The Automotive Leaders Podcast

• Built by People: The Cultural Transformation Behind Cooper Standard’s Global Success

  This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - 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.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...

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• Beyond PR: Why Employees Are the Most Important Audience You Have

  This episode is sponsored by Lockton, click here to learn more Watch the Full Video on YouTube - click hereWhy 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.Themes 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

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• From Power to Partnership: Why Automakers Have to Reinvent How They Do Business

  This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereFord 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. Themes 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...

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• Liderazgo, Cultura y la Incertidumbre que Enfrentan los CEO de la Industria Automotriz

  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:

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• Leadership, Culture, and Navigating Uncertainty as a CEO in the Auto Industry

  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

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