The Automotive Leaders Podcast

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook - click hereSometimes 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 more Featured 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.”Send us your feedback or questions, we'd love to hear from you — email Jan at [email protected].

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook - click hereAI 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 more Themes 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 People: AI can speed up translation work, but the real value comes from pairing it with human expertise, where the best results may cost more yet deliver a higher-quality experience that’s worth it.[38:31] Mindset Over Machines: Real progress happens when leaders stop fearing the technology or spending blindly on it, and instead redesign their processes with a practical, consumer-focused mindset that keeps core values intact while evolving how work gets done.Top Quotes:[10:28] Bryan: “I don't think AI, like any other technological revolution, is going to shake all the jobs. I think what it is going to do is change the nature of work. It's automation by a different language. Automation doesn't replace work; it changes the nature of it.”[23:03] Bryan: “Technology is evolving much faster than the institutional changes to support that, and that fear is a limiting factor. And that's where the fear and hype of AI become so challenging: we need to find a middle ground that allows us to build and evolve these technologies forward faster and more efficiently, while managing the overhype. Automation's going to change the nature of work, and we're going to get rid of all employees due to the fear of, "What am I going to do if technology takes over?" And I think a lot of that comes down to balancing trust, trust in institutions, trust in organizations, trust in my colleagues.”[37:59] Bryan: “We've got to think about what the value proposition for that is and how we deploy AI and other technologies. If we keep chasing better, faster, cheaper, and that's the sole output, I could tell you that the Chinese will win with that. Our strength is going to become how we strategically focus on each of those elements in a more optimal system. And that's exactly how I think Detroit and other western and legacy automakers are going to have to reinvent, driving the mobility experience to compete with a growing potential tsunami of Chinese cars across the world.”

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook - click hereInside 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 more Themes 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 operationsFeatured 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.”

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook - click hereWhen 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 more Themes 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.”

Register NOW for the UHY 2026 Annual Automotive Supplier Outlook -click hereHow 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 more Themes 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 both.”[25:56] Jeff: “We talked about speed. We talked about accuracy. We talked about having people that really care and want to build relationships with their customers and the supply base. These are all things that are gonna be required to win, to be competitive, and to make sure the customer feels that you're worthy of the next purchase order. And I think they always prefer to give it to somebody they like versus somebody they don't like.”