The Automotive Leaders Podcast

Watch the full video on YouTube - click hereIn this bonus episode of the ALP podcast, Jan Griffiths delves into a pivotal moment in the automotive industry as the UAW (United Auto Workers) calls for a strike across the three major American OEMs: Ford, General Motors, and Stellantis. This historic event highlights the significant challenges that supply chain leaders and CEOs within the automotive sector are currently facing. Jan sets the stage for this critical day in automotive history, emphasizing the urgent need for strategic responses to address the disruptions rippling through the supply chain.Joining Jan are industry experts Tor Hough, CEO of ELM Analytics, and Sig Huber, Chief Commercial Officer for ELM Analytics. Together, they engage in a comprehensive discussion about the essential steps required to prepare for and effectively manage such disruptive situations. The conversation revolves around key aspects, including the critical role of gathering timely and accurate data about suppliers, enhancing supply chain resilience through design and relationships, and the analysis of the five pillars of risk: liquidity, labor, parts, demand, and transportation.Moreover, the episode underscores the paramount importance of transparent communication with the supply base, the cultivation of trust, and proactive planning for financial risks and startup challenges in the event of prolonged disruptions. As the automotive industry grapples with uncertainty during the ongoing strike, this episode equips supply chain leaders and CEOs with valuable insights to navigate the complex landscape of supply chain disruptions successfully.Themes discussed in this episode:Automotive industry disruptionsSupply chain risk managementFinancial vulnerabilities of suppliersImportance of Communication and TrustStrategies and CountermeasuresPillars of Supply Chain ResilienceFeatured Guest: Tor HoughWhat he does: Tor Hough is the CEO of ELM Analytics. Tor is fervently committed to elevating data quality standards in the industry while catalyzing business change, transformation, and growth.Featured Guest: Sig HuberWhat he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.Episode Highlights:[03:27] Data Gathering: The importance of gathering accurate and timely data about suppliers, especially in the sub-tier levels of the supply chain, to understand vulnerabilities.[10:06] Navigating Supply Chain Vulnerability and Building Resilience: Sig and Tor dive into the automotive supply chain's vulnerabilities amid disruptions like COVID and the UAW strike. They emphasize the importance of timely data, supplier financial health, and strategies for bolstering resilience, including supply chain design and robust supplier relationships.[14:15] Proactive Planning for Supply Chain Resilience: Sig delves into best practices for bolstering supply chain resilience. They emphasize the need for proactive planning to mitigate financial risks and navigate startup challenges during prolonged disruptions.[15:27] Effective Crisis Leadership, What Leaders Should Do Now: Sig Huber, Tor Hough, and Jan Griffiths share invaluable insights into leadership during supply chain crises. Learn about the significance of clear communication, crisis management teams, building trust with the supply base, and maintaining strong relationships. Gain actionable advice for leaders in the automotive industry facing disruptions like the UAW strike.[24:25] Five Pillars of Risk: Analyzing the five pillars of risk—liquidity, labor, parts, demand, and transportation—and the significance of addressing each pillar during supply chain disruptions.[27:22] Financial Risk and Authentic Leadership: Sig discusses the financial risks impacting suppliers, stressing the need to identify and prioritize vulnerable ones. Jan emphasizes the importance of authentic leadership when dealing with financially challenged suppliers.Top Quotes:[14:18] Tor: "The design of your supply chain matters greatly. The type of part that you're manufacturing and who you're using to manufacture that can have a big impact on how you respond to events."[15:13] Tor: “Gathering the data to understand where your suppliers are is important. And in both preparing for it, and then understanding what you need to do to respond once the event occurs.”[17:51] Sig: “If it's a few weeks, I think that the industry will be okay. If it drags out beyond six weeks, I think it's going to be a different situation.”[18:52] Tor: “That trust relationship allows you to get ahead of the problem, identify where the weaknesses are, and then put in countermeasures.”[29:38] Jan: “When you identify a supplier with some financial weakness, please do not go in there with a baseball bat and aggressive tactics and show how tough you are and that you're going to make the supplier perform what is quite possibly the impossible. Please go in there with a nurturing, coaching supportive approach.”

Sign up for The Automotive Leaders Letter Watch the full video on YouTube - click hereIn this insightful podcast episode, Cheryl Thompson, CEO of the Center for Automotive Diversity, Inclusion, and Advancement (CADIA), joins host Jan Griffiths to discuss the critical topic of Diversity, Equity, and Inclusion (DE&I) in the automotive industry. Cheryl shares her inspiring journey, from washing dishes in the basement of Ford Motor Company to becoming a CEO, highlighting the possibilities for personal growth and professional excellence.The conversation also touches on Cheryl's role at American Axle & Manufacturing and her efforts to champion DE&I within the organization. Demystifying DE&I, Cheryl emphasizes that it's about creating workplaces where everyone feels valued, respected, and has equitable opportunities. She introduces the concept of the "fear zone," a barrier to meaningful DE&I progress, and addresses common pushbacks and resistance faced in DE&I initiatives.Cheryl outlines the critical elements of an effective DE&I strategy, including leadership commitment, systemic change, and creating inclusive cultures. She also shares CADIA's mission to double the number of diverse leaders in the automotive industry by 2030 and highlights the tangible bottom-line impact that diversity and inclusion can have. The episode concludes with Cheryl offering valuable advice to leaders in the automotive industry: the importance of self-awareness and fostering an inclusive environment.Themes discussed in this episode:Diversity, Equity, and InclusionPersonal and professional growthCrafting an Effective DE&I StrategyChallenges and Pushbacks in DE&IBalancing Psychological Safety and AccountabilitySignificance of self-awarenessFeatured Guest: Cheryl ThompsonWhat she does: Cheryl Thompson is CEO and Founder of the Center for Automotive Diversity, Inclusion, and Advancement. (CADIA) Cheryl possesses a wealth of experience in the automotive sector, having held key roles at prominent companies such as Ford and American Axle.On leadership: “I think that leaders, particularly leaders who have been around for a while, think that they know everything, they think they've got it all figured out. And nobody has it all figured out.”Mentioned in this episode:Center for Automotive Diversity, Inclusion and Advancement (CADIA)Gallup surveyNational Defense Industrial AssociationGoogle in Project Aristotle 2012CADIA ConnectsMeet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling authorMeet Carrie Uhl, Chief Procurement Officer for GE HealthcareEpisode Highlights:[00:03:03] Cheryl's inspiring career journey: Cheryl's remarkable career trajectory, from washing dishes in the basement at Ford to becoming a CEO, illustrates the power of determination and perseverance.[00:10:21] American Axle's DE&I initiatives: This podcast episode explores American Axle's commitment to Diversity, Equity, and Inclusion (DE&I), shedding light on the organization's efforts to create a more inclusive and equitable work environment for all employees.[00:13:16] Diversity, Equity, and Inclusion (DE&I): The podcast delves into what DE&I truly means in the workplace and its importance for fostering inclusive cultures and diverse leadership.[00:17:33] Balancing psychological safety and accountability: The discussion revolves around the challenge organizations face in maintaining a delicate balance between holding individuals accountable for their actions and fostering an atmosphere where employees feel psychologically safe to express their thoughts and ideas.[00:22:05] Overcoming challenges and pushbacks in DE&I: Cheryl and Jan explore common pushbacks and hurdles organizations encounter on their DE&I journey. These include resistance to change, fear of backlash, and the importance of navigating these challenges with resilience.[00:31:01] CADIA's role in DE&I: A spotlight on CADIA (Center for Automotive Diversity, Inclusion, and Advancement) and its mission to double the number of diverse leaders in the automotive industry by 2030.[00:40:30] Bottom-line impact and benefits: The podcast discusses the positive impact that DE&I initiatives can have on a company's bottom line, from increased innovation to improved employee engagement.[00:42:57] The fun stuff: In a lighthearted segment, Cheryl shares her favorite band and mobile app (LinkedIn), adding a personal touch to the conversation.[00:47:49] The 21 traits of authentic leadership: Cheryl's favorite trait of authentic leadership is  "self-awareness." Cheryl's emphasis on self-awareness is a testament to her commitment to personal growth and unwavering dedication to making the automotive industry more diverse, equitable, and inclusive.[00:48:06] Advice for auto industry leaders: Cheryl offers valuable advice to automotive leaders on the significance of self-awareness in fostering diversity, equity, and inclusion.Top Quotes:[00:35:38] Cheryl: "If you make those small, little moves about being more inclusive, getting to know each of your team members, what motivates them, what is going to help them show up at their best, you will start to see those benefits yourself."[00:39:26] Cheryl: “People are our biggest assets. And that's how we get the work done. So I absolutely agree. We need to focus on the people thing.”[00:48:27] Cheryl: "Recognize how you're making people feel. Recognize how you're treating people."[00:48:57] Jan: “You have to be aware of who you are and where those knowledge gaps are and develop more of that growth mindset than fixed mindset.”[00:49:13] Jan: “If we are going to transform this industry, and we are going to do it, it's not all about the product. It is about the people.”

Contact Lockton - Your Automotive Industry Insurance ExpertSign up for The Automotive Leaders Letter Watch the Full Video on YouTube - click hereIn this podcast, Jan Griffiths talks to Kristin Trecker, Chief Human Resources Officer at Visteon Corporation, a global auto tech company. The focus is authentic leadership and transformation in the automotive industry —how to roll with change, grow the right mindset, and drive real impact. Trecker shares her 5-year journey in automotive, underlining the need to adapt, learn, and network. She's all about true leadership, especially in these fast-changing times.Jan and Kristin discuss ditching the old top-down leadership for newer, agile styles. Leaders must flex, admit missteps, and foster learning and teamwork. They also dig into how authentic leadership fuels innovation, spotlighting how Visteon's learning culture and Agile Software method spark small yet game-changing innovations.Kristin ends by pushing leaders to step up, link with strategy, and grow their businesses. She's all for making things happen, staying in the know, and boosting the auto industry's drive forward. This podcast digs deep into Kristin's journey and leadership impact. It's a roadmap for change, learning, and pushing the industry's pedal to the metal.Themes discussed in this episode:Innovative Transformation in the Automotive IndustryDeveloping a Talent Supply ChainVisteon’s Holistic Culture ChangeTechnological Shift of a Legacy Auto CompanyThe Importance of Having a Growth Mindset as a LeaderFeatured Guest: Kristin TreckerWhat she does: Kristin is the Chief Human Resources Officer at Visteon Corporation. She excels in driving cultural transformation and using technology to propel business success, while her skillful blend of strategic vision and operational prowess nurtures high-achieving teams.On leadership: “I also asked my team, give me feedback. Did I do something wrong? Or should I have done something different? …. Because no leader is perfect. And if you can develop that two-way conversation, that mutual trust, you can just go so much more quickly.”Mentioned in this episode:Sachin Lawande, President and CEO of Visteon Corporation  The Automotive Leaders Podcast Episode 36: Meet Warren Harris, CEO of Tata TechnologiesThe Automotive Leaders Podcast Episode 65: Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling authorThe Automotive Leaders Podcast Episode 78: Meet the ‘Godfather of the EV’ and CEO of Switch Mobility, Dr. Andy PalmerEpisode Highlights:[00:05:24] Revolutionizing Talent Supply Chain: Kristin delves into the concept of the talent supply chain and its transformative impact on the automotive industry. Drawing parallels from traditional supply chain practices, Kristin explains how Visteon is reshaping its organizational culture to resemble a tech company, fostering employee empowerment and accountability.[00:08:24] Empowering Gen Z in the Workforce: Jan and Kristin explore the shifts in workforce expectations and values, highlighting Gen Z's emphasis on purpose-driven work and aligning company culture with individual contributions. They discuss how embracing these changes can increase engagement, meaningful connections, and positive organizational impact.[00:15:29] Reimagining Performance Management: Jan and Kristin candidly discuss the shortcomings of traditional annual performance reviews and the need for a more agile and employee-centric approach. They emphasize the value of ongoing conversations, real-time recognition, and transparent feedback to foster trust, alignment, and rapid growth within organizations.[00:27:18] Balancing Tradition and Innovation: The conversation delves into the challenge of balancing automotive industry traditions with the demand for innovation and rapid transformation. Kristin and Jan discuss how companies must evolve their cultures and leadership styles to align with new industry trends.[00:32:32] Applying Lessons from Other Industries: Kristin draws parallels between Formula One racing and the automotive industry, emphasizing the value of iterative improvements and the role of technology in driving success. The conversation highlights the importance of being open to change and embracing new ideas.[00:36:18] The 21 Traits of Authentic Leadership: Kristin Trecker's favorite trait of authentic leadership is the "growth mindset," which aligns with her passion for continuous learning and adapting to new challenges. She emphasizes the importance of believing in oneself and being open to new possibilities.[00:44:59] Advice for auto industry leaders: Kristin recognizes the importance of creating an impact in an ever-evolving landscape, empowering leaders to steer through industry shifts and trends with purpose and vision.Top Quotes:[00:04:59] Kristin: "Asking for help when you need help. I think that's probably something that will speed up how your company operates when you can develop that sort of culture.”[00:05:31] Jan: "You do you, the only thing you can control truly in this world is yourself. You cannot control what others think of you and you cannot control their behavior. But you can control you, and you can influence your team.”[00:11:29] Kristin: "I think culture is all about a lot of little things that you do within your company, it's decisions that you make, it's how you interact with people, it's where you focus, and that creates culture."[00:37:46] Jan: "Growth mindset brings you back to being 100%, your authentic self and believing in yourself.”[00:44:59] Kristin:  "Find a way to make an impact in your business."

Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter Episode 101 is here, and we're diving deep into a compelling journey through the heart of the auto industry's transformation. Buckle up as we explore how legacy companies are reimagining themselves in the face of rapid change.In Episode 100, we sat down with industry veterans John McElroy and Jason Stein, to examine the auto industry's leadership and culture. Now, it's time to shift our focus towards the future—toward transformation. While the term "transformation" might seem like a ubiquitous buzzword, the present episode promises a fresh outlook. We're not just talking about change; we're uncovering the essential elements that propel legendary auto companies into the future.Remember the Blockbuster and Netflix tale? Think of it as a cautionary tale for our beloved industry. How can century-old giants like Goodyear and Ford shift their thinking to harness the power of startups? We delve into the success story of Mach49 and Goodyear's transformation journey, revealing how they're nurturing innovation and embracing the startup mindset.And here's a hint: It's not just about splitting businesses or making structural changes. It's about a cultural revolution that brings innovation to the forefront.Linda Yates, CEO of Mach49, lays out the path to success in her book, "The Unicorn Within," unveiling how legacy giants can tap into the magic of startups and innovation. It's a blueprint for reinvention—a guide to unleashing the true potential of auto industry leaders.But the real magic lies in understanding how Tesla's "all design in one room" philosophy can break down the silos that have held us back. It's time to ignite a startup mentality and forge new paths.So, rev up your curiosity and join us on this riveting journey of transformation and innovation. Click the play button and hear the auto industry's evolution from the inside out.Get ready to shift gears and embrace the future. Because, as we'll uncover, the road less traveled is where the true revolution begins.Themes discussed in this episode:Transformation in the Auto IndustryStartup Mentality and Culture shiftLessons from Goodyear and Mach49Nurturing innovation and embracing startupsOvercoming Silos and Nurturing InnovationImportance of fostering an authentic leadership approachAdapting and staying relevant in a rapidly changing landscapeOthers mentioned in this episode:Episode 92: Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool"The Seven Secrets to Tesla's Success," a Youtube video by John McElroySandy Munro, CEO of Munro & Associates"10x Is Easier Than 2X" by Dr. Benjamin HardyLori Jo Vest, Partner at Popspeed Digital Marketing LLCFeatured Guest: 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: "This podcast is all about finding those leaders who really 'get it,' who understand what the leadership model and the culture is required for in the future of this industry."Episode Highlights:[00:03:59] Injecting Innovation into Legacy Giants. Jan discusses the need for legacy auto companies to infuse a startup mentality into their operations for innovation. Splitting business units like Ford did is a step, but true transformation requires cultural shifts beyond just structural changes.[00:06:37] Unleashing Innovation. Jan highlights Goodyear's example of successfully integrating startup mentality into their legacy company. This case study showcases the importance of nurturing innovation, fostering cross-functional collaboration, and adopting a venture capital approach.[00:08:29] Strategies for Cultivating Innovation. Jan delves into "The Unicorn Within," a book by Linda Yates, showcasing how legacy companies can create a nurturing environment, leverage their strengths, and diversify their growth engine.[00:11:35] Disrupting Traditional Silos. Jan explores Tesla's innovative approach of having all design under one roof. This strategy disrupts traditional silos, enabling streamlined communication and collaboration, resulting in more cohesive and innovative designs. [00:15:52] Journey to personal and professional transformation. Jan shares her personal transformation journey, from leaving a corporate job to pursuing her mission. The story illustrates the importance of aligning personal beliefs with professional goals to drive meaningful change. [00:17:34] Shifting from Incremental to 10x Thinking. Jan encourages a shift in mindset from incremental improvement to a more ambitious 10x thinking, citing examples of how personal and professional transformations can drive significant change.Top Quotes[00:02:37] Jan:  "Think back to the Netflix story. Blockbuster had the chance, didn't they, to nurture that startup, but they didn't do it... They were complacent. They thought that they knew best. And they were dead wrong."[00:05:12] Jan: "It's one thing to make the structural change, but it's about much more than that. It's about the culture and the way that we do business."[00:10:09] Jan: "There are advantages that we have in legacy auto land, but we have to learn how to leverage those unique attributes and those unique things that we have."[00:10:37] Jan: "It's about finding the right culture for our legacy companies; I believe will be the secret to our success."[00:16:35] Jan: "I walked away from that, took it all to $0 income, because I believed—I believe in myself, and I believe in my mission. My mission is to transform the culture in the auto industry."[00:18:09] Jan: "And so what we have to do in legacy auto land is to get away from this 2x incremental steps of improvement kind of mindset and move to more of a 10x kind of thinking, both professionally and personally, to close this out.”[00:18:54] Jan: "It's going to take a heck of a lot more than small incremental steps of improvement. It's going to take massive transformation in the way we think and the way that we do business. The time for this transformation is now.”

Watch the Full Video on YouTube - click hereIf you want to understand the cultural shift the automotive industry is going through right now, you need to look back to the year 1905.“Get ready,” warns John McElroy, the influential journalist, and commentator who created “Autoline Daily,” the auto industry’s first news and analysis webcast. “This industry is going to see more change in the next seven years — taking us to the end of this decade — than we've seen in the last 100 years.” How fitting, then, that John — along with SiriusXM host and Flat Six Media CEO Jason Stein — joins this special episode of the Automotive Leaders Podcast to talk about the trends that are about to tear up long-held industry beliefs. Jason, who is the former publisher of Automotive News, highlights how Toyota’s Akio Toyoda’s 100-year vision is a shining example of the kind of foresight and determination the industry needs to prepare for and face these oncoming challenges.Discussing the kind of authentic leadership the automotive industry needs, we hear wisdom from a range of top auto and business leaders, including former Campbell's CEO Doug Conant, HEVO CEO Jeremy McCool, “Godfather of EV” and former Aston Martin CEO Dr. Andy Palmer, and Volkswagen  North America’s CSMO Andrew Savvas.Tune in to this very special 100th episode of the Automotive Leaders Podcast as Jan sits down with John and Jason to talk about the change the automotive industry is about to undergo. Be sure to listen to the very end of the episode when the guests get personal — and to hear why Jan thinks the automotive world needs more leaders like Ted Lasso.Themes discussed on this episode: The challenge of creating long-running podcasts and build a faithful listenership (with stats to back it up)The importance of servant leadership in a time of monumental industry changeThe uphill battle of changing a century’s worth of business processesThe nature of EVs and what OEMs need to do to stay ahead of the gameHow company culture is trickle-down, starting with the boardWhy culture can’t change if purchasing and supply chain executives are measured by bottom-line cost resultsWhat the new generation of authentic leaders really need to embody to get themselves etched into the automotive Mount RushmoreWhy there’ll be more change over the next seven years than there has been in the last centuryFeatured Guest: John McElroyWhat he does: Journalist, lecturer, commentator, and entrepreneur, John is the influential thought leader in the automotive industry. He created “Autoline Daily,” the first industry webcast of automotive industry news and analysis. With a deep knowledge of the industry, John talks about its many facets, and remains unrivaled in his dissection of its inner workings.On leadership: “If you don't have a motivated, dedicated workforce that comes into work every day excited to do new stuff that's going to make the product or the services that the company offers better, there's no way that you're going to compete against those that have that. So culture and leadership in the auto industry are more important now than ever before.”Featured Guest: Jason SteinWhat he does: Jason is a former VP and publisher of Automotive News, and a long-time producer of compelling content. He is now owner and CEO of Flat Six Media, as well as host of “Cars & Culture with Jason Stein” on SiriusXM. Jason is focused on unique stories — from business leaders to automotive legends — bringing automotive history to life and distilling future trends.On leadership: “It all starts at the top: What leadership dictates transcends and trickles down to everyone else and … motivates behavior. … When [Toyota] decided they were going to move from California to Texas, Akio Toyoda had a 100-year vision. I don't know of many companies who lay out roadmaps that are that long and in that detail.”Episode HighlightsTimestamped inflection points from the show[4:46] Cream of the crop: Podcasting stats reveal how challenging building an audience can be — and how easy it is to give up.[11:53] Winning workplace, winning marketplace: Some automotive industry leaders are embodying new leadership values, transforming century-old company culture in the process.[16:40] Cultural myopia: What the board of directors dictates trickles down to the rest of the company. Toyota’s 100-year vision and its move from California to Texas sets an example for what cultural change can really achieve.[20:53] The how: Former Campbell's CEO Doug Conant turned the company around with a simple principle: “You have to be tough on standards, and tender-hearted with people.” Servant leadership is critical for real change.[23:50] Can you relate?: Measuring purchasing and supply chain executives by bottom line cost results drives certain behavior. Nothing will change until buyer rewards and compensation changes, John highlights.[29:35] EVolution: HEVO CEO Jeremy McCool called Detroit OEMs “antiquated.” Forget about moving forwards without more nurturing, coaching-based relationships with tech startups. But there’s a tougher, cut-throat edge to EV startups that both John and Jason emphasize.[35:06] Traditional vs. EV: What came out of the conversation with Dr. Andy Palmer, ‘Godfather of EV’ and former CEO of Aston Martin, was that there’s no right and wrong culture for auto suppliers and OEMs — you have to do what works for you when developing a new culture. But that’s no easy feat, as John explains.[41:01] Building an automotive Mount Rushmore: Andrew Savvas, Chief Sales & Marketing Officer of Volkswagen, is an exemplar of authentic leadership. How do we celebrate these kinds of leaders?[47:33] Advice for auto industry leaders: John says there’ll be more change this decade than over the last 100 years. Jason’s advice is to listen to John: If you think it’s fast-paced now, you haven’t seen anything yet. [54:23] 21 traits: One of the 21 traits of authentic leadership is vulnerability. John and Jason get real and discuss their favorite bands and binge-able TV shows.Top quotes[5:55] John: “I think people give up too easily. Being in media is not easy. It takes a while to build an audience. And if you don't make it to 10 [podcast episodes], you gave up way too easily.”[7:11] John: “[Podcasting]’s not only growing — it's killing broadcast radio, [just like] streaming is killing broadcast television. ... We're seeing a real technological change because of this.” [9:58] Jason: “It all comes down to people: That's all it is, it’s people's stories, and it's telling them in an effective way. Here we are in podcast land, and it's no surprise.”[10:33] Jason: “John's been talking to industry leaders for 3000 shows: The ability to draw out the stories of those individuals and make the corporate speak into personable [and] everyday individuals has been the magic of what John has been able to do.”[20:16] Jason: “The company just cares about us. It starts there, and transcends to Jack Hollis who's now running North America, and his note to me on the SiriusXM show was, we want to serve people … how can I serve [them and] my teammates today? So it's not about, what's the stock price today, or what's the monthly sales pay? — those things are important but, [as] Jack explained, it starts with serving others. If more companies adopted that kind of culture, it'd be a very different industry.”[36:23] John: “It's very hard to take an existing culture and change it — damn near impossible. … All my career, I have heard people say how stupid the automakers are in Detroit, General Motors, Ford and Chrysler, they don't know anything. They're just so dumb. They're a bunch of Midwest Hicks that don't know what's going on. I've been hearing this for half a century — they're still around, so they must know something. But there's no question — and they all recognise — that they've got to change. But … processes built up … for 120 years, [are] so hard to change.”[48:01] John: “Get ready: This industry is going to see more change in the next seven years — taking us to the end of this decade — than we've seen in the last 100 years. … You have to go back to around 1905 to find the similar situation in the auto industry that we face right now. Tremendous change going on. And back then it was technological — today, it's technological. Back then it was cultural — today, it's cultural. The difference today, of course, is that it's on a global basis.”

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?”