The Automotive Leaders Podcast

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 A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control.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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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