including meeting Tom Gullick of Pixel Valley.[14:46] Hiraeth: A tour of Welsh businesses brought Jan to hydrogen-powered Riversimple, consultative agency Spindogs, and the Welsh Automotive Forum. Jan describes the Welsh automotive leaders who impressed her most during her visit.[20:09] Passing the torch: Strong leadership is the ability to empower others in your organization to step up while you’re away. Jan explains what happened when she tried this for her business.[22:40] The girl with the dragon tattoo: Jan reveals some personal updates from her trip to Wales and gives her advice to auto industry leaders.

Watch the full video on YouTube - click hereFor Andrew Savvas, the auto industry isn’t about selling cars. As the Chief Sales and Marketing Officer of Volkswagen North America, Andrew is at the forefront of innovative design and advertising efforts to increase the German automaker’s U.S. market share, but he sees his most important task as developing a leadership pipeline.German OEMs have a reputation for “command and control” in their company cultures. While many leaders have started moving away from a focus on compliance and uniformity, Andrew sees room for improvement starting with how organizations hire.“We need to get braver in employing competencies, not experience,” Andrew says. Instead of looking for certain line items in the resume, organizations should focus on hiring for culture fit and skill set. More importantly, companies need to establish career development pathways that promote diversity in the top leadership roles.Volkswagen has had five CMOs in ten years, and they’ve all been external hires. “That was the first observation I made when I arrived in this organization — why are we always going external? Why aren't we focused on developing internal talent?” says Andrew. Now, he’s reshaping the company’s leadership model.Andrew recounts his journey from working at a fish market to becoming an automotive executive. Andrew has worked for Volkswagen on four continents, and he joins the Automotive Leaders Podcast to share what he’s learned about developing a purpose-driven culture and leading with vulnerability.Themes discussed in this episode: The broad range of opportunities within the auto industryHow automotive leadership is embracing a purpose-driven cultureThe challenges of attracting — and retaining — Gen Z talentCompetency-based development and a new way of hiringHow Volkswagen is Expanding its talent poolThe pathway to diverse representation in future leadershipHow to put vulnerable leadership into practiceFeatured Guest: Andrew SavvasWhat he does: Andrew is the Chief Sales and Marketing Officer of Volkswagen North America. His previous Volkswagen management experience has spanned four continents, and his track record of success in different regional markets has made him one of the auto industry’s most highly-regarded business strategists.On leadership: “Work out what you're good at and really be comfortable in your own skin […] Don't pretend you're someone else. Don't try to emulate somebody else. Listen, learn, observe, and just focus on how you can make yourself better.”Episode HighlightsTimestamped inflection points from the show[3:05] ‘I never dreamed about cars’: Andrew recounts his winding path into the auto industry from immigrating to Australia, working in a fish market, and eventually landing in sales — and he names the people who believed in him along the way.[7:05] The VW connection: Jan and Andrew discuss the variety of opportunities in the global auto industry, and Jan reveals what kind of car she drives.[10:27] ICE to BEV: Product transformation is happening as the industry shifts to electric, but how is the leadership model changing? Jan recalls her interview with Stephen Covey about winning in the workplace, and Andrew emphasizes the importance of seeking new viewpoints.[12:32] Purpose-driven leadership: Jan remembers Stefan Krause how explained the movement from compliance to conviction in German OEMs. Andrew offers his perspective. [14:00] Can’t win the numbers game: Andrew says he may not be the smartest in the room, but he energizes his team members through vulnerable leadership. He goes on to elaborate on Volkswagen’s regional market design process.[18:09] Succession planning: How does Volkswagen attract Gen Z talent? For Andrew, it’s about promoting the industry and competency-based development. [21:05] Know the way, show the way: Jan talks about the workplace culture shift and the generational differences that make it hard to empower Gen Z. Andrew emphasizes delivering a sense of purpose and diversifying the industry.[26:11] Building the pipeline: For Andrew, diversity is the number one challenge in the industry. He shares his experience of growing up as a Greek Cypriot, then details what he’s doing at VW to create diverse representation in future leadership.[31:21] Hire up: Competency-based hiring sounds good in theory, but most organizations are too afraid to follow through with it. Andrew gives two examples of this actually working.[36:48] 21 traits: Andrew has no trouble choosing his favorite from Jan’s 21 traits of authentic leadership — vulnerability. He explains how he arrived at this realization early in his career and learned to ask questions.[41:26] Showing his personal side: Andrew talks about his diverse podcast playlist and his biggest demon of distraction.[47:11] Closing comments: Don’t pretend to be someone you’re not, Andrew urges. He explains why authenticity is so important in a person’s career development.Top quotes[7:39] Andrew: “[The auto industry] isn't just about selling cars. The diversity of opportunity in this industry is enormous […] It's global and it's changing so fast, and if you can't be energized by this industry, I'm not sure what will energize you.”[12:04] Andrew: “For us, a diversity of views, a broader spectrum of what's happening in the industry, is super important […] We need to get better as an industry in really focusing on competencies rather than experience. That's why we're not seeing the diversity in some parts of this industry.”[20:10] Andrew: “Someone believed in me once, and I will never forget that. I need to create those pathways and show that if you are good in this organization, you will grow within this organization, and you can move anywhere. That's been my focal point in what I am doing with my own people.” [27:37] Andrew: “This is the biggest challenge I take on in my job. I don't see my job as someone who sells cars or markets a brand. I see my job in the industry as creating future leaders. So I'm always thinking about, how can I take that challenge of creating a more diverse workforce and a more diverse leadership group so then we can have a better, stronger, and more viable organization?”[31:33] Jan: “I see it time and time again where supply chain leaders say, I need a commodity manager for this particular commodity. I’ve got to make sure that they've got experience in that area and they've worked in automotive. Otherwise, they're not going to survive. So you end up with this really narrow pool of candidates. You've got to get over that — and there will be judgment from your colleagues that you hired somebody that does not have the skill set in particular, whether it's a mechanical area or whatever that competency is required. And you’ve got to get over that and say, No, this is exactly the type of person we want in this organization.”

Watch the full video on YouTube - click hereFollowing her dynamic and inspiring conversation with HEVO Founder & CEO Jeremy McCool, Jan invites automotive sales and marketing expert Carolyn Sauer to unpack the interview and mine the most important advice for industry leaders.Many e-mobility suppliers agree that one of their biggest challenges is reaching the right decision-makers at OEMs. As the industry shifts to EV, both purchasing and selling teams need new mindsets and a consultative approach. Jeremy McCool’s inspirational leadership provides a model for how to maintain conviction in difficult environments.Yet closing deals and bringing new technology to market requires a different kind of bravery. Besides persevering in business objectives, leaders must address the human side of relationships.“I am seeing more of that in the industry,” says Carolyn. “Leaders are becoming more empathetic to personal issues that come up or being more open to listening to the next generation sharing their ideas.”There’s no doubt Jeremy McCool is impressive, but is his leadership model one-of-a-kind, or can others replicate his best practices?Join in on this episode of the Automotive Leaders Podcast as Jan and Carolyn get practical and specific on how to foster authentic relationships both internally and outside of an organization. From supplier-OEM relations to the physical layout of an office space to reclaiming employee time from meetings, automotive leaders can take steps right now to move forward on their long-term objectives.Themes discussed on this episode: The unique challenges of EV suppliersSafety features in EV technologyHow OEMs should approach sourcing for electric vehiclesPersonal conviction meets company brandingTrends in Millennial and Gen Z leadersHow to influence others in difficult circumstancesWhy fewer meetings lead to better problem-solvingInnovating without fear of the unknownFeatured Guest: Carolyn SauerWhat she does: With a background in both traditional automotive and e-mobility, Carolyn is the Director of Business Development for Schaltbau GmbH. Her wealth of Tier 1 sales and marketing experience and her cross-functional approach to problem-solving help her drive product innovation and strengthen relationships with OEMs.On leadership: “I don't want my team members to come into work every day and feel like they have to be a different person at work than they are at home. I want them to be their authentic self all the time, no matter what that may look or feel like, and it's not going to look and feel the same way every day. You don't know what's going on in someone's life. But when you're working with me, be who you are.”Episode HighlightsTimestamped inflection points from the show[2:21] Old company, new tricks: Carolyn details her background in traditional automotive and explains why Schaltbau, even as a 93-year-old company, acts like a tech. startup.[3:43] Networking challenge: In his interview, Jeremy McCool described the difficulty suppliers have in finding the right decision-makers at OEMs. Carolyn says it’s because electrification products fit so many applications.[6:32] Feel the power: Schaltbau manufactures bidirectional DC contactors. Carolyn explains what those are and how they function inside electric vehicles.[7:14] Nurture the relationship: How should an OEM approach the sourcing process? When bombarded with new products from an array of different suppliers, Carolyn says buyers have to be open-minded. As for suppliers, she suggests a consultative approach to selling.[10:07] Next-gen leadership: Jan and Carolyn are impressed by Jeremy McCool’s personal conviction, purposeful branding and willingness to break the traditional mold of an automotive CEO. They discuss macro trends they’re seeing in Millenial and Gen Z leaders.[14:52] Safe space in the battle: Jeremy spoke about leading people to move out of their comfort zones. Jan and Carolyn reflect on how to influence others, and Carolyn throws out a challenge.[19:19] Leave space for the magic: Jeremy argued that holding fewer meetings leaves more space for creativity, and Jan shares a recent experience to prove how the physical layout of an office space can foster authentic conversations. Carolyn relays a lesson from early in her career.[24:54] Advice for auto industry leaders: Much of Jeremy’s career demonstrates his bravery to step into the unknown. Jan and Carolyn discuss what it means for auto leaders to have no fear in product innovation and customer relationships.[27:52] Closing comments: Would you work for Jeremy McCool? Carolyn submits her final verdict — and channels her inner Run-DMC.Top quotes[7:42] Carolyn: “[OEMs] are all stating that they really want to embrace new suppliers and open up their channels and avenues for purchasing. And yet, reaching out to them directly is very different because either there's no response at all or it's a very delayed response […] My advice is for them to be a little bit more open to new products that they haven't used before and to understand the benefits of those products, especially as it relates to consumer features and consumer safety.”[9:25] Carolyn: “I've always been a fan of the consultative approach to selling because I really look at it as an opportunity to help solve a problem […] We’re all working toward the best, safest outcome on the vehicles.”[17:59] Jan: “Great leaders, truly authentic leaders, are perfectly fine with sharing some of the personal side and showing some vulnerability.”[20:48] Carolyn: “[In meetings] there's grandstanding, there's blaming, there's chest-pounding. I don't have time for that. That's great. You did a great job. Let's all pat you on the back. But can we do it as we're walking down the hall and not in an hour-long meeting?”[23:44] Carolyn: “No one wants to feel like they're not being heard or they're not being listened to when you're talking about an issue that affects so many people. Why not treat them like the human that they are and have the conversation?”

Sign up for The Automotive Leaders Letter Learn more about creating your own internal company podcast Watch the full video on YouTube - click hereJose Flores is the 34-year-old CEO of a traditional Tier 1 automotive supplier — but there’s nothing traditional about the way he runs the company. While many leaders claim to disrupt the status quo, Jose actually lives it. From his innovation hub to his embrace of failure, Jose shares the techniques that help him empower a multigenerational workforce.“With the old-timers,” says Jose, “you need to earn their trust and respect.” That requires leading by example and getting measurable results in the workplace. But Millenials and Gen Z are often looking for a different leadership mold. Jose says the younger generations need a sense of purpose and trust in their company’s values.At Ancor Automotive, innovation is a value. For Jose, the space to create and test new ideas is non-negotiable, and it’s this vision that led him to overhaul his company’s structure.Jan dives into Jose’s rapid ascension to automotive leadership and unpacks the secrets of his quiet confidence. How is this Millennial leader transforming a 40-year-old label supplier into an innovative tech company? What is he doing to change the culture and give everyone a voice — and how can other organizations replicate his success?Don’t miss this powerful episode of the Automotive Leaders Podcast. If companies want to attract young talent, they can no longer rely on outdated management models and metrics-driven KPIs. Jose’s work at Ancor Automotive sets a new standard for the future of automotive leadership and inspires new possibilities for corporate innovation.Themes discussed in this episode: What Millennials and Gen Z workers typically want from a companyBuilding trust with a multigenerational workforceWhat it really means to Be a Working CEOWhy automotive leaders should embrace failureThe Challenges of retaining young talentA new definition of KPIThe importance of investing in the culture budgetWhy modern companies require servant leadershipFeatured Guest: Jose FloresWhat he does: Jose is the CEO of Ancor Automotive and a proud disruptor in the auto industry. His talent for strategic planning and fostering innovation powered his rapid rise into executive roles. At Ancor, Jose is piloting the transformation of a 40-year-old labeling company into a leader in software solutions for mobility manufacturers.On leadership: “I'm a very technical, working CEO. I get into the nitty-gritty. If a machine breaks, I'm there watching it, trying to fix it by myself. If we're short-handed, I'll go there and help. I earn the respect of the people who have long tenure here by leading by example. I'm not just here in my fancy office, typing and having coffee. I'm there with you in the trenches, making it happen.”Episode HighlightsTimestamped inflection points from the show[0:58] Pardon the disruption: How does a 34-year-old become the CEO of a traditional Tier 1 supplier? Jose possesses the paradoxical ability to assimilate into a culture and then break the status quo.[5:42] Skyrocket in flight: Jose recounts his journey from consulting into automotive and his vision to take Ancor from a label-making company to an innovator of software solutions.[10:46] Millennials want more: Jan says there’s a reluctance in traditional automotive to give leadership roles to younger people — but Millenials and Gen Z are equally reluctant to accept an outdated corporate model.[13:41] The innovation hub: How does Jose encourage ideas from every generation on his team at Ancor? He creates a safe environment to think outside the box and fail forward to solve customer pain points.[19:32] Get on the same page: Jan presses for details about how Jose earns his employees’ trust. Jose explains what it means to truly be a “working CEO.”[22:24] ‘It takes ironclad nerves’: A lot can go wrong for a young CEO. Jose shares his mindset to be comfortable in his own skin and move the company forward. Jan recalls her interview with Daniel Pink and “the regret of inaction.”[24:37] Advice for auto industry leaders: Stand next to your team and encourage them to make decisions. Jose gives fellow leaders a roadmap.[26:14] 21 traits: Of Jan’s 21 traits of authentic leadership, Jose sees vision and resilience as most prevalent in his work at Ancor. He gives examples of how these traits apply.[30:31] A new KPI: At most companies, it’s a key performance indicator. Jose shares what it stands for at Ancor and explains why modern companies need servant leadership.[35:52] Live to work or work to live?: Jan and Jose discuss hiring trends and challenges in retaining young talent. Jose shares what he sees as the biggest need for Michigan companies.[40:38] Closing comments: The conversation turns to life outside of work, and Jose reveals his favorite restaurant in Detroit. Jan and Jose share their thoughts on investing in company culture. Top quotes[12:00] Jan: “Anybody can fail at anything. But this tremendous fear that we have of failure and that it will somehow come back on us prevents us from trusting and coaching and giving that safe environment for Millennials and Gen Z to thrive. But if we don't do it, they're going to leave, aren't they?”[12:54] Jose: “We need to adapt and we need to pivot. And we need to work with these new generations. Millennials are 35% of the working force in the US. Gen Zs are only 5% now, but they're coming. And these two generations are looking for something totally different than the traditional leadership model.”[13:21] Jan: “As we all know, innovation, by definition — you try and you fail and you iterate. We cannot have innovation if we have fear of failure in the air.”[23:19] Jose: “If you're afraid that you're going to fail, you're done. You're going to fail eventually. You're not perfect. What are you going to do with that failure? Are you going to be sad about it for the next couple of months and regret it? Or are you going to take it as a lesson learned and say, okay, let's go again, let's do it differently?”[27:28] Jan: “Every Tier 1 company out there has its vision stated on its website or it's on a nicely framed poster on a wall […] They say things like, We're going to be the world-class manufacturer of this widget. That doesn't inspire anyone. Crafting a vision for a company has got to come from the heart.”

Sign up for The Automotive Leaders Letter Learn more about creating your own internal company podcast After her fascinating interview with HEVO founder Jeremy McCool, Jan reflects on the idea of declaring oneself a leader. Instead of fitting a mold, many successful young leaders are making their own statements of purpose, and the results are transforming the auto industry.Drawing on lessons from Jeremy and other past show guests — including Michael Chime (Gen Z Ceo) and Doug Conant (former CEO of The Campbell Soup Co.)  Jan outlines a process for how leaders can remain true to themselves while creating a positive and productive company culture.“We can influence somebody's life,” Jan says. “We can make it better; we can make it a wonderful, meaningful, challenging, awesome experience and culture — or we can make it as miserable as sin.”On this episode of the Automotive Leaders Podcast, Jan challenges leaders to structure their company cultures around their value systems. Tune in for resources, inspiration, and practical questions to ask yourself as Jan speaks from her own experience in the industry. She shares a powerful story of how one of her clients stepped out with authenticity and vulnerability to radically shift her team’s culture. With the right mindset, any automotive leader can do the same. This is not about what it says on the company website or a set of motivational clichés. It’s time to get real and get personal. See how a simple statement can redefine your career.Themes discussed in this episode: Fitting an existing mold vs. establishing a new oneWhy Gen Z leaders often choose purpose over moneySeeing leadership as an influenceHow company values are born from the leader’s visionWinning in the workplace — productivity and positivity can coexistCreating a high-performance teamThe framework of a leadership statementQuestions every leader should askFeatured Expert: Jan Griffiths (Host) What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.On leadership: “What I see coming through in the leaders of tomorrow — the leaders who will take this industry forward — they truly understand the importance of purpose, of vision, of conviction.” Episode HighlightsTimestamped inflection points from the show[0:57] Break the mold: Jan draws inspiration from Jeremy McCool and explains why she feels encouraged by the rising generation of automotive leadership.[2:03] Not your grandfather’s kind of leader: Jan contrasts her early experiences in automotive with the mindsets she observes in many Gen Z leaders, including Michael Chime of Prepared.[4:23] Purpose over money: Many leaders are good at articulating what they do, but not why they do it. Jan challenges leaders to reflect on more than just the bottom line.[5:13] ‘Leadership is influence’: An excerpt from Jeremy’s interview connects lessons from his time in the military to business leadership. Leaders must often ask people to do things that are impractical or illogical. Jeremy explains how to influence others successfully.[9:43] Conviction over compliance: Jan shares what she sees as the defining quality of leaders of tomorrow and how company values are born from a leader’s vision.[12:43] Tough but tender: It’s time to get practical. Jan recalls her interview with Doug Conant as she lays out how leaders can achieve both positive results and employee engagement.[16:00] Think about your role: Building form lessons in Doug’s book, The Blueprint, Jan challenges listeners to make their own leadership statements. Jan shares the success story of one of her clients.[18:59] Advice for auto industry leaders: Leaders should ask themselves these questions to define their leadership statements. Top quotes[3:52] Jan: “The leaders we see coming up now are not interested in fitting a mold that somebody else has established. They're very comfortable in setting out who they are as leaders and being who they want to be. And they see leadership in a totally different way: They don't see it as a job. That's all about controlling and managing people. They don't see it that way.”[4:55] Jan: “We're all very good at articulating what we do and how we impact the bottom line. But how often do we sit back and think, what is our job as a leader?”[6:00] Jeremy: “What I learned how to do is influence people to do things that were radical. Going to war does not make sense. It really doesn't, when you think of it from a very objective point of view. Putting yourself in danger doesn't make any sense, either. So you have to learn how to influence people to do things that are really impractical.”[10:28] Jan: “You've heard me say many times, company values are far more than some numbers that you throw up on a chart and stick in a conference room or throw on your website. They've got to be meaningful. They've got a flow from the purpose, from the vision and, yes, you have to have conviction behind it.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWhat happens when you have an idea for a start-up that’s ten years ahead of its time? Well, it helps to have conviction.Jeremy McCool, HEVO Founder & CEO, knew auto companies would eventually want wireless charging, but it was at a time when they weren’t even really embracing electric vehicles. “I saw it as an opportunity that was different than anything else that anybody else was putting their energy into,” he says.During Jeremy’s time in the U.S. Army, he helped Middle Eastern countries rebuild their power grids. It was here that he saw the true importance of power. The more auto fleets he talked to, the more he could see a need emerging — wireless charging technology. He started to observe what his few potential competitors were working on.“I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything,” he says. “I just thought, You know what, I see what these guys have. I think I can do better.” With that commitment, he’s making it happen today. HEVO is now partnering with one of the largest automakers. Tune in to this episode of the Automotive Leaders Podcast as Jan sits down with Jeremy to talk about the EV wireless charging revolution and what it will take for tech start-up leaders to break through the silos of traditional auto companies. Hear how Jeremy started his entrepreneurial journey as an 8-year-old (!) and developed his leadership qualities. Themes discussed on this episode: The importance of being able to influence a team as a leaderHow having conviction helps drive an idea forwardHow to get through to traditional auto companiesThe challenges of starting a tech company in an industry where you have no experienceHow efficiency and time management drive creativityFeatured Guest: Jeremy McCoolWhat he does: Jeremy is the Founder & CEO of HEVO, an electric vehicle wireless charging tech company. He is a U.S. Army veteran who spent 15 months in Baghdad following 9/11, and he applied the leadership skills that he learned in the military to his tech start-up, which has been at the forefront of wireless EV charging for more than a decade.On leadership: “If you can’t influence people to join, build something together, to get online with your vision, to move on to the next steps and go through a lot of different phases of challenges and unforeseen things that you would never know about until you got there, then you're never going to do it. Because team is everything. Without team you cannot do anything.” Episode HighlightsTimestamped inflection points from the show[4:05] Lessons from the military: After 9/11, Jeremy knew he wanted to join the military. He eventually worked his way up to U.S. Army Captain and spent 15 months in Baghdad. He shares what his service taught him about leadership.[5:27] You’re nothing without your team: Being able to influence others to build something with you is one of the single best traits of a leader, according to Jeremy. He shares why team is everything.[9:06] An 8-year-old business owner: Jeremy started his entrepreneurial journey early in life — very early. He was running a full-fledged business at 8-years-old, riding a paper route and providing lawn services to neighbors. He elaborates on where he got his entrepreneurial spirit.[15:46] A conviction for wireless charging: Conviction, according to Jan, is authentic leadership at its core. When you’ve got conviction, you can make your vision happen — no matter your skill set. Where did Jeremy get his conviction for HEVO?[29:01] Breaking through to the auto companies: When auto companies were still unsure of EVs, Jeremy was trying to sell them on the idea of wireless charging. He talks about what it was like going to Detroit for the first time and explaining his tech start-up to auto manufacturers. [33:36] Advice for auto industry leaders: Jeremy’s biggest tip for auto industry leaders is to coach the tech companies navigate silos. Traditional automotive companies can be difficult to navigate, so companies like HEVO need guidance to figure out the process.[39:25] ‘The first of many’: HEVO has a partnership with a major OEM right now, and Jeremy believes this is just the start. More automakers are talking about wireless charging, and he wants his tech company to lead the charge.[41:42] Why HEVO?: Jeremy shares how his tech company landed on the name HEVO. Brand identity and values played a large part.[44:03] 21 traits: Of Jan’s 21 traits of authentic leadership, Jeremy says his top two are vision and accountability. Without those, you don’t have a focus.[49:45]: Remarkable efficiency: Jeremy has a no-meetings-in-the-afternoon rule at HEVO. This allows more time for creativity and efficiency, something he prides himself on and helps him set his days up for success.Top quotes[04:44] Jeremy: “What I've also learned through the process of being a leader for 20-plus years now, in all kinds of forms, is that the more that you are able to influence people to do things that are positive, the more they're willing to subject themselves to doing things that are unique to them, are out of their bounds or out of the box of what they've ever done before.”[07:59] Jeremy: “Set a vision. Create a mission and a purpose around it. Create values, and values that other people are willing to also get on with because the company culture is everything. You can build the greatest product in the world, but if you have a terrible company culture, it's going to destroy everything that you've built.”[15:46] Jan:  “This idea of conviction — conviction to your beliefs — is quite possibly one of the most important leadership traits because people feel that. It's not something that you learn, it's who you are. It's authentic leadership at its core.”[26:28] Jeremy: “I said, Wow, all right. These people figured it out. I think I can too. And that is the most naive decision I've ever made in my life, that one single decision. Because there was no way I should have ever thought that decision. I didn't have anything. I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything. I just thought You know what, I see what these guys have. I think I can do better.” [31:58] Jeremy: “You can actually do something radical with technology today that you've never been able to do as an automaker. You can now become a technology company. And so many of them are moving away from the idea of even personal ownership of cars and thinking about the bigger opportunities.”

Watch the full video on YouTube - click here Everyone wants to know about Amazon. Its ultra-fast, customer-centric culture couldn’t be more different from traditional automotive, but in the age of software-defined vehicles, leveraging cloud technology is vital for OEMs.Wendy Bauer has a strong background in traditional automotive and currently serves as the general manager of Amazon Web Services (AWS) for automotive and manufacturing. AWS helps companies operate more efficiently and better understand their customers’ needs. Yet despite the limitless capabilities, there are often challenges in bringing enterprise cloud computing to the auto industry.“These two worlds are colliding in many ways,” says Wendy, “but they talk past each other — often. I see it every day.”To remove the obstacles, companies need a culture of innovation. It’s more than just cloud computing or performance diagnostics. Partnering with tech companies is a strategic decision that requires enterprise-level buy-in. From rethinking workflows to creating top-down changes in the corporate mindset, automotive leaders can unlock the potential of a full-scale digital transformation.Wendy joins the Automotive Leaders Podcast to share more about what’s possible with Amazon Web Services. Jan presses for details about how OEMs can accelerate forward to prioritize big data. These aren’t far-fetched, futuristic ideas. But for change to happen, companies need to embrace it.Themes discussed in this episode:●      How Amazon Web Services can help the automotive industry●      Why OEMs need big data to stay competitive in today’s market●      The steps involved for an OEM to purchase cloud services●      Why do so many companies struggle to implement enterprise-level solutions●      The importance of failure in a culture of innovation●      Listening skills as the key to open communication●      The mindset required to maximize the potential of cloud technologyGuest: Wendy BauerWhat she does: Following a successful career in the auto industry, Wendy has worked with Amazon Web Services since 2019. She currently serves as the general manager for automotive and manufacturing, where she helps automotive companies leverage data and cloud-based technology to develop new products and work more efficiently. On leadership: “[Listening] can’t be understated … we will far sub-optimize what is possible with our organizations as leaders if we don't listen more than then we speak.”Episode HighlightsTimestamped inflection points from the show[0:58] Ask Alexa: Everyone knows about Amazon’s fast delivery speeds and home devices, but what are they doing in auto? Wendy describes the mission of Amazon Web Services for automotive. [3:48] Put simply: What does “leveraging cloud-based IT capabilities to maximize value” really mean? Wendy explains how Amazon collects data to help OEMs understand their customers’ needs.  [6:03] Problem solving for optimization: Many automotive companies recognize the strategic decision of partnering with technology companies. Jan and Wendy discuss how OEMs purchase cloud services. [9:05] Speaking the same language: The tech and automotive worlds often talk past each other. What does it take to bridge the gap in communication? Wendy gives an example. [14:04] The speed of innovation: Wendy shares the difference between a one-way door and a two-way door — a mental model for implementing new ideas.[16:59] Advice for auto industry leaders: How can leaders create space to fail and a culture of innovation? Jan and Wendy discuss the importance of different perspectives. [22:22] Building the ecosystem: The conversation turns to the future implications of software-defined vehicles. How will they affect the business model of OEMs?[27:52] 21 traits: Of Jan’s 21 traits of authentic leadership, Wendy chooses trust and listening skills. She says that in complex business dealings, partnering is an art form. You can’t play the “blame game.” [36:17] Get in the boat: Jan asks about the fun stuff. Wendy brags about her team and shares her leadership secret for how they work so well together.[42:31] Closing comments: Wendy challenges automotive leaders to challenge their understanding of what is truly possible.Top quotes[12:34] Wendy: “When you start to talk about technology transformation, generally things that are very valuable at an enterprise level and don't fit squarely into a bucket … technology is one variable. There's culture, there's [the] business process, there's data flow — there are so many layers to this onion.” [17:02] Jan: “In a lot of Tier 1 [companies] out there, the CEO will talk about innovation, and then he'll look at his VP of engineering or technology and go, ‘You’ve got that on your agenda for this year.’ And it's like, no, wait a minute — slow down. Innovation is part of the culture. It's not a thing that somebody does.” [30:23] Wendy: “I can't underscore the trust piece [enough]. Every minute of every day inevery conversation … in the speed that we're moving, [with] the complexity of the problems that have to be solved and the opportunities that we all have in working together, that single thread of trust just has to be there, or you not going to get anywhere.”[38:19] Wendy: “At one of my employers along the way, I learned this notion of bad news first. Go solve it. It's not about blame. It's about making that constant improvement on behalf of the customer. I want to know what's wrong because we want to get better.”[44:28] Wendy: “There’s such an opportunity to really advance our understanding of what is possible and what is here [with digital transformation]. It is not far away.”

Full video on YouTube - Click hereWould you work for Mary Buchzeiger? Following her electrifying interview with the CEO of Lucerne International, Jan invites two automotive leaders of different generations to deconstruct Mary’s inspiring — and unconventional — company culture of trust and accountability.Seeking both Gen Z and Millennial perspectives on the future of automotive leadership, Jan speaks to two rising stars in the auto industry. Mary Mason is a Senior HR Business Partner at AirBoss, and Mark Hebert is a Vice President of Sales and Business Development at Woodbridge. While both of them look up to Mary Buchzeiger’s ideals, they find them difficult to live out in practice.“Building that structure of trust and accountability can definitely be a struggle,” Mary Mason says. From rising costs and supply chain issues to work-life balance and raising kids, automotive leaders face no shortage of challenges. How can leaders build the kind of culture that Mary Buchzeigher describes?On this episode of the Automotive Leaders Podcast, Jan and her guests get real about why so many companies struggle with fostering trust and empowering their employees. Yet there is hope for the future. Gen Z especially has little tolerance for outdated systems of management, and they’re making moves to do something about it. Mary Buchzeiger’s model of resilience shows that leaders don’t have to be aggressive in order to be strong.Themes discussed on this episode: Self-awareness in leadership and the ability to pivotHow to bring levity while keeping a meeting on taskGender equity and changing expectations in the workforcePower dynamics that hinder a culture of trustAccountability systems that lead to resultsFeatured Guest: Mary MasonWhat she does: Mary is a Senior HR Business Partner at AirBoss supporting both plant and corporate employees. She worked her way up since joining the company as an intern four years ago.On leadership: “It’s really important to have [a trusting] relationship and rapport with your employees, to have them give you honest feedback and to get criticism. You don't want sycophants on the team, right? You can't just agree to everything.”Featured Guest: Mark HebertWhat he does: Mark is the Vice President of Sales and Business Development for North and South America at Woodbridge. As a provider of global material technologies, Woodbridge serves a diverse customer base in automotive, healthcare, packaging and other industries. On leadership: “From a leadership standpoint, as long as I have clear goals and objectives — I've been told what the expectation is and I'm given the freedom to try to meet those challenges however I want to — I will be happy with that. I don't need things to be perfect.”Episode HighlightsTimestamped inflection points from the show[3:08] What stood out to you?: Mary and Mark share their favorite moments of the Mary Buchzeiger interview. Many of her ideals are challenging to emulate.[7:50] Throwing squirrels: Jan and her guests react to Mary Buchzeiger’s unusual way of keeping a meeting on task.[11:01] Meetings are an art form: Mark explains the importance of both having some levity and measurable goals in a meeting agenda.[15:08] Family matters: The conversation turns to Mary Buchzeiger’s supportive marriage. It’s personal for Mark as he shares about the sacrifice his wife makes for their family.[18:30] Gender equity: Jan discusses the stigma around choosing family over work, and Mark predicts a big change that companies will need to make to keep Gen Z leaders on their teams.[22:44] 21 Traits: Mary names her top three from Jan’s 21 Traits of Authentic Leadership and shares why leaders need to welcome honest feedback. As for Mark, everything comes down to just one leadership trait.[27:42] Advice for auto industry leaders: Bosses have more control over their employees than they often realize. Jan, Mary and Mark discuss the implications of this power imbalance.[31:38] The F-bomb: Feelings: With so much emphasis on goals and metrics, what about the emotional component of leadership? Jan and Mary share their thoughts.[33:14] Closing comments: Would you work for Mary Buchzeiger? Mary and Mark submit their final answers — although Mark’s comes with an important caveat.Top quotes[19:50] Jan: “There's this thing called life, and there are many facets to it. You can't be all work.”[24:06] Jan: “You talk to any leader and they'll say, ‘Oh, I empower my team.’ And then next thing you know, they're the most ridiculous micromanager on the planet … You’ve got to give people things that really throw them in the deep end and let them sink or swim.”[27:53] Jan: “When you control the paycheck, you control [your employees’] lives. You control their ability to pay their mortgage, to put food on the table, and to live the life they want to live. … It's something that you've got to be very careful with, and it's something that you have to respect.”[30:09] Mary: “[Pushing back] helps better the business … The people that have egos, you can't push them nearly as hard, right? So they're getting less feedback from their team.”[31:30] Mark: “I've worked for some great men and women throughout my career. I've seen some really good examples, and I've tried to pull from every single one of them. I think it's a lot of like, ‘How did that make me feel when that situation came up? Okay, I never want to make someone feel like that.’ Or, ‘I always wanna make someone feel like that.’”