AMN Drivetime

In this episode of DriveTime, Cassie Bell, chief people officer at NAPA, discusses the automotive technician shortage. She explains how big of a gap she predicts over the next few years.Looking ahead to 2027, Bell said the industry lacks about 800,000 techs. “So, if you want perspective that's about the size of Atlanta and if we think about the population there,” Bell said.

In this episode of DriveTime, Matt Crumpton discusses his work with 18,000+ NAPA Auto Care centers across the U.S. He serves as director of auto care programs at NAPA Auto Parts. He highlights the most urgent training needs, including ADAS Training for Technicians, and extended reality tools for emerging aftermarket technologies.Crumpton pointed to ADAS as one of the most exciting emerging technologies. “It's also the fastest growing, even over EVs, because of the amount of saturation in vehicles. It is very lucrative,” he said. According to Crumpton, many NAPA Auto Care centers have invested in ADAS. These centers reported an extremely quick ROI. “We even have one of our former council members that it's now 20% of his business,” Crumpton said.

In this episode of DriveTime, Emily Schneider, senior director of marketing at NAPA Auto Parts, discusses the NAPA Know How Campaign. She also talks about the company's emphasis on B2B customers and its 100th anniversary celebrations this year.NAPA defines the professional technician as its core customer—the person who throws away the NAPA box every day. This focus on B2B customers sparked a strategy to return to NAPA's roots with a fresh take on its iconic “NAPA Know How/The Pros That Know” tagline.

In this episode of DriveTime, Chris Williams shares insights on the value of Automotive Aftermarket Brands and their importance in today's industry. He is the President and CEO of NA Williams, a 4th-generation, family-owned business.Williams explains what companies must do to stay relevant, engaging and profitable in the current landscape. According to Williams, companies must adapt and focus on basic strategies to reach and stay in front of consumers.

In this episode of DriveTime, Danny Huffaker discusses the Carlyle Tools Reimagined campaign and the brand's bold new direction. He is the SVP of Product & Marketing at NAPA Auto Parts. He talks about how the Carlyle Tool brand is being “reimagined.”“The Carlyle Tool program has been around for a while, but we realized that it was time to really innovate and disrupt the market with this, for lots of reasons,” Huffaker said.

In this episode of DriveTime, David Stewart, VP Sales and Marketing, Wells Vehicle Electronics, talks about the company's new branding initiative, and how he plans to re-introduce Wells to the aftermarket.Reintroducing a Legacy BrandStewart said his passion has been to bring the Wells Vehicle Electronics brand to the forefront for technicians and distributors. Some of younger generation may not be familiar with the legacy of the 122-year-old company, he noted. This legacy is what will drive the company forward for years to come, he added.Driving Brand Awareness Through People“I think the biggest selling proposition is that you have the right people. We have an amazing team. The sales team is out there driving that, getting in front of the customers, the technicians, bringing that brand awareness back out there.”Building a Stronger Sales ForceOne of Stewart's goals when he joined Wells two years ago was to deliver professional-grade products and superior service to customers. The first step was to understand and identify the team that was already in place, and then grow and expand it to a much stronger salesforce. The focus was on the team to make sure they had the right assets in the field to go out and drive that relationship with their customers, Stewart said.To hear more about Stewart's initiatives, be sure to watch the video above.Episode Overview:• Wells Vehicle Electronics' new branding initiative (3:40).• Delivering professional-grade products and superior service to customers at every level (5:56).• Most opportunity for Wells' products with emerging technologies (7:01).• Outlook for Wells and the aftermarket this year (10:26).• Lightning Round (12:50).

In this episode of DriveTime, Jason Rainey, VP of Auto Care, NAPA Auto Parts, discusses the recent NAPA NOW event and the NAPA Auto Care Center program. He also explains what it takes to become a NAPA Gold-Certified shop.Rainey described the NAPA NOW event as an educational experience. “So, the thing that I really have liked about this event is it's truly something you just have to experience. I've never seen anything like it in my entire career,” Rainey said. Attendees spend time engaging directly with NAPA's products, learning about features and benefits. These features and benefits, Rainey added, “truly makes NAPA a differentiated distributor.”Hands-On Learning and Business Development OpportunitiesAttendees also focus on the business side of running their shops. They attend Master classes that cover topics like company culture and succession planning. Attendees meet with the NAPA Auto Care Advisory Council to learn how it supports them. They also observe the council's ongoing work and interact with NAPA vendor partners. Attendees receive full access to these vendor partners throughout the event.How NAPA Gold-Certified Shops Set the StandardThe NAPA Auto Care Advisory Council created the Gold-Certified Program to recognize top-performing shops. These shops commit to growth, excellence, and a high-quality customer experience. There will be more than 800 NAPA Gold-Certified shops by the end of 2025, Rainey said. The program defines 10 criteria, and each one connects directly to a specific business benefit. These standards form the foundation of what defines NAPA Gold-Certified Shops.To hear more about Rainey's initiatives, be sure to watch the video above.Episode Overview:• Rainey's career and how he got his start at NAPA (1:24)• Goals and overview of the NAPA NOW event (8:24)• NAPA Auto Care Center profile (12:38)• Criteria to become NAPA Gold-Certified shop (13:23)• NAPA Apprenticeship Program details (19:03)• Lightning Round (26:16).

In this episode of DriveTime, Randy Breaux, Group President, GPC North America, discusses the four key tenets necesssary for business success and high-performance team building. They are vision, strategy, structure and culture.“With regard to our vision, we created a new vision and that was to be the trusted provider of automotive parts and solutions. And that remains the vision. And it's very simple,” said Breaux, pointing to a key word ‘trust.' “That's very important in our business because we are in a relationship business in this automotive aftermarket,” he explained.Trust and Relationships at the CoreBreaux also talked about his belief in how relationships come first and success follows as it relates success. He pointed to NAPA's 100th anniversary milestone this year. The relationships that matter most are those you have with your employees, customers, stakeholders, and supplier partners, said Breaux. NAPA, he added, has had a 50-plus-year relationship with some of its supplier partners.High-Performance Team BuildingBuilding a high-performance team that gives 100% effort and is void of complacency is also one of Breaux's strategies. “What you find is, the best companies have what I call ‘A' players on the team. And ‘A' players are players that just are not going to be satisfied with status quo," he said.Breaux's winning formula includes stacking his team with ‘A' players. “When we can do that and they have a clear understanding of what the strategy and the vision are, then you just turn ‘em loose and they go tear it up,” Breaux said. “And, that's what we try to do. And for me, that's the winning formula.”To learn more about Breaux's insights and strategies, be sure to watch the video above.Episode Overview:• Four key tenets that are essential for a successful business (2:32).• Relationships come first, and success follows, and how that relates to NAPA's 100th anniversary milestone this year (4:01).• Building a high-performance team that gives 100% effort every day (5:47).• Having a customer-first mindset that drives value and builds lasting partnerships (7:36).• Focus on B2B growth supporting professional repair shops and fleet managers (9:36).• Lightning Round (10:37).

In this episode of DriveTime, Pete Proimos, founder of the Filotimo Foundation, discusses his former aftermarket career at AP Emissions Technologies and the next facet of his life that supports cystic fibrosis.After Pete finished college, briefly attended law school and quickly realized that career wasn't for him, his father Vange advised him to work in the company's distribution center. Pete worked his way up through the ranks, spending a year and a half working through every single department, and eventually landed in sales where he held various roles.Pete then took his tools and war chest and moved it to another phase of his life, when he founded the Filotimo Foundation for cystic fibrosis support. Pete shares that he was born with cystic fibrosis, which is a genetically inherited disease. He describes the issues of living with cystic fibrosis, medical advancements that have increased life expectancy, and how his foundation was formed to help and support a patient set of 40,000 adults in the U.S. who are living longer with cystic fibrosis, and who now have to figure out how they're going to survive as adults in society.The Filotimo Foundation is hosting a gala fundraising event on May 16, 2025, to help create awareness of and support for the disease. The event will raise money for both hardship support and fertility support for cystic fibrosis patients. Every dollar raised is a dollar that goes straight toward those patients, Pete said, such that $2,000 can get one cystic fibrosis patient full hardship support for an entire year.To learn more about Pete and his foundation, be sure to watch the video above.To donate, log onto: https://filotimofoundation.org/donate/ Episode Overview:• Pete describes how he got his start in the automotive aftermarket and provides an overview of his former role at AP Emissions (1:14)• Pete shares his personal story and how it fostered the creation of a foundation, the Filotimo Foundation, in support of cystic fibrosis (6:48)• The purpose of the Filotimo Foundation (12:58)• Details about the upcoming Gala event, and how the industry can support the Foundation (17:10)• Lightning Round (21:12).

In this episode of DriveTime, Matt Fowler, Chairman of the Young Auto Care Network (YANG) and Account Executive at Ubisense, discusses his background in digital assets and then delves into his sales role at Ubisense, which uncovers hidden process data via its tracking technology to boost company productivity.Fowler says the most interesting, coolest thing about the aftermarket is that it is a very familial type of space. “It is the only industry I've worked in… the only space where everyone really is just trying to work well and work together to make everything better.”Fowler became chair of YANG in July, 2024, which now numbers over 1,600 active members. He describes his role and vision for the organization which involves working with council members to grow these key YANG pillars: networking events, digital engagements, education, sponsorships and scholarships. He also discusses the group's main programming events: Connect Week, May 12-15, in Phoenix; Fall Leadership Days and the Legislative Summit, Sept. 17-19, in Washington DC; and the AAPEX Show, Nov. 4-6, in Vegas.To learn more about Matt and his roles at YANG and Ubisense, be sure to watch the video above.Episode Overview: • Matt's role at Ubisense (1:21)• The most interesting thing he's learned about the aftermarket (3:07)• Matt's role as YANG chair and his vision for the organization (5:05)• YANG's goals for 2025, with highlights of key events that are in the works (7:48)• Lightning Round (11:13).

In this episode of DriveTime, Brad Beckham, CEO of O'Reilly Auto Parts, discusses how he got into the business at 17 years old, sweeping floors and putting up stock in an O'Reilly Auto Parts store in Oklahoma. It was 1996 and, at that time, O'Reilly had less than 200 stores. Over time working in that store, he became a parts specialist and still remembers the 16 feet of paper catalog racks on the front counter. He held every position in the store for the next couple of years, from counterperson to night manager to assistant store manager. It was at this first store that he fell in love with the business.Preserving a Culture That Started in 1957  Beckham delves into the O'Reilly culture, which he says is “the most critical factor in the company's historic and future success.” The team began formally documenting the company culture in 1998, even though the culture started in 1957, the year O'Reilly was founded. “It was important to clearly define and preserve the simple, foundational principles that got us here,” explains Beckham. “If we ever lose this family culture, as we become a public company and we acquire other companies, if we start to dilute the culture that has really built our business, we're not going to be the same company.”Promoting from Within and Valuing the Front Line  The O'Reilly culture prioritizes teamwork, enthusiasm, hard work, excellent customer service, modesty and “promote from within” opportunities. What a lot of people don't realize, Beckham says, is that all 650 district managers came from inside O'Reilly. “Every one of those district managers came from running a successful O'Reilly store,” he explains. All 75 regional managers, as well, also came from inside the O'Reilly organization.  Beckham also points to the 93,000 O'Reilly Auto Parts team members, the far majority of whom – 70,000 – are in the stores on the firing line in front of its customers. “They have the most important job in our company,” says Beckham. To hear Beckham's full aftermarket story, be sure to watch the video above.  DriveTime Episode Overview: -Beckham's aftermarket career and how he landed at O'Reilly Auto Parts (1:16). -The value of a dedicated team at the company's more than 6,300 store locations and 31 distribution centers (23:30).  -The O'Reilly Auto Parts company culture (27:54). -The value of supplier partnerships, especially in today's competitive market environment (31:52).-Outlook for O'Reilly and the aftermarket this year (36:02).-How the famous O'Reilly jingle, Oh, Oh, Oh, O'Reilly….Auto Parts, came to be and other ways O'Reilly is keeping the brand fresh, engaging and top of mind. (41:53).-Lightning Round (44:30). 

In this episode of DriveTime, as the VISION conference kicked off in Chicago, Bill Long, president and CEO of MEMA, The Vehicle Suppliers Association, and Paul McCarthy, president of MEMA Aftermarket Suppliers, addressed supplier sentiment about the current state of the aftermarket, describing it as a mix of urgency and cautious optimism. Industry leaders agree there's never been a more critical time for suppliers to come together, given the wide range of challenges: tariffs, shifting sourcing strategies, profitability pressures, the REPAIR Act, consolidation, and talent and technology concerns. VISION's mission to clarify what success looks like now — and in the future — has never been more relevant.Resilience and OpportunityDespite these challenges, there is strong resilience and opportunity in the aftermarket, stressed Long and McCarthy. While 2024 wasn't a standout sales year, midterm indicators — vehicle age, miles driven and VIO — remain solid. Technology, especially ADAS, is emerging as a key growth area. New research shared at VISION signals that innovation may soon deliver real gains in efficiency and margin. As near-term disruption continues and long-term strategies evolve, suppliers are relying on collaboration and insight to move forward.REPAIR Act Automotive Impact: Supplier Sentiment and Industry Outlook The REPAIR Act (H.R. 1566) is considered essential for the industry's future, Long and McCarthy stressed. Introduced by Rep. Neal Dunn (R-FL-02), this bipartisan bill protects consumer choice, fair market competition and property rights — especially as telematics and over-the-air updates create new barriers. Long and McCarthy emphasized the urgency of passing the bill within this Congressional session — the next 20 months — and underscore that victory will come from continued grassroots action and engagement at the local level.To hear more details about Long's and McCarthy's aftermarket perspective, make sure to watch the video above.Episode Overview:• Supplier sentiment about the current state of the automotive aftermarket (1:10)• Legislative issues and the impact to supplier member businesses (6:02)• Current state of affairs of REPAIR Act legislation (12:36)• Goals of the MEMA Aftermarket Suppliers Training Council (19:25)• Aftermarket Outlook 2025…what did MEMA get right and what did MEMA get wrong? (21:54)• Lightning Round (32:37).

In this episode of DriveTime, Russ Stebbins, VP and GM, North American Aftermarket at PHINIA, talks about the company's vision to lead the transformation toward a sustainable, carbon-free future in the automotive aftermarket. The company has historically focused on internal combustion engine (ICE) solutions. It is now actively advancing new initiatives to support the industry's shift toward sustainability, Stebbins explained. Additionally, PHINIA is focusing on AI training for technicians.From OE Expertise to Aftermarket Agility PHINIA bases its approach on a philosophy of OE expertise and aftermarket agility. “We don't shy away from the fact that we're an OE company; rather we embrace it and take that to the aftermarket with the speed that's needed for our aftermarket channel partners,” Stebbins said.PHINIA is focused on delivering the right parts at the right time, supported by relevant training and information for its channel partners down to the technician.  Multilingual Support in 2025 PHINIA sees future growth in Canada, Mexico and Central America.In 2025, it will launch websites for French Canadian and Mexican Spanish-speaking audiences. Additionally, innovation remains a priority, especially through the integration of AI, explained Stebbins.  Driving Global Innovation Through AI Training for Technicians PHINIA is launching global AI-driven training programs. These will let the company create content in one language and translate it easily for global technician education. To hear more about PHINIA's initiatives, be sure to watch the video above. Episode Overview: • Stebbins' career and how he landed at PHINIA (1:10);• PHINIA's vision and value proposition to customers across the North American aftermarket (3:22);• How PHINIA is strengthening customer relationships (6:56);• Details about how PHINIA is leveraging emerging technologies to become a more recognized and trusted name in the aftermarket (13:36);• Insights into the Delphi Training Academy (19:14);• Lightning Round (22:29).

In this episode of DriveTime, JC Washbish discusses the familiarity of the Washbish name, the esteemed aftermarket heritage that goes along with it and how he got started in the industry.JC comes from a long lineage in the automotive aftermarket, proudly being the fourth generation involved in the business. His career in the automotive aftermarket began at NGK Spark Plugs, where he managed distribution in the Caribbean, before joining the Aftermarket Auto Parts Alliance. He was promoted to President of the Aftermarket Auto Parts Alliance on January 1, 2024, and then named both President and CEO in January 2025.JC said the outlook for 2025 is hopeful. “We are in a really good position as a country to do more, to do better. You can feel the energy that's out there. Car count is up, miles driven are up – all hopeful for our business, and the economy should be in a better position. I'm pretty excited to see what 2025 brings,” he said.JC is focused on strategic growth while ensuring the team's continued success, while sticking to this piece of advice from his uncle, Doug Washbish: "Work Hard, Be Nice."To learn more about JC and the Aftermarket Auto Parts Alliance's initiatives, be sure to watch the video above.Episode Overview:• JC describes the esteemed heritage of the familiar Washbish family name, beginning with his great-grandfather who started the business (1:06)• JC talks about his first aftermarket job, and walks through his aftermarket career (4:13)• JC describes how he got hired at the Aftermarket Auto Parts Alliance and what it's like working with his father, John Washbish, who he said cares deeply about the industry. “My father has done a great job as an icon in the industry. He gets it. He lives the industry,” JC said. (5:05)• JC was promoted to President of the Aftermarket Auto Parts Alliance on Jan. 1, 2024, and named President and CEO in January, 2025. He walks through year one and describes what year two looks like (12:38)• The value of the Aftermarket Auto Parts Alliance Channel Partner awards program as it relates to importance of partnerships in our business (18:25)• Details about the Automotive Parts Services Group (APSG) meeting in April 2025, that the Aftermarket Auto Parts Alliance is planning (22:14)• The company's advocacy efforts as it relates to the Right to Repair initiative (24:50)• Outlook for the Aftermarket Auto Parts Alliance and the aftermarket in 2025 (32:10)• Lightning Round (34:23).

In this episode of Drivetime, Sethi highlights NexaMotion Group's mission to simplify complex vehicle repair and support the broader industry through innovation. At the heart of NMG's strategy are its core values—commitment, humility, optimism, integrity and respect—which are deeply ingrained in the company's culture and operations. This commitment to values is reflected in its continuous efforts to evolve as a business, including recent acquisitions and significant expansions in both product lines and team growth. NexaMotion Group has seen notable growth in 2024, with over 1,500 team members, 125 locations and the addition of 30 new locations. Its proprietary e-commerce platform, Transend, has grown significantly, now offering approximately 700,000 SKUs, with plans to reach one million soon, Sethi said. NMG is also focused on developing technology solutions that address industry challenges. “Our goal is to start with what are the problems and what are the challenges of the industry? And can technology be an enabler to help solve those issues,” explained Sethi. As an example, NMG recently launched an AI tool for catalog assistance to improve inventory management, pricing and availability, which demonstrates its commitment to leveraging technology to enhance operational efficiency.Looking ahead to 2025, Sethi added that NMG plans to continue expanding its product offerings, especially in undercar products, and further integrate its locations into a comprehensive auto care mindset. The company aims to continue growing through acquisitions, particularly targeting businesses that align with its values and are looking to join a larger organization, Sethi said, and takes the decision to bring in new partners seriously, ensuring that values alignment is a key consideration in any partnership.To hear more about NMG's initiatives, be sure to watch the video above.Episode Overview:• Sethi explains NMG's commitment to serve, passion to innovate and commitment to its core values (0:57)• Sethi explains the vision behind why the company was created (Transtar Holding Company formed NexaMotion Group in December, 2023), and defines its value proposition to the aftermarket (2:48)• What NMG “one year later” looks like, and how NMG's mission statement, “Simplifying complex vehicle repair to keep the world moving,” sets the stage for everything the company does (4:35)• Sethi provides examples of how NMG is a problem solver, helping customers “navigate a maze of challenges” (6:45)• How leveraging technology and eCommerce enables NMG to provide next-level service to customers (8:55)• Overview of NMG experience at AAPEX (10:40)• Outlook for NMG and the aftermarket in 2025 (11:49)• Launch of additional product lines across NMG's entire network and expansion through adding new business partners (12:50)• Lightning Round (15:00)

In this episode of Drivetime, Sopariwala describes how DRiV, the aftermarket division of Tenneco, is focused on making bold, innovative moves within the automotive aftermarket. A prime example of this is the company's implementation of cutting-edge automation technology at its AutoStore facility in Smyrna, Tennessee, DRiV's largest distribution center for the U.S. and Canada. The facility utilizes 125 robots working in harmony to pick and place products at the rate of over 100 lines per hour, demonstrating DRiV's commitment to exploring the “art of the possible,” Sopariwala explained.The Tenneco portfolio is comprised of over 32 brands, including Moog, Monroe, Fel-Pro and Champion, many of which are over 100 years old and are market leaders in their categories, according to Sopariwala, who sees strong growth opportunities for DRiV globally, with double-digit growth in many regions. The brands span a range of vehicle components, from suspension and exhaust parts to gaskets, spark plugs and engine oil. “I'm really proud of the DRiV team globally that has delivered year-over-year growth in a down market,” Sopariwala said.As he looks ahead to 2025, Sopariwala said DRiV will continue capitalizing on growth in key markets, including heavy-duty commercial vehicles, which now represent a growing portion of its business. And, while the transition to EVs is accelerating in passenger vehicles, he anticipates a prolonged demand for aftermarket parts for internal combustion engine (ICE) vehicles, likely extending into the late 2040s.To hear more about DRiV's initiatives, be sure to watch the video above.Episode Overview:• Sopariwala explains DRiV's “bold moves” strategy (0:50)• The details of Sopariwala's extensive industry background (2:39)• The relationship between Tenneco and DRiV (4:13)• Top brands under the DRiV umbrella (4:56)• Business climate in 2024 and outlook for 2025 (5:58)• Deeper dive into the DRiV brands (7:20)• Future of EVs and evolving technology (10:55)• Heavy-duty segment as an important part of DRiV's business (13:03)• How Garage Gurus makes life easier for the installing technician (14:26)• Lightning Round (16:16)

In this episode of Drivetime, Marco Faulenbach, senior vice president, aftermarket Americas, MANN+HUMMEL delves into how the company has established itself as a leader in filtration. With an emphasis on advanced engineering, R&D and innovation, MANN+HUMMEL invests heavily in the development of filtration media. Through its global production facilities, MANN+HUMMEL produces 32 filters every second (24 hours a day, 7 days a week) and has 250 global patents alone in media, explained Faulenbach. The company also invests in sustainable practices, including zero landfill operations and environmentally friendly production methods. A commitment to sustainability and cutting-edge technology has positioned MANN+HUMMEL as a leader in both the automotive and industrial filtration markets, Faulenbach added.Looking ahead, MANN+HUMMEL continues to prioritize innovation and sustainability in its strategy for the aftermarket, focusing on strengthening its key brands WIX, Purolator and MANN-FILTER. The company also is expanding its global footprint through a new joint venture in Malaysia.To learn more about MANN+HUMMEL's aftermarket strategy, be sure to watch the video above.Episode Overview:• Faulenbach's background and how his career in the aftermarket got started (00:56)• How an investment in R&D, engineering, digitalization and advanced technology support's MANN+HUMMEL'S market leadership position (4:08)• Fill rates and the current situation at WIX (7:26)• MANN+HUMMEL and its prioritization of sustainability (10:36)• Faulenbach's vision for the company over the next few years (12:35)• A new joint venture for a production facility in Malaysia (14.03)• Lightning Round (15:05)

In this episode of Drivetime, Shane O'Kelly, president and CEO of Advance Auto Parts, discusses several key strategic moves for the company, most notably the sale of Worldpac and the continuing importance of the Carquest brand. The decision to divest Worldpac allows Advance to focus more directly on its “blended box” strategy, which targets both DIY and professional customers, O'Kelly explained. O'Kelly emphasized the importance of relationships within the aftermarket industry, noting that the strong partnerships between distributors and suppliers are critical for success. He also highlighted the importance of listening to both customers and frontline employees. “People buy from people. And what I love about that is that it's not a transactional relationship because a transactional relationship lasts for a minute,” he said.Looking ahead, Advance Auto Parts is focused on expanding its footprint, with plans to open up to 100 new stores per year and consolidate its supply chain through a reduction in distribution centers. This will be supported by new “market hubs” designed to offer a greater variety of parts and faster delivery times to customers, meeting rising demands for speed and convenience.To hear O'Kelly's formula for success in his own words, make sure to watch the video above.Episode Overview:• O'Kelly discusses Advance's sale of Worldpac (0:49)• The Carquest brand and how it fits into the Advance Auto Parts family (2:36)• O'Kelly discusses his career path to the aftermarket and educational background that started at West Point (4:20)• Discussion of B2B and B2C and how they play together within Advance (8:52)• O'Kelly discusses the slogan, “Leaders eat last” (13:19)• The story of O'Kelly receiving his diploma from Colin Powell, a 4-star general at the time (14:13)• Advance names Bruce Starnes executive vice president, chief merchant, and what that means for the company moving forward (15:02)• The symbiotic relationship between distribution and manufacturers (18:15)• Vision for Advance for the next three years (20:28)• Lightning Round (23:46)

In this episode of Drivetime, John Treece, president and CEO of DMA Industries LLC, credits his company's exponential growth over the last 10 years to his management team and the group of associates who work there. “It takes a collaborative, strong leadership team and everybody being on the same page and focused around the customer,” Treece said. “Our differentiator is being a flexible, nimble company. We've had to adapt and modify as the industry has changed, but also as our customers have changed. We don't sell cookie cutter. Everything in our world is customer specific, very detail oriented,” he explained.Treece also discusses how DMA is a good solutions provider for customers with its focus on being data centric—and continuing to bring innovation and technology into its business. As a way to stay at the forefront, Treece said the company continues to “evolve our internal processes, never becoming complacent, always listening to our customer, and, most importantly, developing what it is, whether it's a product or a solution to a business problem, and then delivering that with excellence. And that really is where we see our past success and our future success remaining.”To hear Treece's formula for success in his own words, make sure to watch the video above.Episode Overview:• Treece's journey to the aftermarket (1:00)• Treece describes DMA's exponential growth over the last 10 years (7:02)• The challenges of workforce development (12:00)• Current state of the aftermarket and its biggest challenges and opportunities (15:44)• A quick story about trying to schedule a vehicle repair with a dealership vs an aftermarket shop (20:12)• Treece's prediction on what trends will shape the industry in the next five to 10 years (23.33)• Lightning Round (26:17)

For Mark Stewart, becoming CEO and President of The Goodyear Tire & Rubber Company was a lifetime dream realized. Stewart grew up with his father working at the Dunlop Tire plant (owned by Goodyear) and spent his afternoons after school in his grandfather's repair shop surrounded by the car parts he now helps create and sell. “I got a call from Goodyear more than a year and a half ago now. I've been here nine months. It was really a privilege to be asked to enter that process for such an iconic company, and I felt a little bit of a heart string pull with my dad having been in the tire business on the manufacturing side,” Stewart said.Stewart's career has taken him all over the world, to multiple companies with histories that span more than a century, and it has now come full circle. To hear it in his own words, make sure to watch the video above.Episode OverviewStewart's early experience in the automotive world (1:01)Stewart's passion for DIY work (6:07)The impact of BEVs in the tire industry (7:18)Lessons in next-generation technology from Amazon (11:19)Insights from Stewart's most recent trip to Asia (13:43)Goodyear's industry focus (15:13)Goodyear's position as a B2B and consumer brand (18:34)The latest on the Goodyear blimp (20:24)Lightning round (25:42)

In this episode of Drivetime, Dr. Christian Dickopf, senior vice president, Corteco Division at Freudenberg-NOK Sealing Technologies, shared his perspective on the evolving automotive aftermarket industry and the essential factors for career success. With more than 18 years of experience at Freudenberg Group, Corteco's parent company, his journey from product development to leadership underscores the value of diverse skills and networking in this field. Dickopf highlighted the company's commitment to innovation, especially as the industry shifts toward electric vehicles (EVs) and autonomous technologies. Cortecois actively developing unique aftermarket products tailored to EVs, which have distinct needs compared to traditional vehicles, he said.“There is a slight dip right now. I believe, long-term, we will move toward better electric vehicles. At least that's what the data indicates today,” Dickopf said.Additionally, Corteco is expanding into the heavy-duty vehicle sector, focusing on providing high-durability parts to meet the demands of commercial vehicles. For aspiring professionals, Dickopf advised building cross-functional expertise and maintaining industry networks to thrive in this competitive market.Make sure to give the video a watch; you can jump to specific topics with the episode overview below.­­­Episode Overview:Dickopf discusses his life experiences in Germany leading to his role at Corteco (0:45)Corteco's role in the aftermarket (7:24)How Corteco plans to serve the heavy-duty market  (12:06)Prioritizing keeping top talent with the company (15:06)Corteco's recent growth and future outlook (20:09)Lightning round (22:06)

In this episode of Drivetime, we welcome Jayme Farina, Executive Vice President at AP Emissions, to share his career journey and insights into the automotive aftermarket industry. Farina reflects on his upbringing in West Texas, his education at Texas Tech and how he was introduced to the industry. He talks about his early career experiences, highlighting the importance of mentorship and how guidance from others helped shape his path. Farina then delves into AP Emissions' values, focusing on the company's core pillars of trust, respect and collaboration. He explains how these principles have been fundamental to the company's success and how they continue to drive the business forward under new ownership. He also discusses AP's vertically integrated manufacturing process, which allows the company to respond quickly to market demands and stay at the forefront of product innovation.Farina emphasizes the importance of the automotive aftermarket, encouraging young professionals to consider careers in the industry. He shares his belief in the value of giving back and supporting industry collaboration, which he sees as vital for long-term success.Episode Overview:How Jayme got started in the automotive aftermarket (0:59)Jayme talk about impactful mentors in his life (4:09)Discussion on the culture at AP Emissions (6:37)How a recent buyout has impacted the company (8:33)AP Emissions and vertical integration (11:20)How Jayme gives back to his community (13:41)Lightning Round (17:17)

Gideon Williams remembers his entrance into the aftermarket world, initially viewing it as a lucky accident. Since then, he has risen to head the Aftermarket Division at Revolution Parts. His experience, he noted, has given him a bird's-eye view of the industry, which he describes as a blend of “blue-collar grit and white-collar strategy, driven by technology” and a relentless focus on innovation. Revolution Parts is carving out a unique space in the industry by providing digital solutions that act as the connective tissue between manufacturers, distributors and sellers, Williams said. The company's tech stack is designed to eliminate friction points within the supply chain, offering a seamless integration of OEM and aftermarket parts through advanced e-Commerce platforms. This approach addresses a critical need in the market: enhancing the connectivity between various stakeholders to optimize the delivery and availability of parts, ultimately serving the end customer better.As the aftermarket continues to evolve with the digital age, Williams emphasized the importance of meeting the new, tech-savvy generation of technicians where they are—online. He forecasts a significant growth in digital commerce, predicting a two- to four-times increase in market activity as the industry continues to adapt to new buying behaviors. For Revolution Parts, the ultimate goal is to provide an end-to-end solution that reduces friction, boosts market share and aligns with the evolving needs of a digitally driven industry.Williams' outlook reflects a broader trend in the aftermarket: a commitment to leveraging technology to not only keep pace with industry changes, but to actively shape its future. Episode Overview:How Gideon Williams ‘lucked' into the aftermarket (0:47)RevolutionParts and company culture (4:14)RevolutionParts and selling online (6:49)Future roles for the company (9:24)e-Commerce and parts stores (12:31)Lightning Round (16:48)

Success in the automotive aftermarket often stems from humble beginnings and a deep understanding of the industry. Mike Fiorito, the current Director of KYB Americas, exemplifies this journey. His career in the aftermarket began unexpectedly when he took a job as a production and inventory controller at Edelman after graduating from college. Although his background was in marketing, this role provided him with invaluable insights into the industry, starting from the factory floor. However, Fiorito's introduction to the automotive world started even earlier, at the age of 15, working at a car wash. The job taught him important life lessons, such as the importance of doing things right the first time and understanding the details of the task at hand—lessons that would stick with him throughout his career.After gaining extensive experience at Edelman, Fiorito transitioned to Brake Parts Inc., where he spent 17 years, moving through various roles from sales to vice president. This period was instrumental in honing his skills in product management, marketing, and executive leadership, Fiorito said.When KYB presented an opportunity, Fiorito was initially unsure, but was encouraged by industry peers to take on the challenge. Over time, he assumed the role of Director, leading the company with a focus on product integrity and industry education. Under his leadership, KYB has distinguished itself in a competitive market by offering precisely engineered products tailored to specific vehicles, emphasizing their commitment to quality over quantity.Fiorito's career also reflects the value of mentorship, having been guided by several mentors throughout his journey. He now prioritizes mentoring the next generation, ensuring that they gain a comprehensive understanding of the industry, much like he did.Episode OverviewFiorito explains his career path (1:16)Fiorito mentions the importance of mentorship (5:25)How does KYB differentiate itself in a crowded market? (7:59)KYB and sustainability (11:42)Lightning Round (15:19)

Roger McCollum is in his first year as chairman of the University of the Aftermarket Foundation. The veteran aftermarket industry executive was elected as chairman in November of 2023, replacing longtime chair Bob Egan, who transitioned to the role of chairman emeritus. Before becoming chairman at UAF, McCollum spent more than three decades with N.A. Williams in a number of roles. He was named vice president in 1990 and went on to serve as President, CEO and Chairman. In 2023, the foundation awarded 378 scholarships totaling more than $640,000. But in order to meet the demand for technicians and other aftermarket professionals, McCollum says additional scholarship funding is needed.“Certainly the students benefit. Certainly the industry organizations get quality people to come to work for them,” said McCollum when discussing who benefits from UAF's scholarships. “We're helping to attract talent and bring quality, fresh new young people into our industry. We're providing the next generation of industry professionals and ensuring a vibrant aftermarket for the future.”In this episode, McCollum addresses the need for more UAF lifetime trustees (a minimum $100,000 donation is required) and other funding for programs to support UAF's mission.Episode OverviewMcCollum discusses UAF's role in the industry and the scholarships the foundation has awarded. (1:09)McCollum shares his journey from a UAF board member to becoming chairman. (8:35)How people in the aftermarket can help build UAF's program and expand its reach. (11:40)How the investment in aftermarket in education leads to a more skilled workforce. (17:06)McCollum discusses the UAF Coffee Club, for smaller donors who contribute monthly. (20:26)McCollum talks about the UAF Legacy Club and the goals for its future. (23:06)Celebrating Mort Schwartz's 90th Birthday (26:47)Lightning Round (30:24)

Growing up in South Louisiana, Randy Breaux started working young, inspired by his machinist father and grandfather. His formal career began after college, spending 26 years in manufacturing, with 21 of those at Baldor Electric Company. Following its acquisition by a European firm in 2011, he transitioned to the distribution side, joining Motion, a division of Genuine Parts Company.At Motion, Breaux held various roles, eventually becoming President in 2018. In March 2023, he was appointed Group President for GPC North America, overseeing both the industrial and automotive sectors, which included NAPA.Breaux's leadership philosophy emphasizes four key tenets: vision, strategy, structure, and culture. He believes a clear vision supported by a robust strategy, executed within an effective structure, and underpinned by a strong culture, is crucial for business success. He also highlights the importance of avoiding the "ABCs" - arrogance, bureaucracy, and complacency - while building a high-performing team.A mentor taught him the importance of transparency and honesty, guiding principles that have shaped his management style. Breaux prioritizes building solid relationships based on trust and transparency, believing that success naturally follows strong relationships. This approach extends to his dealings with employees, customers, and shareholders.In his view, focusing on customer needs is paramount, rather than closely monitoring competitors. He emphasizes the importance of understanding and meeting customer expectations to drive value and build lasting partnerships.While NAPA serves both DIY and professional customers, Breaux highlights the company's strong reputation among professionals as the key focus. The complexity of modern vehicles often necessitates professional repair services, which aligns with NAPA's commitment to supporting professional repair shops and fleet managers.Episode OverviewRandy Breaux discusses his career, starting at NAPA and transitioning into a role with GPC (1:46)Breaux shares his philosophies on an effective work environment, also known as ‘Breaux Knows' (5:10)Why Breaux lives by the philosophy “relationships first, success follows” when it comes to business (10:30)A focus on customers over competition and why Breaux believes this leads to success (11:22)Coming up on a year in his new role, Breaux shares his impressions of the aftermarket (12:35)B2B or B2C, Breaux explains NAPA's main focus (14:07)Breaux shares his Charles Barkley story (16:37)Lightning Round (19:37)

For Mike Mohler, it all began in Monroe, Louisiana, where he worked for his father, Ray. Throughout high school and college, he honed his skills at the family's warehouse distribution center, mastering tasks like loading trucks, receiving stock, and managing the will-call counter.Graduating from high school in 1984 and college in 1989, Mohler gained a thorough understanding of how a warehouse distributor operates. This foundational knowledge set the stage for his future success. After college, a pivotal moment came when he joined Federal-Mogul as a territory sales manager, covering a vast region that included East Texas, Northern Louisiana, Southeastern Oklahoma, and Southwestern Arkansas. This role involved calling on warehouse distributors, engine rebuilders, fleets and service dealers, providing him with a comprehensive view of the industry.His tenure at Federal-Mogul lasted until 2000, during which he rose through the ranks to become a business development manager. This position required him to identify new business opportunities across various sectors, including small OEM, industrial and heavy-duty markets. This experience broadened his perspective on the automotive aftermarket.In June 2000, he transitioned to the National Pronto Association, eventually becoming its Vice President and Director of Product Management. His role at Pronto expanded his understanding of the industry from the distributor's viewpoint, enriching his knowledge and expertise.By 2015, the automotive aftermarket landscape was evolving. The launch of the Automotive Parts Services Group (APSG), a joint venture between Pronto and Federated Auto Parts, marked a significant milestone. The collaboration focused on combining resources for vendor relations, procurement and data management, setting a new standard for co-opetition in the industry.In recent years, Mohler's role has involved managing vendor relations for APSG, working closely with suppliers to maintain relevancy and drive strategy. His unique position, balancing responsibilities between Pronto Network and the Federated-Alliance Joint Venture, underscores the collaborative spirit essential to modern automotive aftermarket success.Episode OverviewBeginnings in Monroe, Louisiana (1:53)Time spent at Federal-Mogul (4:27)An overview of what Mohler sees as challenges for distributors (16:10)Discussing Section 301 Tariffs and the future of the aftermarket (20:49)Procurement and procurement strategies (30:27)Mohler's board and organizational involvement (36:47)Lightning Round (40:57)

Cal Ganda's path from Zimbabwe to leading aftermarket distribution at Continental's ContiTech Group is a testament to seizing opportunities and embracing change. Arriving in the U.S. in 1998 for university, he ventured into food manufacturing post-graduation before diving into consulting.A chance encounter with Continental during a consulting project in Mexico led Cal to discover an opportunity in tire assembly supervision in Charlotte.This marked the beginning of his journey with Continental, where he embraced various roles, from tire assembly to logistics and process engineering.Today, as Head of Aftermarket Distribution at ContiTech Industrial Solutions Americas, Cal embodies servitude leadership, prioritizing team success and customer-centricity. ContiTech's realignment toward customer-centricity underscores its commitment to innovation and customer satisfaction. Strategic investments, such as the recent hydraulic hose plant in Mexico, highlight Continental's proactive approach to optimizing distribution strategies and enhancing customer proximity. Beyond his professional endeavors, Cal's ownership of Real African Art gallery in Charlotte reflects his commitment to cultural preservation and community engagement.

Grace Hovis's journey in the family business, Hovis Auto and Truck Supply, highlights the balance between honoring tradition and seeking innovation. Founded in 1952, Hovis Auto and Truck Supply Inc. has evolved from a small operation into a major player in the automotive parts distribution space. This evolution was fueled by a willingness to adapt and innovate, a lesson Grace learned from an early age.  "My father brought me and my brother into the business as soon as we could push a broom," she said. "He had us in the warehouse. We were following around employees. He'd give us a few bucks at the end of the day, and we were thrilled. He made me business cards when I was in preschool. I'd walk around trade shows with him and hand them out to the reps and tell them that I'd be working with them someday."Today, Hovis is the marketing and training director at Hovis Auto and Truck Supply, and from those traditional aftermarket beginnings, she underscores the significance of digital tools – from e-commerce platforms to CRM systems – in enhancing customer engagement and streamlining processes. The digital transformation of the aftermarket is not just about adopting new technologies, but also about reimagining business models to thrive in a connected world. "I think it's always important to look back on where a company started, how it came to be the way it is and why they do things the way they do them," she said. "But I also think that a young, fresh perspective can come in and look at some of those things and say, 'That works great, but why don't we try it this way?' I think another perspective our generation brings is a fresh look on technology."Hovis noted that young automotive aftermarket professionals, like those involved in YANG, bring invaluable insights into emerging technologies and market trends. Their fresh perspectives are crucial for understanding the implications of advancements such as electric vehicles (EVs), autonomous driving technologies and AI. By fostering a culture that values innovation and inclusivity, the aftermarket can tap into the potential of the next generation to address future challenges and opportunities.In this episode of AMN Drivetime, sponsored by AISIN, Hovis talks through her journey in the automotive aftermarket and highlights the integration of fresh perspectives on automotive aftermarket technology that can significantly impact the industry's trajectory.

As MEMA commemorates its 120th anniversary, it's an opportunity to reflect on the organization's profound impact on the automotive aftermarket industry. Founded on March 2, 1904, MEMA has evolved from a modest gathering of parts manufacturers in Cleveland, to a pivotal force in the global automotive landscape. In this episode of AMN Drivetime, sponsored by AISIN, Bill Long, president and chief executive officer, discusses MEMA's recent reorganization to better serve its members amidst industry transformations, reflected on his 11 years at MEMA and highlighted efforts in advocacy, sustainability, U.S. manufacturing competitiveness, and global trade expansion. • Introduction to MEMA's 120th anniversary, the founding of MEMA in 1904, and its original directors and members. (00:56) • Expansion of MEMA's membership and the evolution of its purpose, highlighting key historical moments and contributions to the automotive industry. (02:56) • Significant milestones in MEMA's history, including the introduction of credit reporting services, co-sponsoring the automotive service industry show, opening the DC office, and the formation of various market segments within MEMA. (04:53)• Reflections on personal experiences and meaningful moments within MEMA over the past 11 years. (08:05)• Discussion on the organizational changes in MEMA, aimed at better positioning the association for the future. (11:03) • Future plans and focus areas for MEMA, including strengthening the supplier voice in Washington DC, addressing manufacturing competitiveness, and expanding global trade. (14:21)• The "Lightning Round" of quick questions. (19:00)

Serendipity led Jon Owens, national sales manager for Epicor, to find the automotive aftermarket. Jon started out in sales for Timken Roller Bearing in Canton, Ohio, and describes finding the aftermarket after graduating from college as being in the right place at the right time. However, it wasn't until he took over the NAPA Auto Parts account for Timken and started going to meetings, such as the AWDA Conference, where he truly recognized the power of volunteering for industry committees.“You're exposed to industry icons and you just can't beat that kind of exposure,” said Owens, who just began his two-year stint as president of the Automotive Aftermarket Charitable Foundation (AACF), and arguably, has become an industry icon himself. “For me, it all began at AWDA. I was smitten with it and convinced that industry volunteerism benefited not only the industry, but also benefited me personally and whatever company I was going to represent.”Since then, the list of organizations and committees Owens has served on is too long to publish here. Yet in his time at various automotive aftermarket companies, he has always been sure to remain involved outside of his 9-to-5 and has learned many lessons in business and life from the aftermarket professionals he has volunteered with. In this episode of AMN Drivetime, sponsored by AISIN, Owens delves into those lessons as well as his career trajectory from Timken to Epicor and describes his vision for AACF.EPISODE OVERVIEW How Owens found the automotive aftermarket (0:58)His college football career and what he learned most from playing the sport at a high level (3:46)Owens's mentors in the automotive aftermarket (5:06)His involvement in the automotive aftermarket organizations and what makes our industry different when it comes to service outside of your day job (10:48)His biggest lessons from his involvement in aftermarket committees and organizations (16:32)Owens describes his vision for AACF as president for the next two years (22:45)How you can help with the AACF's mission today (29:54)

Jeff Koviak describes his “master's degree” in the automotive aftermarket as owning two muffler shops in Port Huron, Michigan, for a few years. He was at the ripe, young age of 24 and this stint came after he served as a Walker Exhaust territory manager with Tenneco in Detroit.Koviak calls that his first official job in the aftermarket, but in reality, his first experience in our industry dates back to his days in vocational auto mechanics class in high school. At the time, Koviak told his teacher he wanted to be involved in cars but didn't want to work at a dealership or be a technician. That's when his teacher reached out to Northwood University, where Koviak found a great fit in their automotive aftermarket management program. Since then, Koviak has spent his career in the aftermarket, navigating the changes Tenneco has experienced throughout the years.Today, Koviak serves as vice president of sales, customer service and sales operations, the Americas, at DRiV, and in this episode of AMN Drivetime, sponsored by AISIN, he delves into how his role and the company's strategies have shifted, especially when Tenneco merged with Federal-Mogul in 2018 and formed DRiV, as well as how the company has changed since being bought by private equity in November 2022. EPISODE OVERVIEWKoviak's career trajectory in the automotive aftermarket (0:39);Koviak's thoughts on the “transformational” merger of Tenneco and Federal-Mogul and how he played a role in combining the two businesses (8:01);Changes Tenneco/DRiV have experienced since being acquired by private equity and how the company is able to make quicker decisions (11:42)DRiV's plans for 2024- new products and a focus on improved fill rates (15:07)Koviak delves into the strategic direction of some of Tenneco's storied brands and what to expect from them in the future (19:32)The importance of giving back to the industry and Koviak's continued connection to Northwood (25:31)Lightening Round questions⚡ (28:57)Watch more episodes of AMN Drivetime here.

In its 81 years in business, MANN+HUMMEL has prided itself on being family-owned, remaining steadfast to its mission: separating the useful from the harmful with its filtration products. Yet, over the years, its products have evolved as the company has innovated to meet the demands of its customers. About 25 years ago, the innovation and heritage of MANN+HUMMEL attracted its current president and CEO to the company and he hasn't looked back. Kurk Wilks joined the company in 1998 on the OE side of the business as a senior account manager. Then, he transitioned into sales and took on a global role managing the General Motors account. Over the years, he has held director roles in the areas of sales, engineering and operations on local, regional and global levels. Finally in December 2018, he was named president and general manager of the company's OE business."Then, in 2020 I was asked by our chairman to become the CEO. So it's unique. I'm the first American CEO of this German, family-owned business," he explained. "But I think with my 25 years of experience, the deep respect I have for our heritage of what it means to be family-owned and be technology driven, I'm able to take those assets with our people, our most important asset, and make something different for our customers to experience." Today, MANN+HUMMEL calls itself the leader in filtration, as it continues to invest in R&D, engineering, digitalization and advanced technology. "We use analytics tools, AI and other processes now to really bolt on and streamline how we run the business," he said. "But in the end, for me it's about reliability and trust that when customers use our product, it'll make their asset perform as desired and as needed." In this episode of AMN Drivetime, presented by AISIN, Wilks delves into: His first roles in the automotive aftermarket and what attracted him to MANN+HUMMEL (0:51)His career trajectory at the company (2:30)Experiences that have shaped his view on the business (4:18)How MANN+HUMMEL has benefitted from its expanded distribution strategy after opening a distribution center on the West Coast (8:16)The ways the company is innovating in filtration through digital solutions and the importance of its digital hubs (10:12)Additional opportunities for the company's growth (14:12)What he's seeing as the state of the automotive aftermarket with his role as vice chairman of MEMA (15:01)The Lightening Round ⚡ This episode is sponsored by AISIN. To watch more episodes of AMN Drivetime, click here.

When Mike Palm tells you he's a jack of all trades at CRP Industries, he's not lying. Just look at his resume. He started with the company in 1986 as a graduate of Shippensburg University, just outside of Harrisburg, Pennsylvania. He found a marketing assistant job at CRP through a newspaper ad. In the early days, he became involved in product development, digging into vehicles to look at parts that CRP could create. He also dipped his toe in cataloging, sales support and supplier development in CRP's early years. "I even learned how to drive a forklift," Palm says laughing, recalling the memories of his various roles at CRP.After 10 years of working his way up at the company, Palm asked himself, "What's next?" His marketing mastery led him to find a role at Berlitz, a global supplier of language instruction, cross-cultural training and other educational materials, as its director of worldwide marketing. There, he gained experience in consumer marketing, yet always kept in touch with his CRP colleagues. After a decade at Berlitz, Palm, as he describes it, was lured back to the aftermarket by Daniel Schlidge, president and CEO of CRP, who presented a future-looking vision to Mike and told him how he could play a role in developing it. Since 2005, Mike has been a staple at CRP working his way up to vice president of sales and marketing, leading the company's aftermarket product management efforts and ensuring that CRP remains a respected brand in the industry. In this episode of AMN Drivetime, presented by AISIN, find out how Mike and his team are doing that by getting close to the customer and looking ahead at innovations the company will need to produce down the line. In this episode, Mike shares:How he started at CRP Industries and his experiences working at the company in "the early days" (0:40)Why he decided to leave the automotive aftermarket and what brought back to CRP from this experience (4:26)Why he returned to CRP and why he "wakes up everyday enjoying what I do" (9:18)The way his role as vice president of sales and marketing has changed and how he deals with change management both at CRP and in the industry (12:22)How CRP's Innovation Council has spurred multiple product innovations for the company (15:09)The value that the Innovation Council has brought to CRP's supply chain (19:39)Big opportunities for CRP to serve the marketplace in the near future (24:13)The Lightening Round ⚡AMN Drivetime is sponsored by AISIN. Find more episodes here: https://www.aftermarketnews.com/category/podcasts/amn-drivetime-podcast/

When you've worked for a company for more than 40 years, you certainly know “where the bodies are buried,” as they say. But more fascinating, you're a walking history book, seeing the company through its ups and downs, successes and flops and stellar innovations that have defined the next generation of the aftermarket.Jeff Kritzer, president and CEO of BendPak, is one of those guys.Kritzer started at BendPak, a California-based company best known for its car lifts and wheel service equipment, when he was a 20-something recent college grad. As he describes it, he found out about the job thanks to family connections: Owner Don Henthorn's daughter was best friends with Jeff's sister at the time. He knew Jeff was in search of a job, and Jeff soon started in the company's shipping and receiving department. Thanks to his innovative thinking and hard work, Jeff worked his way up in the company, seeing through dozens of brands, products and industry firsts over the years.In the latest episode of AMN Drivetime, sponsored by AISIN, Jeff delves into:His “rags to riches” career trajectory at BendPak (1:10)Advice and good business practices Jeff has learned from his mentors, including Henthorn (2:54);How BenPak's product lines have evolved over time to meet market demand (4:52);How the BendPak name was born and its offerings for the aftermarket today (6:00);Innovations around BendPak's CoolBoss product line (11:51);Why BendPak recently opened an industrial complex in Alabama and how it feeds into the company's strategy (14:17);Potetial growth Jeff sees for BendPak and its aftermarket brands (15:51);Reasons why the company purchased a new California HQ and wants employees to come into the office each day (17:13);How EVs are affecting lifts and wheel service equipment (20:03)Rapid Fire Questions (22:23)AMN Drivetime is sponsored by AISIN. Find more episodes here.

As a 30-plus-year automotive aftermarket veteran, Ted Hughes has seen change after change in the industry. He's experienced countless technological improvements. During his almost 24 years as head of marketing for MAHLE, he charged head-first into the digital era -- embracing digital media, e-commerce and a "data is king" mindset. Yet despite the evolution of the industry, one aspect has remained true: nothing beats the solid relationships that form long-lasting business partnerships and make this industry strong. About a year ago, he joined the Auto Care Association as executive director of the Aftermarket Warehouse Distributors Association (AWDA) and also took on the role of senior director of community engagement for the association, putting his love for the industry and his expertise for creating industry engagement to work. Although challenges abound, Ted looks at them as opportunities. In this episode of AMN Drivetime with Bill Babcox, presented by AISIN, Ted delves into:Making the change to association work and its biggest rewards (0:54);How he was fitted for skates at a young age and what playing hockey and other sports taught him that he takes into his career (3:13);Ted's career trajectory and how he found the automotive aftermarket (6:54);Shifts in the overall business that impacted Ted's roles and how he and his team addressed them (10:36)The future of AWDA (15:47);The importance of face-to-face interaction (18:39);Rapid Fire Questions (24:40)AMN Drivetime is sponsored by AISIN. Find more episodes here.

The Schwartz name is synonymous with the automotive aftermarket. It started with Mort Schwartz, an engineer by training who served as chairman and CEO of four different automotive aftermarket companies from the 60s to the 90s. Mort's service to the aftermarket, including as a member and chair of various aftermarket committees, spans more than 40 years, and now his son, Rick, is following in his footsteps to make the Schwartz name a leader in M&A advising and business growth strategies in the industry.Rick received his MBA from USC's Marshall School of Business, and while his father grew and ran companies in the aftermarket, Rick's career spans multiple industries working in management positions for the likes of Macy's, Nestle and The Upper Deck Company early in his career. He gained C-suite level experience as the COO of a health and fitness company before joining forces with his dad to create Schwartz Advisors, an M&A and growth consultant for companies in the automotive aftermarket.In 2006, Schwartz Advisors was born, and since then, the firm has added 12 industry experts from different segments to consult on various deals and strategies. In this episode of AMN Drivetime, sponsored by AISIN, Rick delves into:The reasons why he initially studied international relations (1:00)Lessons he learned from working at large companies in different industries early in his career (1:44)How Schwartz Advisors was born (2:54)The breadth and depth of Schwartz Advisors' expertise (4:02)Trends in M&A in the macroeconomy and the automotive aftermarket (8:02)The types of business that are a good fit for the "buy-side" and "sell-side" of acquisitions (10:22)Lessons Rick learned from his father, Mort (12:42)Rapid Fire questions (14:18)AMN Drivetime is sponsored by AISIN. Find more episodes here.

Michael Ceritano's resume includes an array of positions from around the aftermarket: marketing manager, car wash consultant, owner of an auto accessory business, aftermarket sales director and now COO. With a career spanning 30-plus years in the automotive aftermarket, Ceritano has used his industry expertise combined with his business savvy and willingness to learn new skills to grow GSP North America's business exponentially in the almost six years he's been with the company.In this episode of AMN Drivetime, presented by AISIN, Ceritano describes how he worked his way up in the industry, the ways he has helped grow the GSP North America team and what he feels has been integral to the company's success.Ceritano delves into:His forray into the automotive aftermarket with Chrysler (0:30)GSP's key product offerings and its history in North America (3:13)Why GSP has been "one of the most rewarding places" he has worked and how he has helped build the current team at GSP North America (5:36)The four P's that are driving factors of GSP North America's growth (9:37)The lessons he and his team learned during COVID with a majority of their production in China (11:32)Why GSP has launched value-added services like training for technicians who use its products (14:56)Rapid Fire Questions (16:11)Find more AMN Drivetime episodes here: https://www.aftermarketnews.com/tag/amn-drivetime/This episode is sponsored by AISIN. Learn more about AISIN here: https://www.aisinworld.com/

Upon celebrating his 80th birthday and 64 years in the automotive aftermarket, Jim Franco is as energized as ever about the business opportunities he sees in the market today. As president and CEO of Autologue Computer Systems, Jim has been in the software industry since the mid-80s and has seen a huge technological evolution–not only on the parts side but also the hardware and software side. While some may lament the changes that have been made, especially over a 64-year-career, Jim approaches it with gusto and believes others should, too.While Jim boasts that he is building a “rocket ship” with the great people at Autologue, he is quick to acknowledge that the root of this industry is in relationships–buying and selling parts from your local shop and getting them delivered in 30 minutes or less.“Nobody can compete with that,” Franco says. “Amazon is trying to, but they don't even come close.” In this episode of AMN Drivetime Quick Hits, sponsored by AISIN, Franco delves into:Reflections on his 80th birthday and how his business has evolved (0:46)His thoughts on the market today including technology and EVs (4:02)His plans for Autologue, including how he and his team are taking PartsWatch to a whole new level and building a “rocket ship” (6:06)The “Win the Day” Dashboard and why every auto parts distribution manager should use a tool like it (8:13)How Jim creates a culture of taking pride in your work at Autologue (10:32)Rapid Fire questions (12:53) AMN Drivetime is sponsored by AISIN. Find more episodes here.

For many in this industry, the automotive aftermarket is in their blood. They grew up in the business, whether it was wrenching in the summers in high school or hanging out with their parents at their place of work. This was the case for Travis Roffler, who has been the director of marketing of Continental Tire the Americas for almost 18 years and is a tire guy through and through.Growing up, Travis remembers wrenching with his dad in their garage and being fascinated with cars and racing at a young age. Little did he know that after graduating with a marketing degree from Florida State in 1992, his first job would be with Michelin North America as a customer service representative. He worked his way up at Michelin to become the company's marketing manager. Soon after, he was recruited by Toyo Tire USA to be its director of marketing. Travis credits his following his passion for automotive and the people in the industry for his “blessed” career.Travis has worked as the director of marketing for Continental Tire for almost 18 years and manages a team that is responsible for marketing for both the Continental and General Tire brands, including brand development, programs and promotions, product planning, communications and more.In this episode of AMN Drivetime, hear Travis discuss:How Travis' got his start in the ‘s passion for automotive led him to a career in automotive (0:29)Key mentors that helped Travis learn the tire business (4:40)Changing moments in Travis' career, including one that would affect his family (9:00)The meaning Continental's new taglines for its Conti and General brands and the process and research Travis and his team did to change them and make them meaningful (14:27)What Travis sees as a few key trends in the tire industry today, from manufacturing to retail (20:54)Travis' proudest career moment (26:50)AMN Drivetime is sponsored by AISIN. Find more episodes here.

Continuous improvement, known as “lean” in the manufacturing world, has been a guiding force for Ben Pryor, vice president of commercial for the Coats Co. Earlier in his career at Hennessy Industries (parent company of Coats), Pryor spent four months learning lean principles by going to the “gemba” – a Japanese term that refers to the place where the work is done. Pryor, appearing on “AMN Drivetime” with Bill Babcox, says the four-month lean immersion was “a rich experience” that continues to inform his thinking and decisions. The experience built on his previous exposure to lean while working for a manufacturing business in the St. Louis area earlier in his career.In this “AMN Drivetime” episode, Ben and Bill also talk about:00:36 – Ben's path to the automotive aftermarket2:14 – People who have influenced Ben the most during his career4:00 – Life-changing, momentous moments in his career8:16 – Process of company rebranding10:38 – Branching into other service categories11:59 – Coats' shop-productivity software15:18 – How tire equipment likely will evolve17:25 – The Lightning Round! AMN Drivetime is sponsored by AISIN.

In the last three years, Aisin World Corp. Of America has experienced its fair share of changes. As a result of the pandemic, the company expanded its operations. In 2021, it merged two business units to create Aisin Corp. to better foster synergies within the group and address future challenges like electrification. That same year, the company rebranded, and now, it's ready for the mobility challenges that await the aftermarket. “We're putting ourselves in a place where we're not only going to be known for our timing belt kits and water pumps, but also for future product categories as well,” explained Larrow Kaufman, senior sales manager for the North American Aftermarket at Aisin World Corp. Of America. “That is going to allow us to be relevant now and in the future for installers and WDs.” In this AMN Drivetime episode, Dwayne, Larrow and Bill discuss: The career paths for Dwayne and Larrow and how both found their way to Aisin (0:29)How Aisin expanded its operations and implemented new warehouse software because of the pandemic (4:30)The history behind the Aisin Seiki merger with Aisin AW Co. and how the move brought the “best of both worlds” together (7:03)Reasons for Aisin's rebrand in 2021 and how it unites all of Aisn's business units (11:20)Larrow describes Aisin's biggest growth opportunities (14:17)Dwayne explains how Aisin is looking outside the box to service EVs now and in the future (15:57)Dwayne and Larrow dig into the marathons and races they've participated in (23:09)Larrow talks about his collection of Datsun vehicles (28:23)More AMN Drivetime: https://www.aftermarketnews.com/category/podcasts/amn-drivetime-podcast/More from Aisin: https://www.aisinworld.com/