Generated by All in One SEO Pro v5.0.0.1, this is an llms-full.txt file, used by LLMs to index the site. # Ennis & Co Executive search for the automotive industry ## Posts ### [The adoption illusion: three questions that separate automotive leaders building AI strength](https://ennisco.com/the-adoption-illusion-three-questions-that-separate-automotive-leaders-building-ai-strength/) **Published:** July 29, 2026 **Author:** Comms Team **Content:** Last year, through our work with 50 automotive leaders, Ennis & Co found that AI had become everyone’s priority but no one’s strength. Leaders were unanimous that digital capability would define future competitiveness – and almost as unanimous in admitting their organisations were not yet confident in delivering it. A year on, in conversation with four leaders working at very different points in the industry, the narrative has moved on. Almost everyone is now learning to use the tools. Far few are seeing meaningful benefits from them. What separated the leaders who have properly harnessed the deeper, transformational benefits of AI from those merely using it came down to three questions. The first is a question of grip: do you know how to own the technology? – not who it is assigned to, but whether the leadership team holds it closely enough to direct it at all. The second follows only for those who do: do you know where it fails? – because confidence without that knowledge is exposure rather than strength. And the third is the one almost no one is yet asking: are you pointing it at your own conveniences, or at your customers’? – the question that decides whether AI ever becomes a source of advantage rather than merely a saving. Most of the industry is still working on the first. The leaders these conversations reveal are already living the third. Paddy McGillycuddy is Managing Director at JLR, where they are determined to embrace AI for strategic advantage. Peter Virk is Co-founder of AI company Wyzer.it, bringing an engineer’s scepticism from a career as CTO of Lotus and senior roles at JLR and Forseven. Jeanette Ward is Director of HR at GardX Group, which builds AI products for the retail Automobile sector, and Nigel McMinn is managing director of Pybus Recruitment and previously COO of Lookers Group. **Owned or just assigned?** The first question sounds like it is about org charts. It isn’t. Almost every business can name who AI is assigned to – a function, a working group, a head of data. Far fewer can say the leadership team actually holds it: understands it well enough to direct it, rather than delegating it to a corner of the business and hoping something useful comes back. The gap between assigning AI and owning it is where the original research found so much digital capability quietly stalling. Ownership begins with something unglamorous: knowing how to work the tools at all. You cannot direct what you cannot use. Jeanette Ward, who both builds AI products and runs a business on them, sees most failures start here – with people who “chuck the one-liner in and then expect this huge answer.” Her advice to her teams has become something of a mantra: “You’ve got to treat AI as if it’s an individual working for you. You’ve got to give them clear instructions and depth to get what you need.” > “The gap between assigning AI and owning it is where digital capability quietly stalls” Which is why ownership cannot be exercised at arm’s length. Peter Virk, whose company is built on the technology, is blunt about operationalising ownership: “You can’t lead AI from a PowerPoint presentation. You have to use it. Research is starting to show that ownership of AI needs to sit at C-Level. But whilst “ownership can start with the founders”, he argues, but it “mustn’t stop with the founders or sit in a central AI team” – everyone touching the product or the customer needs a working feel for what it does well and where it should be questioned. JLR has taken the same principle and industrialised it. AI sits on the CEO’s and the main board’s agenda, with the chief growth officer folding it into his monthly narrative. Every teammate on the commercial side is being skilled up, with quarterly competitions and awards for the best uses. Jeanette Ward’s approach is similarly transparent, with the good, the bad and the ugly of the company’s AI use travelling up and down the organisation, so ownership is shared rather than hoarded. Where these leaders genuinely part company is on how hard to push. Some businesses have written AI use into annual objectives; Jeanette Ward deliberately won’t, arguing that some people don’t yet have the behaviours for it and that forcing the issue does more harm than good. It is an open question: whether AI capability is built faster by mandate or by invitation. But it is a question only available to organisations that have already stopped treating AI as someone else’s job. **Do you know where it fails?** Ownership gets you a workforce using AI with confidence. The second question is what tempers that confidence into something safe – because the more an organisation trusts the technology, the more it is exposed to the particular way AI goes wrong. It rarely fails obviously. It fails plausibly. Peter Virk, whose career has run through safety-critical engineering, states it precisely: “AI can be convincingly wrong.” It will hand you something beautifully written, technically structured and entirely credible – and still wrong. His team has seen engineering requirements, apparently AI-assisted, in which outdated or unrelated technologies have quietly worked their way into the text. Nothing looks amiss. It takes an experienced engineer to read it and think: hang on, that isn’t right. The danger scales with the tool’s power. Replace a hand drill with something far stronger, Virk observes, and a person can do more good work – and, used carelessly, far more damage. Left unchecked, AI becomes “a very powerful way of scaling mistakes.” Which leads him to a distinction most organisations have not yet made: knowing who owns AI matters, but knowing who owns the quality of what it produces matters more. In an industry racing to generate requirements, specifications and code faster, the unglamorous question is whether all that speed simply produces poor engineering content faster. The discipline is the same at every scale, even where the stakes are lower. Jeaentte Ward teaches her people never to take the confident answer on trust – the tool that cites employment law fluently may be citing the wrong country’s law entirely unless told otherwise. The failure mode is identical to Virk’s: not silence, but plausible confidence. And some failures are not a matter of checking at all, but of a line the technology cannot yet cross. McMinn is blunt about it. The AI candidate-matching now built into recruitment systems is, in his experience, “spectacularly useless” – not because it is slow or clumsy, but because it cannot read what an experienced recruiter reads instantly: the too-many-jobs-in-too-few-years pattern, the interpretation of the written words that decides whether a CV is worth a conversation. He expects the technology will get there. It has not yet. Until it does, that judgement is not a limitation to be automated away but the very thing the human is for. There is, of course, a trap on the other side of caution too. A few years ago, JLR was highly risk-averse about AI: approval gateways, use cases to be proven, deep concern about data and control. The unintended consequence was striking. Employees’ home tools were better than their work tools – people were using ChatGPT and Claude in their own time, and finding them easier, faster and more intuitive than anything the enterprise permitted. “Our restrictions in the past held people back,” McGillycuddy admits. The controls designed to manage the risk had become the risk: a workforce ready to adopt, held behind the gate while the technology moved on. The posture has since reversed – clear controls remain, with the information and data team as gatekeepers, but the default has flipped from proving why AI should be used to encouraging its use everywhere. **Are you pointing it at your conveniences, or your customers’?** Here is where the industry divides, and where advantage is quietly being won and lost. Most organisations, understandably, aim AI first at their own inconveniences: the slow processes, the crowded inboxes, the administrative drag. It is the safest place to start and the easiest to justify. But it is also the place where the returns are smallest and most easily matched. The leaders building genuine strength are pushing the technology outward – at the product, at the work that changes the product, and at the experience the customer actually has. The most striking example of redesign rather than tidying-up sits in JLR’s marketing. The company has folded its historically separate global advertising and media agencies into a single arrangement with WPP, built on the agency’s AI-led platform – not a tool bolted onto the old process, but a rebuild of how the work flows. The case for it is best told through a failure of the old way. Campaigns for religious festivals in the Middle East were, under the previous process, sometimes finished only after the festival had passed – collateral for Ramadan arriving once Ramadan was over. Now content that is culturally sensitive, legally compliant and specific to each market can be produced in minutes; campaigns that once ran to forty weeks take twenty, and week-long tasks take hours. The cost saving, McGillycuddy is careful to stress, “was not the driving force.” Speed and relevance were. Efficiency came out as a by-product of building the work properly, not as the aim. Virk pushes the same logic further, and turns it into a challenge. “If the whole objective is to do the same work with fewer people,” he says, “I’m not sure that’s particularly ambitious.” The prize he cares about is capability that did not previously exist. Automotive has spent a century learning to industrialise physical quality – simulation, testing, validation at enormous scale. But as the vehicle has become software-defined, with tens of thousands of requirements running across systems, suppliers and domains, “I’m not convinced we’ve industrialised understanding at the same rate.” AI, in his view, is how the industry finally builds that missing capability: catching a contradiction before development begins, giving a good engineer sight of a scale of information no individual could ever hold in their head. Every problem caught early is rework avoided, an integration failure prevented, a fault stopped before it reaches the customer. “That’s more than efficiency,” he says. “It’s a new engineering capability” – and a better product at the end of it. For Jeanette Ward, the outward move is the whole point of the business. GardX is building AI directly into how a customer finds and buys a car – search that works the way people actually think using high algorithms with AI assistant good enough that some customers take it for human, with imaging that presents every vehicle completely and consistently, every time. McMinn sharpens the same point by inverting it. A remarkable proportion of used cars are still listed online with no images at all – even though everyone in the trade knows good imagery drives enquiries, and even though AI now makes complete, high-quality imagery achievable on every car, every time. “That’s the bit I don’t understand,” he says. The technology has already solved a problem the industry has simply not yet chosen to fix – the clearest sign of how much advantage is still sitting on the table, pointed in the wrong direction. **Strength, not strategy** Ennis & Co’s original article closed by observing that AI’s importance was universally recognised, and that the real differentiator would be turning language into embedded organisational strength. These four conversations show what that turn actually requires – and how little of it is about the technology. The three questions describe a climb. Owning AI rather than delegating it is the ground floor. Knowing where it fails is what makes that ownership safe. And pointing it outward (at the product, at the customer, at the work that competitors cannot easily copy) is where it finally becomes an advantage rather than a saving. Most of the industry is still on the lower steps, quietly improving its own conveniences and mistaking motion for progress. The leaders in these conversations are further up, and clear that fluency alone was never the point. None of these leaders describes AI adoption as a continuous-improvement curve to be climbed at a comfortable pace. It reads much more like a window. Everyone, by now, has an AI strategy. Strength is the rigour that comes after the strategy – and, as Paddy McGillycuddy, Peter Virk, Jeanette Ward and Nigel McMinn each show in their own way, it is built by leaders willing to own the technology, who are honest about where it fails, and who are ambitious enough to aim it at the things that matter most. These are predominantly leadership questions before they are technology ones. If you’re working through what they mean for your own business, Ennis & Co can support the talent oriented aspects of your thinking: assessing and strengthening your leadership team, helping you move AI from something you’ve started to adopt into a source of transformational strength. ![](https://ennisco.com/wp-content/uploads/2026/07/Screenshot-2026-07-28-161803.png)This article is the fourth in a series of deeper dives into the themes that emerged from Ennis & Co’s Torque and Truth research, conducted by interviewing fifty senior automotive leaders earlier this year. This series of conversations developed from a research partnership between Ennis & Co and Pybus Recruitment and delivers a unique platform of insight from leaders speaking candidly about success in their organisations. [Theme 4 – Ai is everyones priority, but no ones strength-compressed-compressed](https://ennisco.com/wp-content/uploads/2026/07/Theme-4-Ai-is-everyones-priority-but-no-ones-strength-compressed-compressed.pdf)[Download](https://ennisco.com/wp-content/uploads/2026/07/Theme-4-Ai-is-everyones-priority-but-no-ones-strength-compressed-compressed.pdf) **Categories:** News **Tags:** automotive, insights, Leadership, Torque & Truth --- ### [In conversation with Phil Moody, 2026 Bunny Ennis Fund winner](https://ennisco.com/in-conversation-with-phil-moody-2026-bunny-ennis-fund-winner/) **Published:** March 11, 2026 **Author:** Comms Team **Content:** *Phil Moody, the 2026 Bunny Ennis Fund winner, shares the journey that took him from a quiet upbringing in the North East to leading Volvo’s growing Customer Care operation. In this interview, he reflects on stepping outside his comfort zone, building a people-first CX culture and how the award will help shape the next stage of his career.* **Tell us a little bit about your background and some of the pivotal moments in your development?** I grew up in a small town just outside Sunderland in the North East of England. I was quite shy growing up and always more academically inclined, so when it came to university I chose to stay close to home and study at Newcastle University, completing a degree in Media and Communications. At the time, I wanted to become a journalist. University became an important period for pushing myself outside my comfort zone. For the first time I was surrounded by people from very different backgrounds, which helped bring me out of my shell. I also spent time studying in China as part of an exchange programme, which was another experience that challenged me and broadened my perspective. After completing a Master’s at Leeds and travelling across Southeast Asia and Australia, again with the intention of meeting new people and experiencing different cultures, I returned to the UK and started my career managing social media for TUI’s airline operation in Coventry. It was a fast-paced role dealing with everything from everyday travel queries to major incidents, and it was there that I first discovered my passion for customer experience and contact centres. After a few years in different CX roles, I was approached about an opportunity to help modernise Volvo’s contact centre operation. The automotive industry itself wasn’t what attracted me – it was the chance to build something new and apply what I’d learned to create a more modern, digital CX function. I’ve now been at Volvo for nearly seven years, and I genuinely love it. I can’t imagine working anywhere else. **Having progressed within Volvo, how have you seen your role change over time, and what are your expectations for the future?** The biggest change in my role has been the scale of responsibility. When I joined Volvo Customer Care, I believe I was employee number twelve. It was a very small team responding primarily to landline calls and contact forms. Today, I have around 85 people indirectly reporting into me. That growth has happened in just six years and the pace has been remarkable. Personally, that has required a shift in how I work. I tend to be quite detail-oriented, and in the early days I knew exactly where everyone was and what they were working on. As the team has grown, I’ve had to learn to trust others more and delegate effectively. I can’t be involved in every detail anymore, so I’ve had to evolve into more of a strategic leader rather than someone working directly in the operational details. The automotive industry itself has also undergone significant change. From what I understand, the model had remained largely the same for decades. However, in the last five or six years the pace of transformation has been extraordinary. Volvo, in particular, has moved to a direct-to-consumer model. In 2023, the entire business model shifted away from traditional selling and negotiation toward a stronger focus on customer experience. Pricing is now standardised across retailers so the emphasis is firmly on delivering a high-quality customer journey. Our Managing Director also comes from a consumer goods background, where customer experience is central, so there’s strong alignment with that philosophy. Historically, the automotive industry has been very strong at selling vehicles, but the after-sales experience has often been less of a priority. At Volvo, we see things differently. For us, the customer journey truly begins after the purchase, and it continues throughout the entire ownership lifecycle. Retaining customers and building long-term relationships is critical. We have customers who are on their fifteenth or sixteenth Volvo because it’s a brand that runs through generations of families. That makes the work of my team more important than ever. Competition in the market is increasing, particularly with new entrants offering excellent products at competitive prices. While product and pricing remain important, brand reputation and service experience are becoming increasingly decisive factors. When things go wrong for customers, the consequences can be significant. In the past, companies might have been able to resolve issues quietly, but today everything is visible through social media, online reviews and forums. Customers have a powerful voice, and that means organisations must deliver consistently excellent service. **What was your reaction to winning the Bunny Ennis Fund Award?** My first reaction was genuine shock. I didn’t quite believe it. I had heard about the fund internally and submitted my application, but then I largely forgot about it. I assumed it would be extremely competitive, so I didn’t expect to progress very far. I was already delighted simply to be named a finalist and receive an invitation to the Torque & Truth conference, that alone felt like a fantastic opportunity. When I saw the other finalists in advance, it reinforced my belief that I probably wouldn’t win, so I approached the event simply as a chance to enjoy the experience. When my name was announced, I was genuinely surprised. Now that it has had time to sink in, I feel incredibly proud. It feels like validation for the approach we’ve taken. I don’t think I fit the traditional leadership mould within the automotive industry. I’m not a particularly authoritative leader; my approach is very much people-first. Even when others have suggested that this isn’t how things are typically done in the industry, I’ve stayed committed to running our CX function in a way that prioritises people and culture. Receiving the award felt like recognition that doing things differently can work. Seeing how emotional Lynda was during the presentation also meant a great deal to me. It made me feel very honoured to carry the legacy of the award forward. Now my focus is on ensuring I justify that trust and demonstrate that the award has been given to the right person. **How do you plan to use the award, and what specific goals do you hope to achieve?** My ambition is to expand the principles of customer experience that we’ve developed into more international markets. Volvo is a global company, but I believe the approach we’ve built in the UK is particularly strong. We are currently the only market operating under the direct-to-consumer model, which makes building personal relationships with customers more important than ever. Different cultures approach customer experience in very different ways. In some countries, customers simply want a quick answer and to move on. In others, there is more emphasis on conversation and relationship building. These differences exist even across Europe, and they become even more pronounced when comparing Europe with the US or Asia. My long-term ambition is to take the best aspects of what we do in the UK and adapt them to suit local cultures around the world. At the same time, there is an opportunity to create more standardisation across systems and processes globally. If markets could operate on the same platforms and frameworks, it would deliver significant efficiency benefits while ensuring a consistent Volvo customer experience. I have also identified a training programme with COPC, one of the leading organisations in CX training, focused on managing outsourced service operations. I consider myself very strong in operational environments, I spend a lot of time directly with the teams and I am comfortable in a contact centre setting. However, I have limited experience managing teams that are not physically co-located with me. Developing the ability to manage outsourced operations effectively is something I want to build, and this course feels like an ideal first step in that direction. **What are your hopes for the future of your career?** I am passionate about customer experience, and I would love the opportunity to expand that work globally while continuing to learn from different cultures. At the same time, I recognise that I’m not the typical corporate leader. To operate effectively at a global level, I know I need to develop further as a senior leader. Part of that involves learning from people with more experience and different leadership styles. My management style is very different from that of a traditional CEO or Managing Director, but those are the levels I ultimately aspire to reach. At the moment, I still feel most comfortable within the operational environment, working closely with agents in a contact centre rather than stepping back and operating at the strategic leadership level. Developing that broader strategic perspective is an important next step for me. I want to challenge myself to step outside my comfort zone and build the confidence to contribute at boardroom level. There’s still an inner voice that questions whether I truly belong in those environments. I’m younger than many senior managers, I’m from the North of England, and I didn’t come from the automotive industry. Those factors can sometimes make me feel like an outsider. Ultimately, though, this is about continuing to learn and grow. I want to develop the confidence to move beyond day-to-day operations and focus more on the strategy that shapes the future of customer experience. *The Bunny Ennis Fund has been created in memory of Bernard ‘Bunny’ Ennis, the late father of Ennis & Co Group’s Founder and CEO, Lynda Ennis. It will provide an annual training bursary for an individual already working in automotive or who hopes to join the industry.* [LEARN MORE](https://ennisco.com/the-bunny-ennis-fund/) **Categories:** News **Tags:** automotive, Automotive Industry, Bunny Ennis Fund, Leadership, Phil Moody, Volvo Car UK --- ### [Jordan Workman scoops first ever Bunny Ennis Fund award](https://ennisco.com/jordan-workman-scoops-first-ever-bunny-ennis-fund-award/) **Published:** February 7, 2025 **Author:** Comms Team **Content:** Jordan Workman, an HR Business Partner at Aston Martin Lagonda, has become the inaugural winner of the Bunny Ennis Fund award – a new, annual training bursary to help advance the careers of talented and motivated individuals in the automotive industry. The fund has been established in memory of Bernard ‘Bunny’ Ennis, the late father of Lynda Ennis, Co-founder and CEO of the global automotive executive search and talent research company, Ennis & Co Group. ![](https://ennisco.com/wp-content/uploads/2025/02/Bunny-Ennis-Fund-winner-Jordan-Workman-Lynda-Ennis-1024x768.jpg)Lynda presented Jordan with his prize at the Autocar Drivers of Change awards ceremony in London on Feb 6, which were organised in association with Ennis & Co Group. Jordan plans to put the grant towards the cost of his ongoing doctoral research degree, which he is currently studying and self-funding alongside his job at Aston Martin. Competition judges were for looking for individuals who pushed the boundaries in their careers and were particularly impressed by Jordan’s single-minded determination to improve himself through education while working full-time first at Stellantis and then Aston Martin. He studied for a BA degree at the University of Worcester and MSc at Manchester Metropolitan University before embarking on his doctorate at Teesside University, which is focused on how trusted automotive industry employees feel and how this impacts their performance. He says his determination to succeed was fuelled by an experience in 2018 when he came close to losing his life in a high-speed motorway collision with a lorry. In his competition entry, he wrote: *“Upon my eventual return to full health, I was determined to carry on with studying alongside full-time work and make the most of life.”* After collecting his award, Jordan said: *“When you’ve gone through something like that, it changes your perspective on life. From that moment, it was all about doing something that I enjoy and I would like to thank Ennis & Co for helping me to achieve my goal.”* Lynda said: *“Presenting an award in memory of my father has been an emotional experience and I’m delighted that the inaugural prize is going to such a worthy winner.* *“There is an uncanny parallel between Jordan and Bunny because my father also narrowly escaped death during World War II when his RAF aircraft was shot down over the Bay of Biscay in 1945, forcing him to eject and parachute into the sea. He suffered broken bones all over his body but somehow managed to inflate a small dinghy before being rescued.* *“After the war, he forged a successful career in the automotive industry but remained a very active campaigner and fund-raiser for the military veteran community. We’ve created the Bunny Ennis Fund to recognise that generosity of spirit.* *“One of his sayings was ‘there’s no such thing as can’t’, and that phrase is a perfect way to describe Jordan’s determination to advance his career. I wish him every success for the future.* *“I would also like to thank everyone who took part in the competition and pay special tribute to our two runners-up, Heidi Wang and Tara Lewis, for their outstanding entries.”* The overall individual Drivers of Change award went to Barbara Bergmeier, a strategic adviser at JLR and, until recently, the company’s Executive Director of Industrial Operations. ![](https://ennisco.com/wp-content/uploads/2025/02/Barbara-1024x768.jpg)Honoured for her tireless efforts to create an inclusive workplace at JLR, she has championed a reverse-mentoring scheme and led the development of a new line of luxury workwear that includes religious headwear and maternity clothes. She has also supported an innovative menopause policy to provide temperature-regulating workwear, fans, flexible working arrangements and additional breaks for affected women. The top company award was won by Stellantis for its support of a broad range of diversity, equity and inclusion schemes and its determination to bring about meaningful change. The Drivers of Change awards celebrate companies and individuals who are making the automotive industry a better place to work. The awards were organised in partnership with Ennis & Co Group and the Society of Motor Manufacturers and Traders (SMMT), who hosted the ceremony at their London headquarters. **Categories:** News **Tags:** autocar, Autocar Drivers of Change, Bunny Ennis Fund, diversity --- ### [Discipline without decline: how three automotive leaders are navigating cost pressure without losing sight of what matters](https://ennisco.com/discipline-without-decline-how-three-automotive-leaders-are-navigating-cost-pressure-without-losing-sight-of-what-matters/) **Published:** June 24, 2026 **Author:** Comms Team **Content:** Last year, through our work with 50 automotive leaders, Ennis & Co argued the case that cost pressure in automotive has stopped being cyclical. Leaders are no longer managing through a downturn and waiting for conditions to improve. The constraint, we found, is permanent and something that strategy must work within. In conversation with three industry leaders the picture that emerges of how businesses behave is more than a little ironic: Cost discipline, applied badly, can quietly destroy the precise thing it was designed to protect. Andrew Burn is a turnaround specialist who has worked across the industry from supply chain to retailer, Nigel McMinn, is managing director of Pybus Recruitment and previously COO at Lookers Group and Milly Camley is the chief executive of the Institute for Turnaround, whose members help challenged firms to achieve success through critical business change. **From reduction to optimisation** The starting point, perhaps, is the language leaders use. Andrew Burn has spent three decades transforming businesses in financial difficulty. One of the first things he notices in organisations under pressure is how they frame the challenge. Too often, he says, the conversation defaults to cost reduction, when a more useful starting point is cost optimisation. “It’s actually what you do with your money and how you get the better return for it,” he says. “Cost reduction is defensive; it asks what can be cut. Cost optimisation asks where money is best deployed, which is a different question entirely. It opens up conversations about investment in automation, about portfolio decisions, about sequencing. It keeps the future in view.” Burn is clear that not everyone has made this shift. Some businesses still reach for the blunt instrument, say a 5% savings target handed down from the top, with the expectation that teams will simply find a way to deliver it. The problem, he argues, is that senior leaders rarely stop to ask whether their people have the tools or the thinking to do it properly. Left without guidance, teams take the path of least resistance cutting whatever is easiest rather than whatever makes sense. The risk, as he puts it, is that they simply “salami slice” their way to a number that satisfies the directive but changes nothing of substance. The result is short-term compliance and no real change. The businesses that do it well, in his experience, categorise their cost opportunities. Quick wins that carry no risk. Tactical changes that need more thought. Harder structural moves that take time and investment to deliver. Working through those in sequence, with board-level milestones, is what separates a managed response from a reactive one. ![](https://ennisco.com/wp-content/uploads/2026/06/Categorising-cost-opportunites-Delivering-a-managed-resposne-rather-than-a-reactive-iie-1024x576.jpg)**The cost-first trap** If Andrew Burn’s concern is about how cost pressure is framed at the top, Nigel McMinn’s is about what happens when it filters down into the culture of a business. McMinn brings thirty years of motor retail experience to the conversation. His concern is not with cost management itself, which he sees as necessary and healthy. It is what happens when it becomes the whole story. He uses an analogy that has stayed with him since his early days in the automotive industry. A burger van owner, running a profitable roadside business, takes his Economics student son’s advice and starts cutting costs ahead of a predicted recession. Cheaper burgers. Thinner buns. Lettuce going out of date. Within a year the business has failed, but not because of the recession, but because the product got so bad that customers stopped coming. “Of course,” McMinn says, “he just made it self-fulfilling.” The parallel with automotive retail is direct. McMinn describes a dealership that reduced its service advisor team from six to three. On paper, a saving. In practice, each advisor is now handling 25 customers a day instead of eight to ten. The remaining staff are going off sick. Some are thinking of leaving. “If you’re not careful,” he says, “you create such a negative atmosphere that it doesn’t matter how much costs are under control, you’ve damaged your business.” The take-away is not that cost reduction (or optimisation) is wrong. Cutting headcount without fixing the underlying structure just moves the problem – and often makes it worse. **Running on empty** Milly Camley sees the same pressures from a different angle. As chief executive of the Institute for Turnaround, her accredited members work with businesses that are at the sharp end of financial difficulty with the leaders trying to hold them together. One theme comes up consistently. “During lockdown,” she says, “management teams managed to rise to the challenge pretty quickly with this confluence of issues.” The problem is what has happened since. Responding to one crisis after another, for year after year, takes a toll. The energy and headspace needed to think structurally (to lift the eyes from the immediate problem and ask harder questions about the long term) gets consumed by the demands of the day. Camley calls it management fatigue, and she sees it across sectors. It shows up not just in exhaustion but in avoidance – the tendency to hope that conditions will improve rather than confront what needs to change. “Hope is not a strategy,” she says. In automotive, she notes, that can manifest as an assumption that volumes will return to levels that, in reality, it may never come back. The evidence bears this out. Camley describes a market that is quietly polarising. At one end, businesses are slamming into liquidation with problems that have gone unaddressed for too long, and with no runway left to fix them. At the other, a growing number are undertaking genuine transformation; restructuring their models, finding new propositions, making hard decisions early enough to matter. What is shrinking, she observes, is the middle ground. The businesses that are managing through, waiting for conditions to improve, hoping the pressure eases, but that group is getting smaller. The data the IFT tracks reinforces the point. Among the top reasons for business distress in early 2026 were inflationary pressures, energy costs and the depletion of working capital – pressures that have been building for several years. For businesses that have been managing reactively rather than structurally, the runway is getting shorter. **What good looks like** The businesses that navigate this well, in McMinn’s experience, share a common trait. They manage the cost base without letting it become the lens through which every decision is made. The customer stays at the centre. The culture stays positive. Arnold Clarke is a benchmark; an organisation with an exceptionally tight grip on its finances, but one whose whole orientation is towards generating revenue and serving customers rather than managing decline. Sytner under Penske is another example he points to. The model was never about building cheap; it was about building something people wanted to come to. Manicured grounds. Immaculate facilities. The right cars, properly prepared. “If you do things in a high-quality way,” McMinn says, “you’ll build really big, solid, profitable businesses.” The logic is simple. Customers don’t always default to the cheapest option. Marks & Spencer and Waitrose have never gone bust. Burn adds a further dimension. Good looks different, he argues, depending on where a business sits on the spectrum. A business with time and stability can afford to be methodical as it works through categories of opportunity in sequence, investing where necessary to unlock bigger savings down the line. A business managing a cash crisis has to move faster and accept less elegance in its choices. The skill is in reading that position accurately and calibrating the response accordingly. “It depends what you’re trying to achieve,” he says, “and what your starting point is.” What he rarely sees in the businesses that handle it well is the assumption that one approach fits all situations. Camley’s version of the same idea is self-awareness. The number one trait she sees in businesses that successfully turn themselves around is an honest read of their own position; not where they wish they were, but where they are. That clarity, she argues, is what makes everything else possible. It determines what kind of help is needed, what the realistic options are, and how quickly action needs to be taken. Her members, she notes, achieve a turnaround success rate of around 90% – but only when they are brought in early enough to make a difference. > **“The number one trait in businesses that successfully turn themselves around is an honest read of their own position; not where they wish they were.”** **Harnessing the animal spirits** All of which brings the conversation back to leadership behaviour and to what McMinn describes as the central challenge of running a business through sustained constraint. “You’ve got to harness the animal spirits,” he says. The phrase captures something that balance sheets don’t. People come to work wanting to feel that what they do matters, that there is a purpose to it, and that they can share in the rewards. The job of a chief executive or managing director, in his view, is to keep that spirit alive even when the financial environment is pressing in the opposite direction. Get that balance wrong, and the consequences show up quickly. McMinn describes organisations where cost has become so dominant a narrative that people are looking over their shoulders rather than at their customers. The talk is all about saving, and the atmosphere turns negative. Good people leave. Others go off sick. The numbers may look acceptable for a while, but the damage is being done. “It might not show through into the results this year,” he says, “but it will.” Camley frames the same challenge slightly differently. Engagement, she argues, is not a nice-to-have that gets cut when times are hard. It is one of the things that makes a turnaround possible. Communication, internal momentum, the story being told to staff and stakeholders; these are the things that determine whether an organisation can sustain change over time. The leaders who are able to keep cost and culture in balance are not ignoring the financial reality. They are refusing to let it become the only reality. **The bottom line** Cost pressure is not going away. All three conversations make that plain. The question is not whether leaders need to manage it (they do) but whether they allow it to narrow their thinking to the point where it starts working against them. The businesses that are navigating this well are not the ones cutting hardest. They are the ones that have diagnosed their position honestly, structured their response deliberately, and kept their people facing forwards rather than looking over their shoulders. They are asking not just what they can afford to cut, but what they cannot afford to lose. In the end, this is a question of leadership as much as finance. As Andrew Burn, Nigel McMinn and Milly Camley indicate, the organisations that navigate this period best will do so through leadership, not just cost-cutting. This article is the third in a series of deeper dives into the themes that emerged from Ennis & Co.’s Torque and Truth research, conducted by interviewing fifty senior automotive leaders earlier this year. This series of conversations developed from a research partnership between Ennis & Co and Pybus Recruitment and delivers a unique platform of insight from leaders speaking candidly about success in their organisations. [Cost pressure is quietly reshaping leadership behaviour-compressed-compressed](https://ennisco.com/wp-content/uploads/2026/06/Cost-pressure-is-quietly-reshaping-leadership-behaviour-compressed-compressed.pdf)[Download](https://ennisco.com/wp-content/uploads/2026/06/Cost-pressure-is-quietly-reshaping-leadership-behaviour-compressed-compressed.pdf) **Categories:** News **Tags:** automotive, Leadership, Pybus Recruitment, Torque & Truth --- ### [Moving at the right speed: three automotive retail leaders driving a different approach](https://ennisco.com/moving-at-the-right-speed-three-automotive-retail-leaders-driving-a-different-approach/) **Published:** May 27, 2026 **Author:** Comms Team **Content:** When we published [Torque & Truth](https://ennisco.com/torque-truth/), the leadership analysis, one of the key themes raised by senior leaders was that speed of decision making and implementation had moved from being an operational concern to a defining strategic issue. Slow decisions, leaders were recognising, carry their own risk. The gap between strategic intent and execution pace, a competitive liability. But identifying speed as a priority and knowing what to do about it are two different things entirely. For the second of our series looking in depth at key leadership themes, we have brought together three perspectives from leaders whose businesses operate at the pace their customers set. Peter Smyth is Managing Director of Swansway Group, a family-owned retail group that recently broke through £1 billion in turnover. Ian Plummer is Chief Customer Officer of Autotrader, and Nigel McMinn is former Chief Operating Officer of Lookers plc and Managing Director of Pybus Recruitment. **Where speed is won and lost** In the days before our conversation, Peter Smyth’s Swansway Group was in the middle of an acquisition discussion. Composite figures for four target sites arrived on Monday evening. By the following afternoon, Swansway had revised its bid – the result of Peter and his brother sitting down that same evening, working through the numbers and reaching a decision. His third brother, away in Barbados, was consulted by phone before seven the next morning. “We see speed as an advantage over some of the larger businesses,” Smyth says. The simplicity of structure, the access it provides to decision makers, is, he argues, something larger organisations cannot replicate. Legacy OEMs, in his experience, rarely make decisions that don’t first travel back to International HQ. They think and plan in quarters, while decision windows are often far narrower. The arrival of Chinese brands has made that contrast sharper. Smyth recalls a BYD representative visiting a Swansway site before a dealer agreement had even been signed, touring the building and handing over an order form before the meeting ended. “That would never happen with more traditional brands”. McMinn, is clear about the reason that larger organisations tend to lose pace — decisions travel too far from the people best placed to make them. “Having people write papers that would be submitted to their director, who would submit it to head office, is a nonsense in any organisation,” McMinn says. “The decision is then made just on bits of paper and data. The person who should be closest to making the decision is the one buying the stock”. Ian Plummer reframes the topic of speed through the eyes of Autotrader, where speed is not a goal in itself, instead there is a mindset focused on planning to reduce friction at every point. What the business pursues is the quality of its foundations (the technology, the culture, the decision-making structures) on the basis that operational speed follows naturally. “If you build things on an incredibly strong and scalable foundation,” he says, “then operational speed naturally follows from that.” Smyth’s speed is instinctive, built into the ownership structure and the culture that flows from it. Plummer’s is architectural, the result of deliberate investment in the conditions that make fast, good decisions possible. McMinn’s is experiential — the calibrated judgement of someone who understands which friction to remove and which to leave alone. > “If you build things on an incredibly strong and scalable foundation then operational speed naturally follows from that” **The discipline of greasy speed** On the wall of every manager’s office across Swansway Group hangs the same image. The scene, taken from Rocky II, depicts Rocky’s trainer telling his fighter that talent alone is not enough. What he needs, the trainer spells out, is “greasy speed”. Swansway operates on what Smyth describes as the easyJet model – lower margins, faster stock turn, let the volume do the work. More transactions mean more service plan opportunities, finance opportunities and customer relationships. The margin per unit matters less than the rhythm of the business. That rhythm is managed with obsessive precision. Every car has a clock running against it from the moment it arrives. At sixty days it is on a list. At ninety days it is on a different list… and the conversation that follows at that point is not a comfortable one. Every Friday morning at half past ten, a Teams call goes out to every head of business and sales manager across the group. The agenda is always the same: which cars are over sixty days, where they are, and what is happening to move them. “We’re on it, to the point of obsession,” Smyth says. The mantra underneath all of it is simple: never a bad car, only a bad price. In a digital marketplace there is always a price at which a vehicle will sell. Sometimes you have to hold your nose and take the loss. The first loss, as the adage goes, is the best loss. What makes the Swansway approach distinctive, McMinn argues, is not the principle but the rigour. “If you’re going to sell a hundred a month, you can only have a hundred cars in stock” — and that hundred includes cars awaiting preparation, sold but undelivered stock, and trade cars waiting for auction. Nothing is invisible. Swansway carries no cars on its website listed as awaiting preparation. If it is not ready to sell, it is not online. “It’s not particularly scientific,” Smyth says. “It’s a boring process.” Which, perhaps, is precisely the point. The competitive advantage does not come from doing something clever. It comes from doing something straightforward every single day, without exception. **Strategic decision making: knowing when to move and when not to move** For Ian Plummer, speed is not a target but a byproduct of how Autotrader operates. Software updates are deployed roughly every seven minutes, while 40,000 consumer interactions per minute continuously refine the platform and inform retail and brand partners. At that scale, pace becomes embedded rather than consciously pursued, “It’s a natural way of working,” Plummer says, “rather than something we have to consciously pursue”. The challenge, Plummer argues, is ensuring sufficent thoughtfulness combined with pace. As a FTSE 100 market leader with 14,000 retail partners and nearly 50 years of history, Autotrader must ensure that their solutions are properly scaleable and can be intregated both within Autotrader, but also crucially, within partner systems and processes too. “The biggest risk for us isn’t moving too slowly,” he says. “It’s over-correcting when the market shifts.” The rollout of Autotrader’s Deal Builder product generated significant pushback from retail partners who felt the business had moved without adequate explanation of what it was trying to achieve. Plummer is open: “We arguably moved too fast for some of our customers. We gave the wrong impression about what we were aiming to do.” The response was to pause, listen and course correct which is easier said than done. Plummer’s message here, is that moving faster than your ecosystem can absorb doesn’t create competitive advantage. It creates remediation work, and remediation is significantly more expensive in time, resource and relationship capital than the original decision would have been. At the same time, he is clear about moving forwards when needed. When internal debate does not resolve into consensus, Autotrader operates on a principle it calls disagree and commit. Every perspective is heard, a decision is made and then the organisation gets behind it. “You shouldn’t regret not reaching consensus,” Plummer says. > “But you do need, once you’ve made a decision, to get on with it.” **The pace of talent acquisition** There is one area where speed as a competitive advantage shows up in a way the industry rarely discusses – and it has nothing to do with stock turn or decision rights. The race for talent. Nigel McMinn has watched this play out repeatedly from his position placing senior leaders across the sector. When a strong candidate is quietly in the market (often reluctantly, after years in the same role) the organisation that moves first and moves personally tends to win. The one that takes two weeks to respond, four to six weeks to organise an interview, and runs a formatted process loses. Not ocassionally. Consistently. Speed here is not just efficiency. It is also a signal, telling a candidate something about what working for that organisation will actually feel like before the conversation about culture has even started. “Moving at pace, seeing candidates quickly and flexibly, can be the difference between making that person jump out of what they’ve done for ten or twenty years,” McMinn says- and with a nod to Peter Smyth, adds that a leader who clears a Saturday morning to meet someone, who rings rather than emails, who gives a clear answer quickly, is demonstrating the culture before the conversation about it has even started. Swansway’s pace, though, doesn’t suit everyone. Swansway has had mixed results with senior hires from corporate environments – people who find the pace disorienting, who expect a paper, a process, a committee. His brother David’s instruction to anyone new captures the philosophy: a ‘no’ is better than a ‘maybe’. Clarity at speed is itself a form of respect. Ian Plummer sees strong cultural alignment as essential to moving both quickly and effectively. Autotrader’s attrition rate sits in the low-to-mid single digits, against fifteen to thirty percent common across retail automotive. Plummer argues that having such low attrition rates is particularly helpful when building a team that genuinely understands and engages with the company’s culture and operating model. Ownership, he argues, comes from something deeper than financial incentives. A decade ago, Autotrader removed bonuses and commissions entirely – a deliberate move away from short-term targets. An approach that is captured in the company’s mission: ‘Drive Change Together. Responsibly’. “That long-term focus on customer value,” Plummer says, “is what delivers sustainable growth for us both.” The result? When people understand why they are doing what they are doing, the organisation moves more smoothly – and more quickly. **What does this all actually mean?** The Torque and Truth research Ennis & Co completed earlier this year, identified speed as a defining strategic issue for the automotive industry. What these conversations suggest is that the reality is more nuanced (and more interesting) than that finding alone implies. Speed is not a single dynamic. At Swansway it is instinctive – built into the ownership structure and felt in every stock list and hiring decision. At Autotrader it is architectural – the product of deliberate investment in foundations and culture that makes fast, considered action possible without sacrificing ecosystem trust. In the hands of an experienced operator like Nigel McMinn, it is something else again: a judgement call, shaped by context, that the best leaders learn to calibrate rather than simply maximise. In all three cases what drives it is the same: a ruthless honesty about which processes serve the business and which merely slow it down. In an industry where strategic intent is converging (where most leaders agree on where the market is heading) the question of who gets there first is no longer abstract. The window for advantage is narrowing. Organisations that remove internal friction, clarify decision rights and build cultures where pace feels natural will gain a head start slower competitors will struggle to close. Speed is not the goal. It is the result. The goal is building the kind of organisation in which moving quickly is simply what good leadership looks like – every day, at every level, in every decision. The automotive leaders who have understood that are not waiting for the right moment to act. They already have. > **Taking your foot off the brake (key behaviours)** > > Make speed a signal: How quickly you respond to a candidate, a customer or a partner tells them something about your organisation before a word has been spoken about it. > > Simplify decision structures: Remove the layers between a decision and the person best placed to make it. The closer authority sits to the coalface, the faster and better the decision. > > Set the clock running: Establish clear, non-negotiable timelines for every operational process (stock, hiring, responses) and manage to them daily, not quarterly. > > Build foundations before chasing pace: Invest in the technology, culture and governance structures that make fast, considered action possible. Speed that outpaces your foundations creates remediation, not advantage. > > Know your ecosystem’s pace: Moving faster than your partners, customers or colleagues can absorb is not speed, > it is disruption of the wrong kind. Calibrate accordingly. > > Disagree and commit: Encourage genuine debate, but once a decision is made, get behind it. Unresolved internal friction is one of the most consistent brakes on organisational pace. > > Hire and retain for culture: Recruit people whose instincts match the pace of the business. High attrition forces constant explanation of who you are and how you work – and that, more than anything, slows an organisation down. This article is the second in a series of deeper dives into the themes that emerged from Ennis & Co.’s Torque and Truth research, conducted by interviewing fifty senior automotive leaders earlier this year. This series of conversations developed from a research partnership between Ennis & Co and Pybus Recruitment and delivers a unique platform of insight from leaders speaking candidly about success in their organisations. [Speed has become the new competitive advantage – recent](https://ennisco.com/wp-content/uploads/2026/05/Speed-has-become-the-new-competitive-advantage-recent.pdf)[Download](https://ennisco.com/wp-content/uploads/2026/05/Speed-has-become-the-new-competitive-advantage-recent.pdf) **Categories:** News **Tags:** automotive, Leadership, Pybus Recruitment, Torque & Truth --- ### [The problem with ‘change’](https://ennisco.com/the-problem-with-change/) **Published:** May 20, 2026 **Author:** Comms Team **Content:** “Change” might be one of the most overworked words in business today. Mention change internally and most organisations immediately think disruption, uncertainty, restructuring, cost-cutting or risk. In response, “change programmes” are launched to manage fear before anything has even happened. And yet, when you look at consistently high-performing teams, there is often a different emphasis. Less attention on change itself, and more on strength, continuity and the quiet discipline of having the right people ready when it matters. The Red Roses’ Grand Slam victory on Sunday was a timely reminder of that. After the final, England head coach John Mitchell reflected on how the squad had “navigated through so much change” during the tournament. Injuries, rotation, new talent coming through, players balancing elite sport with motherhood, rehabilitation and relentless pressure. Yet from the outside, the team rarely looked unsettled. The bench remained strong. Standards never dropped and the team kept evolving. Why? Because the foundations had clearly been built over time. There was visible depth. Players understood their roles. New talent came in without the system breaking and experienced players maintained standards. It didn’t feel improvised. It felt like a team that had spent time developing capability, trust and alignment, so that when change inevitably came, it didn’t create instability. There is a parallel here for many organisations. In challenging markets, it is understandable that focus gravitates towards the immediate disruptions – cost pressures, shifting demand, transformation agendas, new technologies. But the quieter, longer-term work of building leadership depth can sometimes receive less attention than it deserves. The organisations that seem to navigate periods of uncertainty most effectively are often those that have invested in their people. They map talent properly. They plan succession early. They build resilient leadership teams before gaps appear. And crucially, they create environments where future leaders are already embedded in the culture long before they are needed. The businesses navigating today’s market most successfully are not necessarily the ones making the most noise. Often, they are the ones quietly building depth behind the scenes. The Red Roses demonstrated something of that balance. Congratulations to the Red Roses on a remarkable Grand Slam and a compelling example of what long-term team building really looks like. **Categories:** News **Tags:** automotive, change, Leadership, Rugby, sport --- ### [Ennis & Co Group and Inspire Training and Development launch Bespoke Talent Solutions initiative.](https://ennisco.com/ennis-co-group-and-inspire-training-and-development-launch-bespoke-talent-solutions-initiative/) **Published:** June 7, 2025 **Author:** Comms Team **Content:** Ennis & Co Group, the global automotive executive search and talent research company, have teamed up with Inspire Training and Development to launch Bespoke Talent Solutions – an expert-led service to help organisations strengthen their leadership teams. The new collaboration combines expertise in executive search, leadership development and organisational psychology to address one of the most complex elements of business transformation: people. It delivers a full range of structured talent growth services, including leadership assessment, succession planning, talent mapping, executive onboarding and tailored development programmes for boards and executive teams. Created in response to client demand, Bespoke Talent Solutions brings together the expertise of Lynda Ennis, Co-Founder and CEO of Ennis & Co Group, and Stevie Fine, Managing Director of talent development consultancy / leadership, Inspire, who has more than 10 years’ experience in organisation and talent development. Lynda Ennis said: “Every day in every business, leadership teams face what we call the MCPC challenge – trying to find the perfect operational balance between Market conditions, Customers, People and Commercial demands. “While data typically guides three of those pillars, the ‘people’ element is often the least structured and the most complex. Bespoke Talent Solutions is designed to address that gap. “I’ve seen first-hand how organisations could benefit from deeper insight into their leadership potential, shortfalls and alignment with organisational culture. By combining our global search capability with Stevie’s psychological expertise, we can now offer a tailored solution to restore balance.” Stevie Fine said: “This is about guiding organisations through complexity by making a positive impact. “Our exciting venture with Ennis & Co means we’re uniquely placed to assess, design and develop programmes in a way that’s data-driven, human-focused and aligned to strategic goals.” Bespoke Talent Solutions offers three levels of engagement: • Ad-hoc talent solutions to access specific services for immediate or short-term leadership needs • Blended talent solutions that combine multiple services to address broader talent needs • Retained talent solutions for organisations seeking a long-term talent partner to deliver strategies aligned with their mission. The new service is already working with several UK-based and international clients across the automotive and mobility industry, with a strong pipeline of upcoming projects in leadership assessment and succession planning. More information [here.](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.com%2Fbespoke-talent-solutions%2F&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C38c9f94b47584394a2a008deb003164a%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141724708979582%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=CWrwjgrOU9P1t%2FVfKo7NSkeFlxNB54DLlS%2F0nqTov%2Bo%3D&reserved=0) *For further information, contact our marketing team.* *T: +44 (0)1962 392150* *M: +44 (0)7425 531542* *E:* [*marketing@ennisco.com*](mailto:marketing@ennisco.com) **About Ennis & Co Group** *In a rapidly changing industry, Ennis & Co Group are trusted by many of the world’s leading automotive and mobility brands to appoint their senior leaders and deliver intelligence-based talent strategies.* *We carry out executive search assignments and research projects across the globe that are helping to shape the future of the sector by delivering the key decision-makers and innovators of tomorrow.* [*www.ennisco.com*](https://gbr01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.ennisco.com%2F&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C38c9f94b47584394a2a008deb003164a%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141724709011288%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=TpXlZB6WiValJsRC9WnyLDd%2BD5EC%2Ffiql%2Ba94HHEIL0%3D&reserved=0) **Categories:** News --- ### [Ennis & Co Group launch VE Day campaign to share stories of bravery](https://ennisco.com/ennis-co-group-launch-ve-day-campaign-to-share-stories-of-bravery/) **Published:** April 2, 2025 **Author:** Comms Team **Content:** Ennis & Co Group, the global automotive executive search and talent research company, have launched an initiative to honour past and present heroes to celebrate the 80th anniversary of VE Day on May 8. The campaign invites people to share personal stories of individuals who have demonstrated extraordinary courage, resilience and commitment either historically or in the present day. It could be a family member who served the country or their community during World War II, or a modern-day relative, friend or colleague who goes above and beyond in the service of others. The story judged to be the most compelling and inspiring will receive a limited-edition, replica Victoria Cross medal made by the jewellers, Hancocks – official makers of the VC from its inception in 1856. The initiative holds deep significance for Ennis & Co, who have supported a series of campaigns to recognise the sacrifices made by armed services personnel. Lynda Ennis, CEO & Founder of Ennis & Co Group, said: “This is something that is incredibly close to my heart. My late father, Bernard ‘Bunny’ Ennis’ served as an RAF rear gunner during World War II and narrowly survived after being shot down. “He later turned his passion for all things mechanical into a successful automotive career but remained a tireless campaigner for the military veteran community throughout his life. “Earlier this year, I was delighted to launch the Bunny Ennis Fund in his memory – an annual training grant to support an individual on their career within automotive. “We’re also proud to have a long-standing partnership with Mission Motorsport, a charity dedicated to aiding with recovery and rehabilitation of former military personnel by providing opportunities through motorsport and the automotive industry. “As the 80th anniversary of VE Day approaches, we want to shine a light those who have made an outstanding contribution to wider society through their acts of courage and selflessness.” Ennis & Co Group are encouraging people to participate in the initiative by sharing their stories [here](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.linkedin.com%2Fposts%2Fennis-co-ltd_veday-honouringheroes-lestweforget-activity-7313114721103020032-DBQY%3Futm_source%3Dshare%26utm_medium%3Dmember_desktop%26rcm%3DACoAADKQ6SYBK84es0DDeHmrau0hzTN6rgnEltA&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C08cbf3ded1c046e7e13808deb002fc88%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141724148575112%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=MDSsoB3vUYWcszRTzstaR71N8kJ%2Bd6w6NbIkWJUeDXw%3D&reserved=0) to celebrate the remarkable people who make, and have made, a difference to our lives. *For further information, contact our marketing team.* *T: +44 (0)1962 392150* *M: +44 (0)7425 531542* *E: * **About Ennis & Co Group** *In a rapidly changing industry, Ennis & Co Group are trusted by many of the world’s leading automotive and mobility brands to appoint their senior leaders and deliver intelligence-based talent strategies.* *We carry out executive search assignments and research projects across the globe that are helping to shape the future of the sector by delivering the key decision-makers and innovators of tomorrow.* *[www.ennisco.com](https://gbr01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.ennisco.com%2F&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C08cbf3ded1c046e7e13808deb002fc88%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141724148602077%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=43HV4%2FdefZ52L6n8qokxlxNSElbSc1Aiz0BBhI%2BN17E%3D&reserved=0)* **Categories:** News --- ### [Entries open for the Bunny Ennis Fund 2026](https://ennisco.com/entries-open-for-the-bunny-ennis-fund-2026/) **Published:** November 3, 2025 **Author:** Comms Team **Content:** Ennis & Co Group, the global automotive executive search and talent research company, have announced the return of the Bunny Ennis Fund – an annual award to support the training needs of an individual in the automotive industry. Now in its second year, the Bunny Ennis Fund was created in memory of Bernard ‘Bunny’ Ennis, the late father of Ennis & Co Group’s founder and CEO, Lynda Ennis. The winner will receive a cash award of up to £2,500 to enhance their career through a defined educational course or professional development programme as well as ongoing career support and advice from the Ennis & Co team and associates. To enter, candidates are asked to describe in 200 words how the award would enhance their career, and why they believe they deserve to win it. The competition is open anyone working in the automotive industry or looking to join the sector. Entries for The Bunny Ennis Fund 2026 opened yesterday (Nov 2 2025) and close on Jan 11 2026. Three finalists will be invited to a special Ennis & Co industry event in London next February, where the winner will be announced. Bunny Ennis worked in the automotive industry for his entire career and was also a campaigner and fund-raiser for fellow World War II veterans. During the war, he served as an RAF rear gunner and was almost killed when his aircraft was shot over the Bay of Biscay in 1945, forcing him to eject and parachute into the sea. Lynda Ennis said: “We’re delighted to announce the return of the Bunny Ennis Fund for its second year, which is intended to give something back to the industry and play a small part in developing the talent of the future. “My father’s mantra was ‘there’s no such word as can’t’, so we’re looking for someone who embodies a positive outlook on life and a determination to succeed.” Last year, the inaugural Bunny Ennis Fund award was presented to Jordan Workman, an HR Business Partner at Aston Martin Lagonda, who put the cash prize towards a doctoral research degree that he was self-funding alongside his day job. Jordan Workman said: “Winning the Bunny Ennis Fund was an incredible honour and has provided far more than just financial support. The continued encouragement, advice and industry connections from Lynda and the Ennis & Co team have been invaluable as I progress my doctoral research and professional journey.” Enter here [https://ennisco.com/the-bunny-ennis-fund/](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.com%2Fthe-bunny-ennis-fund%2F&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C46459bc300a646febeba08deb002e05c%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141723964362092%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=QC5j4pXx5sb7AOrXOBE2IB6TnWv%2FfmK2Vf27X6wnht8%3D&reserved=0) before the closing date of Jan 11 2026. *For further information, contact our marketing team.* *T: +44 (0)1962 392150* *M: +44 (0)7425 531542* *E:* [*marketing@ennisco.com*](mailto:marketing@ennisco.com) **About Ennis & Co Group** *In a rapidly changing industry, Ennis & Co Group are trusted by many of the world’s leading automotive and mobility brands to appoint their senior leaders and deliver intelligence-based talent strategies.* *We carry out executive search assignments and research projects across the globe that are helping to shape the future of the sector by delivering the key decision-makers and innovators of tomorrow.* [*www.ennisco.com*](https://gbr01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.ennisco.com%2F&data=05%7C02%7Cdulcie.ebert%40ennisco.com%7C46459bc300a646febeba08deb002e05c%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C639141723964410521%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=yAlR6V1c2HB5SEgA43OcXG7y2AqzQMdVrjoQAtPaEgQ%3D&reserved=0) **Categories:** News --- ### [Maintaining direction while everything else moves: the three things automotive leaders are doing differently](https://ennisco.com/maintaining-direction-while-everything-else-moves-the-three-things-automotive-leaders-are-doing-differently/) **Published:** April 28, 2026 **Author:** Comms Team **Content:** 12–18 minutes ***Three leaders. Three organisations. One shared effort to close the gap between strategy and delivery.*** *Earlier this year, Ennis & Co research drawn from interviews with fifty senior leaders across the automotive industry arrived at an uncomfortable finding. Leaders were broadly aligned on where the industry was heading but far less confident their organisations could get there.* *Strategic alignment, it suggested, was the easy part.* *But what does that actually mean in practice? Is it a damning indictment of leadership capability across the industry? Does it suggest that the transformational effort now underway risks stalling? Or has the gap between vision and reality grown so wide it can no longer be bridged?* *We sat down with Jamie Vindis, Managing Director at Vindis Group, Nigel McMinn, Managing Director at Pybus Recruitment and Gemma McNeill, People Director at Volvo Car UK, to explore what closing that gap looks like in practice — and whether it is even possible.* **Keeping teams anchored around a clear direction** Ask Jamie Vindis how his organisation approaches strategy and he’ll push back (gently, but deliberately) on the word itself. > “Strategy used to be a fixed, determined thing,” he says. “I think today it \[business strategy\] needs to be an element of the overall vision. It’s no longer about the action plan. It’s all about direction.” In an industry where conditions shift faster than any plan can anticipate (new competitors, margin pressure, regulatory change) Vindis’s view is that organisations which anchor themselves too rigidly to a strategy document are setting themselves up for a fall. What they need instead is something more durable: a clear vision that doesn’t need rewriting every time the market moves. For Vindis Group, that means separating the long-term direction (defined as being genuinely stable, revisited perhaps every five years) from the shorter-term operational decisions that inevitably flex in response to circumstance. The vision becomes, in his words, “the anchor point. The tethering point for everything else to flow from.” Gemma McNeill describes a similar approach at Volvo Car UK, (though the architecture is necessarily more complex). As a National Sales Company sitting within a global organisation, the strategic challenge isn’t just about communicating direction internally – it’s about translating a global agenda into something locally meaningful without losing coherence in either direction. At Volvo Car UK the answer is a two-lens framework: perform and transform. Perform covers operational delivery – the targets, volumes and consumer experience metrics that constitute day-to-day business. Transform addresses the shift underway across the business and wider industry: what automotive retail looks like in five years, how the direct-to-consumer model evolves, and what a genuinely premium consumer experience requires of the people and processes behind it. The clarity of that distinction, McNeill explains, is what makes strategic communication possible. > “Clarity is the key piece,” she says. “It needs to be easy to understand and well understood.” The harder challenge, as Nigel McMinn observes from his work across the talent industry, is that clarity at the top frequently fails to survive contact with the middle of an organisation. “It takes time to slow down and consider all this stuff,” he says, “rather than just keep doing the same thing and largely getting the same outcome.” Vindis is clear-eyed about this too. A communicated vision that lives only in emails and presentations is, he argues, worse than useless – people spot the gap between rhetoric and reality quickly, and cynicism follows. “It has to become part of your language,” he says. “Part of your thinking. Part of your process. And then, at the end, part of your communications as well.” What that looks like in practice is less about formal cascade and more about relentless, consistent behaviour from leadership. The vision must show up in how decisions get made, how performance is discussed, how people are developed – not as a programme, but as a habit. Knowledge and insight can feel like progress without actually being progress. It is only the disciplined, ongoing repetition of aligned behaviour that makes a direction genuinely cultural. **Simplifying execution: less activity, more focus** If the first challenge is keeping teams anchored around a clear direction, the second is resisting the instinct that kicks in when things get difficult – the urge to do (and control) more. Vindis is direct about this. In his experience, the default response to pressure in automotive is to reach for additional activity: more KPIs, more reporting, more oversight. The logic is understandable. When results disappoint, it feels like control. In practice, he argues, it achieves the opposite. “When there are so many KPIs, they can’t be KPIs anymore,” he says. “They’re just PIs.” An organisation drowning in performance indicators isn’t managing performance – it’s generating noise. And noise, particularly when it lands on already-stretched front-line teams, doesn’t drive improvement. It drives exhaustion. Nigel McMinn puts it plainly. “The management teams at the front line can be overwhelmed by measurements,” he says, describing a pattern he has seen repeatedly. Brand partners impose output metrics, group functions add their own layer, and the people closest to the customer end up buried. “There’s a risk that people are set up to fail. It’s not that we’re not communicating or not working.” The response at Vindis Group has been deliberately counter-intuitive. Rather than managing outputs more intensively, the focus has shifted to the quality of inputs – specifically, the rigour and clarity of the plan agreed before execution begins. If the plan is right, the conversation that follows becomes simpler. Either it was implemented and delivered (in which case you build on it) or it was implemented but didn’t deliver, which means the plan needs revisiting… or it wasn’t implemented at all, which is a different conversation entirely. In each case, accountability is clear and the diagnosis is honest. > “Why don’t we just spend longer on getting the plan better at the beginning?” Vindis says. “Because then the conversation becomes really straightforward as it progresses.” His view of what central functions are for is worth pausing on: not to generate reporting or cascade strategy downward, but to absorb external pressure, distil it into something usable, and protect the front line from noise that doesn’t help them serve customers. “We need to strip away wasted energy, wasted time, wasted effort, wasted communications,” he says. “We’ve got to make the lives of the team on the ground simple.” The goal, in four words, that Vindis returns to more than once, is simply this: do less – just better. **Building capability through behaviour** Strategy can be clarified in a boardroom. Execution can be simplified by stripping back what isn’t working. But capability (the kind that actually changes how an organisation performs) is harder to install and easier to underestimate. It is also, Jamie Vindis argues, widely misunderstood. In his view, the industry tends to treat capability as a single thing when it is actually three distinct things that require three distinct responses. There is capability (the potential to perform). There is competency (the proven history of having performed). And there is capacity (the bandwidth to perform right now). Confuse them, he says, and your interventions will consistently miss theirtarget. Developing someone’s skills when the real problem is that they are overloaded, or restructuring a team when the real problem is a gap in confidence, is effort spent in the wrong place. Nigel McMinn frames the same risk from a hiring and leadership perspective. Organisations, he observes, can be too quick to label underperformance. “We can say they’re not trying hard enough, they’ve got their eye off the ball,” he says, “when in fact it might be that we’ve loaded the diary very ineffectively, or we’re bringing far too much work in and making it impossible.” Vindis tackles this head on. Earlier this year, Vindis Group brought its heads of business together for a quarterly planning session and spent the first three hours not on numbers, but on human psychology and behaviour. The group explored how thinking shapes feeling, and how feeling drives action. They examined operant conditioning. They challenged the assumptions they routinely make about their teams and their businesses. > “As the saying goes, sometimes the problem isn’t the problem,” Vindis says. “Sometimes the problem is the attitude about the problem.” One exercise in that session stands out. Each head of business was asked to write down what they believed to be universally true about their employees – the shared frustrations, the accepted wisdoms, the things everyone just knows. They then scored each belief on a scale of one to ten for relevance. The result was striking: every single belief scored somewhere between three and eight, with different leaders scoring the same statement at opposite ends of the scale. The conclusion Vindis drew was pointed. “What we know to be true is not really true. We’ve got to challenge what we perceive as the truth.” If the session was designed to shift thinking, the habits Vindis encourages are designed to sustain it. One of the most telling is what he calls the forty-five minute rule. When a leader visits a site, they should budget forty-five minutes to get from the car park to the meeting room – walking through the workshop, stopping in the showroom, talking to people, understanding what is actually happening on the ground. And another forty-five minutes to leave. The meeting itself sits in the middle. It sounds simple. In practice it runs against the grain of how most senior leaders operate – the tendency to arrive, conduct the formal business and depart, treating the visit as a transaction rather than an opportunity. But Vindis is clear about what it builds over time: visibility, trust and a culture in which feedback flows upward as readily as direction flows down. “Feedback is a gift,” he says. “Sometimes an incredibly painful gift. But those are the best ones.” **Going a level below: the foundation beneath the framework** The three practices described above (anchoring direction, simplifying execution, building capability through behaviour) represent genuine progress. McNeill’s experience throughout her career to date points to something fundamental that sits beneath all of them. A layer that can be missed if not embedded in the culture of the company and considered as a significant driver of performance, the employee experience. For years, OEMs have responded to capability gaps in the retail network with training. Identify a need. Design a programme. Deliver it. Measure completion. Move on. The logic is tidy, and the intent is genuine. What it can miss, McNeill explains, is the foundation on which all that effort rests. “We can have the best training in the market that’s great and essential,” she says. “But in addition our day-to-day employee experience needs to be aligned, by that I mean our employees are engaged, have a sense of purpose and feel they belong, that’s going to come out through their performance and the experience they deliver to our consumers, no matter how well we train them.” Volvo Car UK extend their focus beyond the training provided to their retail partners, to how those retailer partners operate from a people, employment and engagement perspective. The consumer experience, McNeill explains, cannot be reliably engineered solely from the outside in – through training, product knowledge, process compliance and brand standards alone. It must also be built from the inside out, starting with whether the person delivering that experience is engaged and motivated; feels safe and valued. > “In order to get a consumer centric approach, we need a people centred approach internally as well,” she says. “That comes from having the right culture, where people are at the heart of the organisation” This is not, she is clear, a soft HR debate. It is a strategic one. If the destination is a premium, omnichannel, consumer centric experience across a distributed retail network, then the quality of the working environment and approach to people within those businesses is not an HR matter to be handled elsewhere. It is a core performance driver, and it needs to be treated as such. The same logic applies to how organisations navigate ambiguity – and ambiguity, McNeill notes, is no longer the exception. It is normal. “I couldn’t tell you a time, since I started out in my career, when I felt the external environment we operate in was stable and clear, without change or ambiguity,” she says. “That changing environment is the norm.” Her response is not to try to create stability where it doesn’t exist, but to build organisational capability and resilience that allow people to function well without it. At Volvo Car UK, we have two competencies that explicitly focus on developing competence to support this: Managing Ambiguity and Situational Adaptability. Alongside them sits a principle the organisation calls ‘freedom in frameworks’; the idea that clear boundaries (a profitability target, a headcount number, a strategic priority) don’t restrict agility, they enable it. Within the framework, people have genuine freedom to flex, experiment and take accountability for outcomes. “A level of autonomy brings with it a level of accountability,” McNeill says. “In my experience, if people feel safe and have autonomy, they are accountable. If they fear failure, blame and repercussions, they may be less likely to take true accountability and perform to their true potential. The final piece of this foundation is one that organisations often treat as a process rather than a strategy: succession. McNeill is emphatic that it should be neither an afterthought nor an annual form-filling exercise, but a proactive, continuously managed commitment. Volvo Car UK runs regular people boards at which leaders review talent across the organisation – assessing potential, identifying risk, and making deliberate decisions about who is being developed for what. The goal is not just retention, but readiness. “Leaving a business with no successor isn’t success,” she says. “It’s about developing and building talent so that we’ve always got strength internally and making sure that we take a balanced and blended approach to talent and succession, bringing in experience from outside of Volvo Car UK and the industry when appropriate, to keep us thinking differently.” That blend (of internal development and deliberate external diversity) reflects a broader conviction McNeill holds about where competitive capability comes from. Volvo Car UK has consciously assembled a leadership team that draws on backgrounds in telecoms, pharmaceuticals, gaming and FMCG. Each brings a different lens on how consumers think, how organisations operate and change, and what good looks like. The automotive expertise is there. But it is no longer the only voice and experience in the room. “You need a blend,” she says. “Everything’s about having the right balance of knowledge, experience, creativity and diversity — through the people and through their experiences.” **So, what does this all actually mean?** One of the central findings of the Ennis & Co earlier research was that leaders across the automotive industry were broadly aligned on strategy but far less confident in their organisation’s ability to execute. The concern at executive level was less about direction and more about delivery. What the conversations in this article suggest is that the gap is real, but it is also avoidable. It suggests that organisations that are closing the gap are doing at least four things. - They are protecting their direction from short-term noise while staying flexible in how they deliver it. - They are simplifying relentlessly, stripping back the complexity that accumulates around execution until the work that matters becomes visible again. - They are treating capability not as something that can be trained in or restructured into existence, but as something that must be modelled, reinforced and practised daily by leaders at every level. - And they are doing something the industry has been slower to confront: they are going a level below the frameworks, the training programmes and the brand standards, to ask whether the human foundations are in place. That last shift is perhaps the most consequential. The assumption that employee experience is someone else’s problem (the retailer’s, the HR function’s, the individual manager’s) is precisely the assumption that limits how far the other three practices can take you. Consumer experience does not begin at the showroom door. It begins with whether the person standing there feels engaged, safe, trusted, supported and clear about what they are trying to achieve. The gap between vision and execution is not primarily a strategic failure. It is a human one. And human problems, unlike structural ones, respond to consistent, deliberate leadership behaviour over time. That is, in essence, what Jamie Vindis, Nigel McMinn and Gemma McNeill are each describing – not a crisis, but a discipline. Not a broken industry, but one that is learning, sometimes slowly and sometimes painfully, that execution is a capability. One that must be built from the foundations up, protected from noise and practiced every day. The question is not whether automotive can close the gap between strategy and delivery. It clearly can. The question is whether enough leaders are willing to challenge themselves, think differently and drive the change that closing it requires, and whether they are prepared to go deeper and look honestly at the next layer down. [Strategy is aligned, capability is not – April 2026](https://ennisco.com/wp-content/uploads/2026/04/Strategy-is-aligned-capability-is-not-April-2026-1.pdf)[Download](https://ennisco.com/wp-content/uploads/2026/04/Strategy-is-aligned-capability-is-not-April-2026-1.pdf) **Categories:** News **Tags:** automotive, Leadership, Pybus Recruitment, Torque & Truth, Vindis Group, Volvo Car UK --- ### [The Automotive Performance Paradox](https://ennisco.com/the-automotive-performance-paradox/) **Published:** April 15, 2026 **Author:** Comms Team **Content:** What if the market isn’t your biggest risk, but the capability gaps created by the automotive performance paradox? Across the sector, leaders are being forced into difficult trade‑offs. Cost pressures are driving job cuts and hiring freezes, yet the demands of transformation, electrification, and new‑brand disruption require more capability, not less. It’s a tension every automotive business is feeling and it’s reshaping how successful organisations think about delivering their business objectives. This is the automotive performance paradox. Supply chain businesses are shedding staff and pausing recruitment as transformation roadmaps shift. OEMs are reducing costs and people to fund EV price wars while extending ICE production. Retail groups are consolidating to build resilience as some established brands plateau and new entrants accelerate. But beneath these headlines lies a more complex reality: headcount is shrinking, while the need for specialist leadership is intensifying. Transformation, M&A, integration, turnaround, programme delivery each of these phases are time‑critical, high‑impact, and unforgiving if capability gaps slow momentum. And this is the heart of the performance paradox: the skills you need most are often the ones you no longer have in‑house and won’t be able to recruit rapidly. The organisations navigating this paradox most effectively are those accessing capability on demand. Not permanently. Not eventually. But precisely when the business needs it, for the window in which it matters most. Over the last five years, Ennis & Co has supported automotive businesses with interim leadership at short notice. It’s a model that bridges the gap between when talent is needed and when it can be hired, keeping transformation moving without adding long‑term cost or compromising pace. If you’re facing these challenges as a leader, we’d be delighted to share what we’re seeing across the market and explore how interim capability could support your next step. And if you’re a specialist leader who hasn’t yet considered interim work, now is the moment. Flexibility, impact, and variety are creating new pathways for those ready to step into them. Leaders who win in the automotive performance paradox don’t wait for capability, they access it when it counts. **Can we help you today?** [Interim Talent](https://ennisco.com/interim-talent/) **Categories:** News **Tags:** automotive, Automotive Industry, Interim, Leadership --- ### [New Ennis & Co report lays bare the realities challenging automotive leaders](https://ennisco.com/new-ennis-co-report-lays-bare-the-realities-challenging-automotive-leaders/) **Published:** March 19, 2026 **Author:** Comms Team **Content:** - The hidden realities threatening transformation across the automotive sector - The behavioural patterns holding organisations back when they must accelerate - The practical leadership changes organisations can make to deliver their ambitions **Stockbridge 19 March:** Ennis & Co has released a major new leadership report, *Torque & Truth*, capturing a rare, unfiltered view of how senior leaders across the automotive sector are managing the pressure of transformation. The findings reveal a sector that understands exactly where it is heading but is struggling with the practical realities of delivery. The implication is clear: without strengthening leadership capability and organisational readiness, transformation will stall. Drawing on in‑depth conversations with 52 senior leaders, the report exposes a consistent pattern: the sector is aligned on where it is heading, but the experience of leading is far more complex, constrained and demanding than perception might suggest. Leaders describe a landscape defined by shifting expectations, sustained pressure, and the constant tension between ambition and organisational reality. Their reflections reveal the practical challenges shaping leadership capability today and the widening gap between strategic intent and the ability to deliver at pace. **Lynda Ennis, Founder & CEO of Ennis & Co Group**, said: *‘Torque & Truth is the start of a conversation about the reality of leading automotive organisations through evolution at unprecedented speed. From R&D through the supply chain, manufacturing, distribution, retail and fleet the pressures on today’s leaders are consistent in both theme and impact.* *‘This report brings together the day-to-day experience of leaders navigating extraordinary complexity. It highlights where the industry is going and what it takes to lead by exploring six key topics raised by leaders and how they are tackling them.* *‘The data and insight within Torque & Truth provide a starting point for automotive industry leaders across the sector to identify how their organisations must evolve to deliver on their ambitions.’* The *Torque & Truth* report assesses where the 52 leaders had commonality of issues: shared tensions around uncertainty and collective energy for topics of strong conviction. The six themes are: - **Strategy is aligned. Capability is not**. While 98% of leaders are clear on strategic direction, confidence drops sharply when the focus turns to delivery. Leaders point to friction caused by governance, talent depth, decision‑making speed and organisational structure as the real barriers to progress. - **Speed has become the new competitive advantage** The report highlights a decisive shift where speed, not strategy, is emerging as the defining differentiator. Leaders warn that slow decisions now carry strategic risk, eroding momentum and weakening competitive position in an environment where timelines are compressed, and expectations reset by new entrants. - **Cost pressure is reshaping leadership behaviour** Cost is no longer a cyclical challenge but a structural condition shaping how leaders prioritise, sequence and resource change. The report shows a clear behavioural shift toward disciplined focus, sharper trade‑offs and doing fewer things better. - **AI is everyone’s priority but no one’s strength** Despite broad agreement on the importance of digital capability, confidence in execution remains mixed. Legacy systems, competing priorities and a leadership skills gap mean AI is often supported in principle but not yet integrated into everyday decision‑making. - **The leadership pipeline is not ready for what’s next** The report reveals low confidence in near‑term succession, with many leaders noting that traditional career paths have not prepared future leaders for the complexity and pace now defining senior roles. - **Third party relationships are essential and structurally difficult** Leaders rely on external partners for critical capability, yet describe partnerships slowed by misaligned priorities, governance friction and incompatible ways of working. Collaboration is now vital, but structurally hard to execute at pace. **Behavioural science adds a deeper layer of insight** Ennis & Co partnered with **Lumina Learning**, whose behavioural data provides a sector‑wide benchmark for how automotive leaders prefer to think, decide and lead. The data reveals a leadership population strong on clarity, control and structured decision‑making, but less naturally inclined toward adaptability, experimentation and rapid iteration. These behavioural patterns help explain why organisations aligned on strategy still struggle with pace, digital adoption and execution. **Stevie Fine, Lumina Learning Partner & Managing Director, Inspire**, who assessed the Lumina data said: *‘The patterns we see are behavioural as much as operational. Leaders have real strengths in rigour and purposeful decision‑making, but those same strengths can limit adaptability when speed and experimentation are required.* *‘Leaders need to leverage every advantage including psychological insight to create rapid shifts in how individuals and teams create new mindsets that deliver increased impact and improved performance.’* Ennis & Co, together with Stevie Fine and the team at Inspire, provide leadership advisory services that help organisations interpret these findings, build capability and develop leaders equipped for the realities of today’s environment. Through practical frameworks, behavioural insight and tailored support, both organisations help leadership teams turn reflection into action. [Learn more about Torque & Truth](https://ennisco.com/torque-truth/) **Categories:** News **Tags:** automotive, AutomotiveIndustry, Leaders who drive automotive, Leadership, Torque & Truth --- ### [Torque & Truth: six leadership topics shaping the future of automotive](https://ennisco.com/torque-truth-six-leadership-topics-shaping-the-future-of-automotive/) **Published:** February 25, 2026 **Author:** Comms Team **Content:** *Reflections from an intimate forum at Bonhams, London – 24 February* Yesterday, in the refined surroundings of Bonhams, New Bond Street, Ennis & Co Group convened a room of senior automotive leaders for [Torque & Truth](https://ennisco.com/torque-truth/). A forum designed as a thinking space for those carrying the real weight of leadership in the sector. Chairs, CEOs, Non-Executive Directors and executive leaders joined us to discuss and explore the reality of leading high performing organisations now and preparing them for the future. **Leadership as a personal practice** Our opening session, led by Stevie Fine Managing Director [Inspire](https://www.inspire-ing.co.uk/) and Dr Stewart Desson CEO [Lumina Learning](https://luminalearning.com/) focused on the psychology of senior leadership. Cognitive load, resilience, judgement and self-awareness. Leaders spoke candidly about the operational and personal demands of leadership and reflected on the behavioural patterns that build their teams. What emerged was a shared recognition that the internal work of leadership, perspective, regulation, clarity under pressure, is now as critical as organisational design. **Judgement, execution and capability** A central conversation of the afternoon took the form of an interview between Lynda Ennis, CEO and Founder of Ennis & Co Group and Kana Inagaki, Industry Editor covering Global Autos at [Financial Times](https://www.ft.com/). Their exchange moved beyond strategy to the practical realities of execution. Examining what happens when organisational direction is aligned, but the capability to deliver is not. Drawing on her experience working with global leadership teams and her own executive career, Lynda emphasised the need for leaders to assess bench strength, identify capability gaps and align leadership profiles with the demands of delivery. **AI, digitalisation and leadership pipelines** Adopting a format inspired by the BBC’s Question Time, the panel, moderated by Al Clarke and featuring Ian Plummer [Autotrader](https://www.autotrader.co.uk/cars/used?msockid=34e4a456cc1864ce0519b2d0cd2965eb), Sarah Noble [Deloitte](https://www.deloitte.com/uk/en.html), Andrew Burn, Eurig Druce [Stellantis](https://www.stellantis.com/en) and Jennifer Babington [Bonhams](https://www.bonhams.com/?msockid=34e4a456cc1864ce0519b2d0cd2965eb), extended this theme into AI and digitalisation. The discussion examined leadership readiness, beyond the technology: governance, capability building and the risk of adopting digital narratives faster than organisations can implement them. This led to a substantive dialogue on talent pipelines and succession. If operating models are evolving, how are leadership pathways evolving alongside them? Audience contributions were practical, reflecting organisations actively grappling with these questions. **Investing in future leadership** Rachel Clifft, CEO of [Ben](https://ben.org.uk/) brought the focus to wellbeing and the practical approach and resources available to improve the health for many in the sector, raising awareness of the role leaders play in supporting the lives of the automotive workforce. The presentation of the 2026 Bunny Ennis Fund, awarded to Phil Moody, Head of UK Customer Care at [Volvo Cars](https://www.volvocars.com/uk/?gclid=8b657250099f16af14cc1bcf06e59a2b&gclsrc=3p.ds&msclkid=8b657250099f16af14cc1bcf06e59a2b&utm_source=bing&utm_medium=cpc&utm_campaign=bing_new-car_30012_range_convert_sp_convert_brand_mixed_conversion_uk_null_en_na&utm_term=volvo%20cars&utm_content=Range_mxd_Volvo%20Cars), provided a tangible link to the development of future leaders. A theme that echoed throughout the day’s dialogue on succession and capability. **From dialogue to data** Torque & Truth was thoughtful, reflective and, at times, disarmingly humorous. This is another element of Ennis & Co Group’s ongoing leadership research programme, providing a forum for senior leaders to explore and share insights that will inform our forthcoming white paper on automotive leadership. This will include data-led analysis of automotive leadership through 52 senior leader interviews and 150 psychometric assessments from [Inspire](https://www.inspire-ing.co.uk/). Yesterday demonstrated that the industry remains passionate, with clear direction, energy and purpose. The greatest opportunity, and its most significant constraint, lies in leadership: how it is understood, developed and sustained. The conversation continues. **Categories:** News **Tags:** automotive, Bunny Ennis Fund, Leadership, Torque & Truth --- ### [Leaders who drive automotive: Michael Leiters](https://ennisco.com/leaders-who-drive-automotive-michael-leiters/) **Published:** February 17, 2026 **Author:** Comms Team **Content:** After leadership roles at Ferrari and McLaren Automotive, Michael Leiters has now returned “home” to Porsche AG, where he is now CEO. He tells Al Clarke that moving between cultures has been one of the important yet challenging experiences of his life. ***Your career journey has taken you from engineering roles at Porsche, to the chief technology officer position at Ferrari, and more recently CEO at McLaren Automotive. If I may, let’s go back to the start. What were some of your early ambitions?*** I studied in Aachen and did a degree in mechanical engineering. After that, I decided to do a doctorate – not because I had a clear vision of becoming a leader at that time, but because in those days, doing a doctorate was seen very positively in the industry. In the 1980s and 1990s, it was considered a sign of ambition – something that showed a person’s drive to reach a higher level in their career. Of course, it depended a little on the industry. In Germany, for example, having a doctorate was very important in fields like chemical engineering, pharmaceuticals and the energy sector. In automotive, it was less essential but still seen as a good thing. I also wanted to gain experience – not just academic or scientific but practical industrial experience as well. During my doctorate, I had a fantastic opportunity to work with the Fraunhofer Institute in Germany – a really great organisation that focuses on transferring innovation from universities into industry. Over my four years there, I worked with around 20 to 25 companies on both large and small programmes, doing technical projects and consultancy work. One of these projects was my first contact with Porsche, where we worked on optimising the cost of the V8 engine for the new Cayenne. We approached it technologically, analysing and monitoring alternative production methods to reduce the manufacturing cost of the engine. That experience was very helpful for me. I never wanted to be a purely scientific or technical person; I was always interested in combining theory and practice, technology and business. To be honest, at that stage, I didn’t know what it really meant to be a CEO or a member of a management board. I was simply a car enthusiast – I loved cars. So, when it came to deciding on my first job, I chose to go into the automotive industry, even though it was struggling in Germany at the time. It was a mature, demanding industry, and everyone knew it would take a lot of effort and hard work to build a career there. That’s also why, during university, I focused on studying the fundamental principles of mechanical engineering rather than just automotive engineering. I wanted a broad foundation – something that could be applied anywhere, whether in automotive, energy or even the food industry. But I always knew I had the greatest affection for automotive, and that passion ultimately guided me. ***You’ve led three of the world’s most beautiful brands, so there’s clearly a lot of passion there. But do you think you could lead in an organisation outside of automotive – say, in consumer goods or electronics? Or are you solely an automotive person?*** Yes, I could. But for me, it’s important to have a certain connection to the product you’re selling to the customer. At the end of the day, a company has to be customer-oriented – that’s essential – but the product itself also has to be good. The real thing you have in your hands is the product you are offering to the customer, and you have to make sure the customer experience around that product is excellent. It’s not only about the product itself but everything that surrounds it, and that becomes especially important when we talk about luxury. So, as long as it’s a technical or technological product, I think I could easily get emotional about it and really enjoy what I’m doing. There are so many fantastic products in the world beyond automotive, but again automotive is the one I love the most. ***You spent much of your career in Germany before moving to the UK to lead McLaren. What differences have you observed in leadership styles and business culture across Europe? Would you say your international experience has been an advantage in your career?*** I would say that moving between cultures has been one of the most important experiences of my life. You have to distinguish between the culture of a company and the culture of the country you are in. They are related, of course, but they can differ hugely, especially in international organisations. For me, understanding culture is absolutely crucial, and also one of the most challenging aspects of leadership. You can’t imagine how big the differences are – sometimes just because there are the Alps between two nations, or The English Channel. The challenge is that you have to adapt. You can’t walk in and expect everyone else to adapt to you, because you will fail. You need to be humble, self-aware about your strengths and weaknesses and, above all, authentic. But at the same time, you must adapt to the way people behave, think and react, and take the time to really understand that. As a German, I would say one of our strengths is our ability to separate the personal from the contents of a discussion. We can have very tough debates on a topic without touching the personal side. It’s rare to combine that. A decision against a proposal, for us, is not a decision against the person. In Italy or the UK, the personal relationship to business plays a much bigger role. There is more personal pride involved in professional matters. Of course, Germans also have pride, but it’s a different kind. For me, that was surprising and challenging. I was used to being logical and analytical, deciding for or against something based purely on facts, but in other cultures, things are sometimes taken personally. If you compare the UK to Italy, the differences are again very distinct. Italians are generally more extroverted; they express their emotions openly and show their involvement very directly. In contrast, British people tend to be more introverted. They may have the same reaction emotionally, but they don’t always show it outwardly. It’s more internal. For me, learning to read and interpret these differences was a big challenge. In the UK, people are also very polite, which means feedback is often delivered less directly. I needed a lot of help from my team at times to interpret things correctly and to understand what was really meant. In Italy, on the other hand, you can be surprised by the intensity and openness of emotional reactions. So, these cultural differences in the way people behave, communicate and show their commitment are huge. Managing across them has been one of the greatest learning experiences of my career. ***Can you really prepare yourself for that kind of transition? It must have felt like jumping into a cold bath – moving from Germany, with your academic background and 13 years at Porsche, to suddenly arriving in Maranello. Beautiful weather, yes, but a completely different culture. How did you prepare for that change?*** I must admit, I totally underestimated it. For me, language is the biggest thing. So much of a culture embedded in its language that you simply have to learn it. Without that, you will struggle. Learning the language is really the first step in understanding how people think, communicate and work. It also helped a lot that I moved with my family. When your family is living there too, you start to learn the culture not just professionally but through normal, everyday life. That gives you a much deeper understanding of how people live and interact. Without that, I think it would be very difficult to truly integrate. I would say, in general, I’m quite open-minded and genuinely interested in understanding why people behave in a certain way. That helps a lot. You also need people around you who you can trust – people who can help you interpret and explain aspects of the culture that you might not immediately see. Interestingly, not everyone fully understands the culture of their own country, so having someone who has a bit of distance or perspective on it is very valuable. From a personal point of view, I would say the cultural piece is the most challenging one. I spent nine years in Italy, and it was a challenge until the end. Now, after three and a half years in the UK, I still have to work on it. But I see that as a positive thing, not as a struggle or a failure. When you live and work in different countries, you learn a lot about your own culture, too. Sometimes you see things you thought were positive at home and realise they’re not necessarily so. At other times, you gain a new appreciation for aspects of your own culture that you used to criticise. It’s a real enrichment to live in other countries, learn about new cultures and become part of another nation. With all the challenges that come with it, it’s still a wonderful experience and, over time, I’ve developed a real affection and connection for every country I’ve lived in. ***How do you know when you’re ready for that next big role? It must be a mix of emotion as well as career timing?*** It’s an important question – knowing whether you’re truly ready or not. And honestly, sometimes there’s also an element of luck. When I joined Ferrari, I had a lot of change all at once: a new company, a new segment, a new language and a new culture. Changing such major aspects of your life and work is risky, but I was fortunate. I had a very supportive CEO who protected and guided me through that transition. That experience reinforced in me the realisation that chasing titles alone is dangerous. Early in my career I was very ambitious and eager to move up quickly. My most important mentor, the former CEO at Porsche, gave me great advice when I was his chief of staff. I would point to others who were further ahead and say, ‘Look, they’re already two steps above me.’ He told me, ‘Wait and see where you are in five or 10 years, and where they are.’ He was right. I’ve seen many people rise too quickly and not be ready. So, I started thinking of my career like a puzzle. If my long-term goal was to become a CEO or a senior leader, I wanted to be prepared, not just hold the title. To be good in that kind of role, you need certain experiences. That’s why I left Porsche for Ferrari. I was very happy at Porsche but I’d reached a point where no-one could offer me a broad role like Ferrari. I wanted full accountability – the chance to deliver, to take risks and to make mistakes. At Ferrari I joined the management board and became responsible not just for product lines and engineering, but also purchasing, quality, production planning and other areas. It was a huge scope, with a big budget, large teams and full responsibility. It ticked many boxes for me: international experience, strategic and operational accountability, resource management and leadership at scale. So, by the time I joined McLaren as a CEO, operations weren’t a problem. I already had eight years of that experience. What I needed to learn was finance, shareholder relations and some commercial aspects, but otherwise I felt well prepared. ***You’re set to join Porsche in January at what is, for many in the industry, a turbulent time. How do you approach navigating transition periods and implementing change? What do you see as the key skills for leading through change, and how do you prioritise where to focus first?*** First of all, you have to understand the situation of the business you’re going into and do the groundwork. For me, it’s essential to always follow the first principles of business, as well as your own values. That sounds simple, but it’s actually very difficult, especially in times of crisis or conflict. Sticking to those principles is where your character and personality are really tested. But when you do that consistently, people start to believe in you, they get behind you and they follow you. Then, of course, you look at the fundamentals: the customer, the product, financial targets, profitability, cash flow – all the obvious things that need attention. But one of the most important focuses for me is always people. With a strong team and a strong organisation, you can do almost anything. We’re in very volatile times, and who knows what tomorrow will bring, whether it’s new geopolitical challenges, another pandemic or something completely unexpected. What matters most is having what I call a future-proof team – a group of people capable of managing whatever challenges come next. If you have that, you can navigate through any turbulence. ***Looking back on your career, what advice would you give to leaders stepping into senior roles today? What skills would you say are most important for leaders to possess?*** One of the most important lessons I’ve learned is the value of decisiveness. Sometimes you inherit a strong team, and that’s fortunate. But whenever I delayed making a necessary change, it proved to be a mistake. Leaders must be willing to act. My method is consistent: give everyone a fair chance, take time to understand the context and then make a decision. You’ll encounter people who are already performing well, so those are straightforward calls. Others may show promise but need development, and that’s where investment pays off. Then there are individuals who aren’t suited to the role and are unlikely to grow into it. Those situations require tough but necessary decisions. For senior leaders, especially CEOs, the ability to depend on your team is critical. Your people must embody your culture and values, and manage operations effectively so you can concentrate on strategic leadership. The CEO is positioned at the top of the organisational pyramid, but also at the centre of an inverted one, surrounded by shareholders, investors, the media and the public. Navigating both structures adds complexity. Without a trusted and capable team, you’ll be consumed by operational issues and unable to lead strategically. When I speak to younger professionals, I always tell them: think about your career as a puzzle. Define your target role, identify which pieces you need to complete the picture and then build them one by one. Don’t just move upwards. Sometimes a sidestep helps you learn more and grow faster. My first role at Porsche was technically a step down in hierarchy but it brought me close to the CEO and gave me a deep understanding of the business. And of course, like everyone, I’ve had failures. But I see them as opportunities. Every problem or challenge can teach you something that makes you stronger for the next role. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, McLaren Automotive, Michael Leiters --- ### [Leaders who drive automotive: Nigel McMinn](https://ennisco.com/leaders-who-drive-automotive-nigel-mcminn/) **Published:** February 13, 2026 **Author:** Comms Team **Content:** Inspired by his father, Nigel McGinn learned the importance of hard work, integrity and treating people with humanity and respect. He tells Al Clarke about the values he has carried with him throughout his successful leadership career in automotive retail. ***You’ve worked for some big players in automotive retail, including Reg Vardy until the buyout, and Lookers more recently. Talk me through your career journey and some of the experiences that have shaped your leadership style. What were some of the pivotal points in your career?*** On reflection, I was influenced by my dad. He had worked incredibly hard for a lot of reasons, but primarily because he’d been brought up by a single parent. He left school at 15 with no qualifications and went into the bank – Martin’s Bank, which later became Barclays. He started work before even taking any school exams and worked his way up through sheer determination, hard work and personality. He stayed with Barclays all his life and ended up as a very senior manager, ultimately running the Durham branch, which is how our family ended up in the North East. He managed a network of five branches and around 200 staff. I saw that and thought, ‘Wow, that looks great – to be running a business with so many people.’ I suppose I grew up seeing my dad as a respected leader – a commercial boss. I didn’t really understand the nuances of banking but I admired the leadership side of it. I think that is probably why I always wanted to run a business. That was really what was in my head in those early days. I didn’t have a clue how I’d get there, but I knew that’s what I wanted to do. I found myself at school actively wanting to do a degree and then to go into accountancy because I saw it as a further qualification and a route into business. I pretty much knew I didn’t want to be an accountant; I just wanted the broader business qualification. ***You studied economics and then joined PwC. It sounds like you wanted to be a leader and were learning the foundations. How did you make that decision to go into PwC?*** I did a four-year degree in Edinburgh, and, at the end of my third year, I found out about Price Waterhouse’s STEP scheme – the Student Training and Experience Programme, which ran for eight weeks in the summer. I applied and somehow got in as the Newcastle office representative. Initially, I thought it would look good for the ‘milk round’, but they were actually assessing us throughout. Most participants, including me, were offered training contracts at the end of the summer, so I went into my final university year already having a job. PwC were ahead of their time. Their summer training courses filmed and analysed our behaviour, teaching presentation skills and group dynamics. One memorable exercise tested memory and networking under pressure. We had 20 minutes to get round a room of 50 people and remember as many people as possible by name and some details about them. It was brilliant training and made my decision to join them an easy one. ***Your next move – to Reg Vardy – took you into automotive. Did you have a yearning to work in the car industry, or did that just happen?*** No, like so many things that have happened in my career, it was really just right place, right time. I’d always had an interest in cars because my dad had Autocar or Auto Express by his bedside, and when he’d finished with them, I’d read them. For a bank manager, he had some fairly racy company cars – a red Alfa Romeo GTV, for instance, and before that an Opel Rekord. He loved his cars, and I think that must have bled into me a bit. We used to go up to the Reg Vardy specialist dealership between Durham and Sunderland at a place called Houghton-le-Spring. They had Rolls-Royce, Bentley, Ferrari, Maserati, Aston Martin and Jaguar – all in the same showroom. It was a fantastic toy shop. We’d sometimes go there on Christmas Day, just to look through the windows at all the exotic cars. So, there was always something deep inside me that liked the product. I’ve always believed that if you work with something you genuinely like, it doesn’t feel like hard work. So, when a job came up at Reg Vardy, after I qualified with PW, I thought, ‘Why not?’ ***Was it a strategic decision? Did you think, ‘I’ll join this organisation and work my way up?’ Or did you just go with the flow?*** No, I definitely went with the flow. I had this sort of naive objective in my head back then that if I could earn £30,000 by the time I was 30, I’d be doing really well. So ‘30 by 30’ was my short-term objective. When I joined Reg Vardy, I was on around £23,500, having qualified as an accountant on slightly less. I had absolutely no idea where it would take me, and I certainly had no intention at that stage of jumping the fence into operations. I joined Vardy as a financial analyst at their head office, working for a great guy called Ged Murray, who’s still a friend today. Ged was, I think, the youngest PLC finance director in the country at the time. He was super bright, engaging and inspiring – a very hands-on CFO. And of course, there was Sir Peter and Graeme Potts. Between the three of them, it was an incredible leadership team. I didn’t know where my career was heading; I just knew I was in a great environment and learning a lot. ***What opportunities came from that? Because it’s not always natural to move from finance into the front line of the business.*** No, absolutely, it’s not. But because I was on the analysis side of accounts rather than the preparation side, the output of my work was craved by Sir Peter and Graeme Potts. Ged’s team was creating the numbers; I was analysing them and feeding them to the operational leaders. At that time, there was no divisional structure, with around 30 dealerships all reporting directly to head office. So, most of my interaction was with the operational team rather than finance. From that, I gained a much deeper understanding of what they were doing with the numbers and how they used analysis to make changes in the business. My role naturally became more commercial. I started following them around, seeing what they did with the output of my analysis. Over time, that evolved into taking on negotiations with finance companies and warranty suppliers, doing investment appraisals for acquisitions and so on. It eventually morphed into what was formally called ‘commercial PA to the chief executive’. And at some point, they said to me, ‘Well, you clearly understand how a dealership works. Why don’t you go and run one?’ ***Why did you go and run a dealership? Coming from a professional finance background, how did that first operational role feel?*** It was undoubtedly one of those scary, pivotal moments for me. Reading numbers and understanding them is one thing, but it’s another thing actually running a business and leading a team of people. It was Sunderland Nissan, which was the dealership next door to the head office of Reg Vardy. Being on the doorstep of the Nissan factory helped, but it was a very well-run dealership and highly profitable. I joined the dealership following an excellent GM, Brian Park, which was a double-edged sword, in a way, as it meant any mistake would be noticed. Expenses were tight, pay rises long overdue and the building lacked investment. I knew the cost base would have to rise slightly. I remember within my first week, a great salesman, Bob Grazier, said he would leave if he couldn’t work shorter hours – a potential precedent. Panicking, I called my boss, Neil Dunkley, who told me to close my door, breathe deeply and trust the team to replace his numbers. I addressed the situation directly, called Bob’s bluff, and he stayed. What a lesson that was. I had lots of difficult situations like that and leading a team was a steep learning curve. I made mistakes, but I never pretended to know it all. I asked my team and my boss for guidance, and that honesty proved invaluable in learning that leadership isn’t just about numbers – it’s about managing people to get results. ***When you made the decision to take that job, knowing there would be pitfalls ahead, how much of it was your boss guiding you through it, and how much of it was your own desire to step up?*** It was definitely both. Neil was incredibly supportive. Had I had a boss who didn’t want me around, an old-school motor trader who didn’t want this sprog of an accountant being given a chance, it would have been very difficult. The fact that Neil wanted me to succeed was a really big part of it. But yes, there’s no doubt that I was prepared to get my sleeves rolled up. I was prepared to work Sundays as well as Saturdays. I was prepared to speak to customers, sell cars, close deals and finalise the figures. I put myself in all sorts of situations where I was completely out of my comfort zone. Looking back, I suppose some of the very experienced GMs who had come up through that sales route probably didn’t do those things because they’d been there and done it. They didn’t need to prove anything. I was still learning, so part of it was about educating myself, part of it was about getting right in the thick of it to help the team, and part of it was proving to them that I wasn’t afraid to have a go. I think, in my naivety and determination to learn and do a good job, I found myself as an integral member of the team – what you’d probably call ‘servant leadership’ today. I saw my role as supporting them to do their jobs. I treated them as the experts, because they were. ***How did your leadership style evolve as you progressed from managing a single dealership to running regions and eventually becoming an MD or CEO?*** Early on, there was some pressure from my peers at Reg Vardy to adopt a command-and-control style – telling people off, ‘banging the desk’ – because that was common 25 years ago. But my instinct was different. I believed it was more effective to address issues without stripping people of their dignity. You can hold people accountable without shouting, and I’ve always aimed to be myself while respecting the people I lead. Anybody in a senior leadership position with a long career would be lying if they said it always went smoothly. It wasn’t all plain sailing for me in Scotland. There were a lot of acquisitions to integrate, and the Vardy name wasn’t well known up there. Arnold Clark was a dominant player, so there were lots of challenges along the way. But all of that makes you more experienced and hardens you up. For all the difficult moments, I genuinely enjoyed being in a leadership position. ***How did you end up at Benfield as MD?*** I met the Squires family a few times and, unbeknown to me, they’d probably been following my career at Reg Vardy. So, when they needed an MD, perhaps they thought I was a reasonable candidate. The prompt to move came when Vardy was taken over by Pendragon. Initially, I saw some positives from a career perspective, but it became obvious that Pendragon was culturally very different from Vardy and I realised I’d be better off moving on. I left within six months. I couldn’t pretend that I liked it, as my people knew me too well. I always tell people that I joined Reg Vardy, but I never left them; I left Pendragon. Benfield was one of several companies I was talking to at the time I decided to leave, but I felt that it was the best fit for me, especially considering my contacts with good Reg Vardy people in the North East, and my family being close by with our new baby boy. ***What would say were some of the differences in terms of leadership as you moved from a regional director role into managing director?*** It’s a leap that many seem to struggle with. As an industry I feel we don’t seem to be very good at taking people from that divisional, franchise director level up to the MD and CEO roles. Our industry seems to be following football management by simply recycling the same old names. I often wonder, ‘Where is the next crop of people doing what I did?’ In my experience,the essence of a group operations director, managing director or chief operating officer remains the same – managing people who run dealerships. The core of the managing director role was exactly what I was used to from my prior experience as a regional director at Vardy, in a decentralised culture, which prepared me to make decisions on stock, marketing and people. My accounting background made corporate responsibilities – managing finance, banks and lawyers – less intimidating. The leap felt manageable because I was familiar with the fundamentals, but the scale and complexity required adaptability and confidence. ***How has your career progression affected your personal life and work-life balance?*** Looking back, I realise now how much I sacrificed – family, social life, even health. People around me got used to it; my wife and friends accepted that I was consumed by work. At the time, I didn’t consciously choose it. It just came with the territory. But it wasn’t healthy, and I only fully understood that after stepping back. A turning point was my 50th birthday, when my best friend entered us both in a half Ironman. That forced me to prioritise health, scheduling gym sessions before meetings, and creating discipline in my day. It showed me that with careful planning, balance is possible, though it’s challenging at senior levels. ***You mention on LinkedIn that ‘happy colleagues create loyal customers and shareholder value’. How do you translate that philosophy into how you lead teams and businesses?*** I treat it a bit like being a parent. Leadership starts with your own behaviour – integrity, honesty, consistency, challenge and support. If the most senior people closest to you see that behaviour, they tend to emulate it, and it then cascades through the organisation. I also believe in ‘diving to the bottom of the pool’ rather than just swimming across the surface – visiting dealerships, workshops, parts teams – to understand what’s really happening. It’s not just about formal reviews with management; it’s about talking to people and unearthing issues, understanding the customer and colleague experience and addressing problems as they become clear. That accessibility and involvement on the front line helped embed good culture and values throughout the organisation. ***You’ve worked with many different leaders. What, from your experience, makes a good leader?*** For me, it starts with the human touch. My dad taught me from a young age to look people in the eye, shake their hand and use their name. Remembering names and treating people as individuals is the core of an effective leadership style. I saw that with Sir Peter, Graeme Potts, John Squires and Andy Bruce. Other aspects include having acute judgement and knowing when to push and when to slow down, when to listen to trusted voices and when to be brave enough to admit mistakes. Leadership, I think, is about balancing clear direction with responsiveness to feedback. ***Do you think pathways to leadership have changed?*** I think the pathways are still there. In automotive, you can come in at the ground floor in any role and progress to senior roles. I would say most franchise directors and chief executives in motor retail have risen from the floor up. Of course, it requires someone to take a chance on you, but with support and the right character traits, it’s entirely possible. Our industry is still brilliant for that. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, Pybus Recruitment --- ### [Leaders who drive automotive: Nicole Melillo Shaw & Gemma McNeill](https://ennisco.com/leaders-who-drive-automotive-nicole-melillo-shaw-gemma-mcneill/) **Published:** February 10, 2026 **Author:** Comms Team **Content:** **Nicole Melillo Shaw,** Managing Director, and **Gemma McNeill,** People Experience Director, have worked closely together at Volvo Car UK for more than five years. They talk to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, about Volvo’s famously people-first culture and the importance of leading with honesty and authenticity. ***You’ve both taken unconventional routes into automotive, bringing together experience from sectors including telecommunications, pharmaceuticals, manufacturing, gaming, FMCG and retail. What were the key decision points that brought you to your current roles?*** **Nicole Melillo Shaw:** For me, it started with embracing the opportunity to do something different. My background is in healthcare and FMCG, but when my role moved overseas, I paused to ask myself, ‘Do I want to stay on the same path or evolve in a new direction?’ Looking back, my most successful moves have always involved a value exchange – learning something new while bringing something unique. At E45, for example, they wanted healthcare experience, which I had, but the role also allowed me to learn about media, TV and working with major retail buyers, which was a great mix of contributing and developing. When I first moved into automotive, I noticed the consumer wasn’t always the main focus as many people within the industry hadn’t actually bought a car for years. By asking questions and putting myself in the customer’s shoes, I could bring valuable insights – for instance, understanding the anxieties people feel when buying or driving a new car. The transformation to a direct-to-consumer model was already planned at Volvo Car UK when I joined, and there was a recognition that it was pivotal to get closer to consumers. My input brought a fresh perspective. I’ve always been passionate about heritage brands and making them relevant to new audiences. Just as I helped move E45 into mainstream skincare, we’re now championing our legacy in automotive, while embracing electrification. That parallel made this role especially exciting. **Gemma McNeill:** For me, the attraction of Volvo was very much about the company’s culture and values: personal, sustainable and safe. From an HR perspective, I wanted to work for a business that truly values people – Volvo is a human-centric business and recognises that people make the difference. Exploring the company and understanding its culture was very attractive. We were entering a business gearing up for change, and people were a huge part of that transformation. HR has always been my career, and I’ve worked across different industries. Automotive was interesting because it was new and different for me. I liked cars, but that wasn’t the main factor. For me, it was about the company’s values and the opportunity to lead an area the company fully believes in and supports. Being part of a business where your contribution directly shapes culture and people strategy was the key draw for me. ***You both have a really unique and interesting dynamic in how you work together. Looking ahead, how do you see your roles evolving as leaders to maintain that balance between delivering strong commercial results and ensuring you have the right people and leadership in place to achieve them?*** **NMS:** I often talk about making sure you see people at their best. You can’t develop anyone without understanding what they stand for and what they bring. In this industry, we can sometimes be guilty of a hierarchical setup where only senior voices are heard. Broadening that conversation helps us understand people’s perspectives and creates more opportunity for the future. As the industry evolves, especially under the direct model, we’re bringing in a different profile of employee, which means adapting how we make people feel valued. From a leadership standpoint, it’s about finding that balance and magic combination between experience and fresh thinking. Competition is more fierce than ever – with new entrants, greater diversity and more demanding consumers – all against a backdrop of shifting government direction, it’s critical that we represent the growing consumer base we are trying to attract and retain. At Volvo, for example, we’ve embraced lifestyle representation. Many women want to see female leaders who are also mothers. It’s about connecting through lifestyle and lived experience, not just product performance. To be truly consumer-first, we must be representative, understanding different groups and experiences. Operationally, taking orders and carrying out deliveries are hygiene factors, but how we do it ultimately defines quality and retention. **GM:** Adding to that, how we operate really reflects our people-first approach and the culture we’ve built at Volvo. The way relationships evolve is critical. Everyone needs to be considered from a broad perspective, and that’s what helps us stand out in such a competitive market. At the same time, business-as-usual must run smoothly for both consumers and employees. It’s about having the right people, in the right roles at the right time. Ultimately, evolving successfully comes down to two things: keeping people high on the agenda and retaining talent. The companies that do this well are always the most successful. ***If you were advising future leaders who aspire to build a corporate career, what should they be thinking about now to prepare and equip themselves for the future? Is it possible for leaders to ‘have it all’ in terms of their professional and personal lives, or is that a myth?*** **NMS:** I think two of the most important qualities are vulnerability and humility. You need everyone leaning in to build momentum in such a challenging world, and that won’t happen if people think you’ve got everything perfectly together. I’ll often ask questions even if I’m 80% sure of the answer because it shows I’m willing to ask something basic, and that gives others permission to do the same. The phrase ‘having it all’ is so pressurised. It makes people feel they must prove they can do everything, but nobody can. It’s really about timing and knowing what needs to flex at any given moment. Right now, work is positive. September was great and the UK is on the global agenda. But I haven’t seen my daughters much this week, so I’m not winning at home. It’s rare to have your best month at work and at home at the same time, and that’s okay. Sometimes you just need to accept a tough period and ride it out. I’m also honest about perception. People will sometimes say ‘she’s so organised’ when talking about me, but I explain why. It’s because my husband and I meticulously plan to make it work. It might look easy, but it isn’t. It’s not easy for anyone. **GM:** The powerful thing about that is recognising that sometimes you can handle the job, but life outside work can be challenging, like the school run with a 10-year-old, at times, that can be harder than a challenging situation at work. What’s so valuable is the honesty and vulnerability we bring. As Nicole says, we don’t pretend everything is fine if it’s not. Creating that kind of environment is vital because it shows people that nobody is perfect and everyone can struggle at times, that’s OK – showing vulnerability is a strength. For our employees, that authenticity means they’re not afraid to be human. When people feel safe to be themselves, they’re more creative, willing to ask questions, unafraid to make mistakes and confident they’ll be supported. It’s a simple but powerful principle: honesty and vulnerability aren’t weaknesses. They’re what enable people to give their best, push boundaries and truly innovate. ***Your culture emphasises inclusivity and humanity, but leadership also requires resilience to handle criticism and high-pressure decisions. How do you prepare future leaders for the realities of the business while maintaining that human, inclusive approach?*** **GM:** It’s interesting you mention resilience, because in our leadership development programme at Volvo Car UK, one of the modules is dedicated entirely to it. We focus on understanding and building resilience because it’s essential for leaders to navigate today’s complex and challenging environment. Other modules focus on leading with data and combining experience with insight to make well-rounded decisions. Another key area for us is feedback – both giving and receiving it. We coach and train our leaders extensively on how to provide constructive feedback that lands respectfully, and how to take feedback on board and respond effectively. Resilience, combined with these skills, is a core part of preparing our leaders for the landscape ahead. **NMS:** I would add that launching the direct-to-consumer model with the world watching required an immense amount of resilience. We were navigating something unprecedented, often without clear answers, while still delivering results and managing day-to-day operations. It created a lot of closeness within the team. We were vulnerable, but that vulnerability helped us come out stronger. Throughout the process, some of the softer leadership skills naturally emerged. ***How do you identify potential future leaders within Volvo?*** **GM:** That’s an interesting question. We have a strong set of competencies we look for from a Volvo perspective. The company really values people who are human-centric and people-first. It’s about authentic leadership – building trust and creating a culture where people feel safe to speak out. To achieve that, our leaders need to be highly self-aware and able to adapt their style to meet the changing and diverse needs of their teams. That ability to flex is so important. It requires emotional intelligence and a genuine understanding of what drives and motivates people. Everyone is different, and we all have different ways of working, learning styles and traits. Great leadership is about recognising, valuing and adapting to those differences. **NMS:** I totally agree. For us, it really comes back to that human-centric style of leadership – valuing differences and creating an environment where people feel motivated and engaged. The people focus within Volvo feels like it’s just getting stronger and stronger. It’s no longer acceptable to focus only on what we do and not how we do it. The behavioural conversation is a very live one. As leaders, we’re responsible for so many people’s wellbeing at work – how they feel, how they grow and how they’re treated. Our job is ultimately to enhance people. That doesn’t mean it has to be hearts and flowers every day, but it does mean nurturing them and creating an environment where they develop. Even if someone is only with us for a short time, they should still leave feeling they’ve learned something and were respected. Like any relationship, if it comes to an end, you shouldn’t feel worse leaving than when you arrived. That’s such an important part of our culture and our brand. ***From your experience in other sectors, are there lessons or approaches to leadership that the automotive or mobility industry could learn from?*** **NMS:** I’ve experienced very different cultures across sectors – from rigid, hierarchical and controlled environments to process-heavy setups and everything in between. Both extremes have lessons to offer. In the more structured environments, decision-making was robust. For example, every Monday, people were exposed to the leadership team through project updates and clear decision-making processes. Everyone knew where leadership stood and how to access them, which prevented missed opportunities and encouraged people to speak up. Here at Volvo, we have the people skills and culture, but there’s an opportunity to introduce more structured frameworks. Since joining, the UK organisation has doubled in size, so it’s critical that everyone understands what we’re doing and feels connected. Creating more structure and increasing visibility and access to the management team helps people engage, present their ideas and feel part of the bigger picture. **GM:** I’ve worked across five different industries and while pace, size, and context might differ, some foundations remain the same: purpose, direction, clarity and ensuring everyone understands how they contribute. Communication underpins all of that. It’s about sharing information in a way that people understand, learn from and can act on, while also encouraging them to challenge thinking and offer new perspectives. **NMS:** Where leaders often go wrong is assuming they have to know everything. If you think you must know all the answers, you’ll only stay in your lane, because it feels unsafe to be vulnerable. That often leads to small incremental changes rather than real innovation. People simply replicate what they already know. The beauty of leadership is understanding it’s broader than that. If you can accept not having all the answers, you can be vulnerable and ask questions openly. When I joined, I didn’t fully understand PCH or PCP\*, despite having bought so many cars. I admitted that and asked how to make it simpler, so people felt secure. That vulnerability enabled the business to move forward. For me, skills matter more than knowledge. Knowledge can be learned but the ability to adapt, ask questions and navigate uncertainty is what truly drives leadership impact. ***When starting out in your careers, did you both know you wanted to become a Managing Director or a People Director, or did your ambitions develop over time?*** **GM:** I think I knew from an early stage. I have always been interested in people and behaviours. Curious about what motivates and drives people, how people contribute to business success and improve consumer experience. Here at Volvo Car UK my role combines the employee experience with consumer experience, this combination is really exciting. **NMS:** I wasn’t necessarily aiming for the title, but definitely the leadership level and the ability to make an impact. I reflect on this a lot. I used to watch films like Baby Boom or courtroom dramas where there was always a woman who was overlooked or under-estimated. I loved seeing her power and presence, and it really inspired me. I wanted that kind of influence – the ability to lead, make decisions, and create impact. So yes, I’ve always had that vision. ***What advice would you give to aspiring leaders of the future?*** **GM:** I would always say: be patient. We learn new things every day, we have new experiences every day, this all contributes to how effective we are as leaders. I see people who want to climb the ladder maybe too quickly, and sometimes they aren’t fully ready. Drive and ambition are important, but timing matters. Things tend to work out best when you’re truly prepared. For me, the last six years have been incredible in terms of growth, developing into the kind of leader I’ve always wanted to be. If you’d asked me 10 years ago, I wouldn’t have recognised that, I thought I was totally ready. And I hope to be an even better leader 10 years from now. My advice is to enjoy it in the moment, keep learning, stay curious, keep progressing and be authentic. Don’t try to be what you think others want you to be. Be yourself, embrace growth and learn from every experience. **NMS:** Two things come to mind. First, don’t get obsessed with titles. You’re better off focusing on work you’re passionate about and doing it well. Good leaders spot people who are skilled and passionate, and they want to keep them in the company. It’s not about the job title but about doing work you enjoy. Too often, people get stuck in roles they dislike because of salary or status, but that doesn’t lead to growth or fulfilment. Second, while I’m competitive, I’m not outwardly so. It’s important to have a bit of that drive, without focusing on what others are doing. Everyone has different agendas, many of which you don’t know. Ultimately, focus on what drives you, what you’re good at and what you’re passionate about. Don’t get distracted by things that don’t help you grow. ***In an industry full of strong and successful leaders, who has inspired you both the most?*** **GM:** Nicole and I have worked together for five and a half years now. I was always inspired by bold and successful women in films when I was younger, but working with Nicole has cemented my view of what leadership should be. Having a voice, sharing your view, keeping people high on the agenda and ensuring people are valued – that’s huge. In HR, if people aren’t high on the agenda, it’s hard to feel you’re making a difference. It takes a leader who shows you the power of having a voice and the confidence to use it, to realise the importance of authenticity, confidence and self-belief. Nicole has opened my eyes and I have developed my approach as a result. **NMS:** That is such a hard question because there isn’t one person. There have been inflection points along the way in my career, often examples of ‘in spite of’ certain people rather than ‘because of them’. The people who made me feel written off have been just as important in shaping me as those who have inspired me. One person who stands out as an inspiration is the former CEO of GSK. She had four children, led a global company and was a real force to be reckoned with, without being on any kind of mission to prove herself. From a different angle, my husband’s unwavering support has been equally inspiring. It’s not always the person in the spotlight who influences you. Sometimes it’s those in the background who make the biggest difference. **Categories:** News **Tags:** automotive, Automotive Industry, Gemma McNeill, Leaders who drive automotive, Leadership, Nicole Melillo Shaw --- ### [Leaders who drive automotive: Andrew Benka](https://ennisco.com/leaders-who-drive-automotive-andrew-benka/) **Published:** February 6, 2026 **Author:** Comms Team **Content:** For **Andrew Benka**, his role of Chief of Staff to the CEO and VP of Product Management at Harley-Davidson, is not just a job but a way to channel his lifelong attachment to the brand. He talks to **Al Clarke,** Chairman of the Ennis & Co Advisory Group, about leadership and living the dream. ***You’ve built your career at Harley-Davidson across a variety of functions – operations, marketing, developing international markets, and now as Chief of Staff and VP of Product Management. What drew you to Harley-Davidson, and what has kept you committed to the brand?*** My connection to Harley-Davidson goes right back to my childhood. Both my grandfathers were linked to the brand. On my father’s side, my grandfather was a Milwaukee County sheriff’s officer who rode a Harley. My grandfather on my mother’s side was an entrepreneur whose company eventually became Harley’s biggest chrome plater. As cheesy as it sounds, I feel like it was my destiny to end up at Harley. I grew up in Chicago, studied in Milwaukee and worked at KPMG in audit, mostly with manufacturing clients. This in itself meant that Harley was always on my radar. When a recruiter then reached out about a finance position with the brand, everything seemed to come together and align perfectly in that single moment. I’ve been riding since I was 16, and my grandfather’s network helped foster that. I’m approaching 31 years at Harley and, for me, it’s more than a job. It’s a personal, emotional bond with the brand. ***Can having such a close connection with the brand be a risk as well as a strength? Does it ever make you blind to business realities?*** That’s an interesting point. I hope not. I think my business acumen and judgment shine through those moments, even when I’m deeply connected. Harley hasn’t had a completely smooth journey over the past 10 to 15 years, which has made me even more curious and determined. If anything, this bond makes me more acutely aware of challenges and opportunities rather than blind to them because I’m so invested in seeing things succeed. ***Tell me about your journey from finance to Harley. Was it the specific role that most attracted you or the brand?*** Joining Harley-Davidson was really about the brand. I was aware of the emotional connection even then, thought it was latent. I’ve always been both left and right-brained, and I started in corporate accounting knowing I had more to give. I never had a five-year plan. I just focused on doing my best in each role, trusting that would take care of itself. A major milestone came in the early 2000s when I moved to the UK to help establish the financial planning department. That experience opened my eyes to the diversity of Harley’s markets while still seeing the consistency of the brand globally. After returning to Milwaukee, I transitioned into strategic planning, and then took a leap into a very unconventional role: I ran a snowboard, skateboard, BMX and motocross shop for four years to test a potential business model. In reality, it was an ethnographic research assignment – understanding young people’s openness to risk and their potential connection to Harley motorcycles. The COO at the time warned me that this move would end my finance career, but I knew I had more to give than finance alone. It turned out to be a pivotal experience, and I learned an incredible amount about people, operations and market dynamics. Before this, we were fifth in market share with young people. Afterwards, we made product and marketing moves that helped us reach number one. From there, I moved into consumer insights, marketing and back into strategy, eventually taking on highly accountable regional leadership roles in EMEA and AMEA. These experiences were breakthrough moments, moving me from back-office finance into front-line, high-impact leadership. Each step built on the previous one, combining analytical skills, creativity and a deep understanding of the brand and its customers. ***Did you map out your career direction early on, or have you tended to follow where intuition and opportunity have led?*** For me, many decisions have been guided by intuition. My strengths don’t sit purely in finance or purely in creative. I’m somewhere in the middle, and I thrive in roles that allow me to bridge the two. I like bringing creative ideas to life in a business-oriented way, and that flexibility has been a real advantage. I’ve also relied on trusted advisors. My sister, a highly successful executive director of a nonprofit, has been an incredible sounding board. Within Harley, I’ve had different voices guiding me. The COO once said a particular move was the worst decision of my life, while the VP of Strategy was a voice of good in that moment. They supported it and encouraged me to exercise my full capabilities. Ultimately, the key is understanding what makes you great and maintaining a strong point of view. That internal conviction becomes your guiding light. If you’re not confident in yourself and your decisions, things rarely go well. ***As one of the most senior leaders at Harley-Davidson, working closely with the CEO, how has your leadership style evolved over your career? What does your leadership look like today, and what skills are required to work closely with the CEO and manage stakeholders?*** Early in my career, my leadership style was driven by sheer positive energy. I was perhaps a bit naive at time, and I wasn’t as focused on accountability. I tended to play more of a supportive role. Taking on the EMEA role was a defining moment. It allowed me to combine the best parts of being a collaborative, positive leader with a sharp focus on results and accountability. At the time, it was the company’s second-largest region, and I inherited a challenging situation. I quickly realised there’s no hiding when you lead a region. The problems are very visible. The advice I received from our Chief HR Officer was invaluable: ‘When you take a big regional role, you have one shot to build your team. Don’t rely on someone else’s. Build your own.’ I took that to heart, made significant changes and the first six months were turbulent. Once I navigated that period, we were able to get back on a path of growth. Building my own team and being accountable for results became central to my leadership style. ***Moving from the mothership in the US to regional roles, was that a gamble for your career? How did you weigh the risk?*** In a significant way, yes it was a gamble. My wife is a British citizen, so there were personal motivations that made the move seem natural, and ultimately it was worth the risk. Looking back, I’ve made a number of risky career choices but I tend to follow my instincts. If you keep delivering and ‘putting your nose to the grindstone’, as my father would say, opportunities for greater scope and responsibility tend to follow. My approach has often been to just take the leap. It may not be conventional, but sometimes you have to jump. ***Do you think leadership styles changes as you rise higher in an organisation?*** Yes, absolutely. Having served as Chief of Staff under three CEOs, I’ve learned to think like a CEO. It’s almost a yin-yang relationship. The best chiefs of staff complement the CEO rather than mirror them, which helps influence the organisation and drive the CEO’s strategic agenda. Collaboration becomes a critical leadership attribute. As COS, you often operate as a lone wolf, so influence is key. Command-and-control approaches don’t work well in this role, and highly collaborative and influential leadership is far more effective. My history within Harley-Davidson has also made influencing easier, giving me the credibility to move the organisation forward while supporting the CEO’s agenda. ***Does having experience across multiple functions and regions within Harley-Davidson give you more credibility and influence as Chief of Staff compared to someone coming in from outside?*** Absolutely, My experience across regions, product and finance uniquely qualifies me and gives me the credibility to influence at peer level. There are different ways to approach the role – as an executive assistant to the CEO, as a programme integrator or as the CEO’s voice within the organisation. I’ve naturally gravitated toward the latter. That ability comes from the trust and understanding I’ve built over three decades at Harley-Davidson. Having worked through both boom times and more challenging periods, I’ve learned to stay relentlessly positive and curious about what’s possible. Even after 31 years, I focus on solutions and the future rather than reasons things might not work, which I think helps the wider leadership team navigate change with optimism and confidence. ***The Harley-Davidson mission is, ‘More than building machines, we stand for the timeless pursuit of adventure. Freedom for the soul.’ How do you embed that mission into the way the business operates internally throughout the layers of the business?*** That mission statement is a lot more than just words on a wall. It’s about selling a dream, not just a product. Other mission statements we’ve had over the years have been equally emotive, like ‘fulfilling dreams of personal freedom’. To bring it to life as a leader and in recruiting future leaders, Harley-Davidson mandates high emotional intelligence. This isn’t a standard automotive company. We’re not just putting four wheels on a box. We’re selling someone a dream and the fulfilment of a lifetime’s hard work. Leaders here need both high IQ and functional capability, but also depth of emotional capability – the ability to sell that dream authentically. I’ve received messages from people who say Harley has changed their lives, helped them rediscover who they really are. If you can’t resonate with that as a business leader, you won’t succeed at Harley, whether you’re in accounts payable or brand creative. Understanding the emotional texture of what we do is essential. Bill Davidson would say, ‘We’re not selling widgets, we’re selling dreams.’ If you’re not on board with that, you should probably go sell widgets somewhere else. ***You’ve seen Harley-Davidson evolve over the years with initiatives like LiveWire, H-D Membership, and ‘The Hardwire’ strategic plan. How have these changes impacted you, your role and your leadership style?*** Working for Harley-Davidson is iconic. We’ve long been seen as a leadership brand. Historically, though, the company hasn’t been known for taking risks or being comfortable with failure. That’s exactly where you have to be to grow. Harley is incredibly strong, and sometimes our greatest strengths can also be our greatest liabilities. Being so strongly defined can feel limiting. If you dig deeper into the brand’s values, however, there’s real elasticity. Harley can, and should, stretch into new growth spaces. You have to be comfortable with losing, which isn’t in our traditional track record. Historically, we’ve been winners. My focus as a leader has been helping teams see Harley as an underdog story. For over 100 years, we’ve consistently fought uphill – through the Great Depression, economic downturns, world wars and even near-mismanagement under its AMF ownership. Framing it this way – as a modern underdog story – allows us to maintain optimism during uncertainty and transformation. We’ve done new things before, and there isn’t a single formula for success. Embracing the brand’s elasticity, and creating optimism from our heritage, helps leaders navigate change while staying true to Harley’s identity. ***Looking back on your career, what advice would you give to leaders stepping into senior roles today? What skills are most important for them?*** Great question. We’re currently navigating a shift as employees return from remote work to the office, which has promoted reflection on what it truly means to be a Harley-Davidson employee. The word that consistently comes up in these conversations is family. You’re a part of the extended Harley-Davidson family, and that still holds true today. I couldn’t imagine having a 31-year career at another company, but at Harley it’s possible. The culture allows you to bring your true self to work and be rewarded for it. Vulnerability is key. As a leader, showing who you really are – what drives you, where you seek perfection and where you don’t – builds trust, enhances performance and fosters longevity. It’s a reflection of our bikes too. Just as people customise them to show their personality, our employees bring their individuality to the business, creating a unique culture and sense of magic. As for leadership style, it develops more naturally here. We’ve faced challenges over the past 15 years, particularly in creating continuous demand for a highly discretionary product sold on a dream. This has forced us to seek leaders with new capabilities in demand creation, creativity and brand cultivation while balancing passion with professional capability. Harley benefits from both: people with inherent passion for the brand and the functional skills to make an impact. The challenge is finding that balance. Enthusiasm alone isn’t enough but, combined with capability, it drives the organisation forward. Because our challenges are cultural as well as industry-specific, we often look beyond the motorcycle sector for leadership talent. For example, our new CEO comes from the golf industry. My role is to help leaders from outside the industry understand the brand, its challenges and its culture, allowing fresh perspectives to thrive while respecting Harley’s heritage. ***Do you think you could you ever work for another company? Could you bring that same passion?*** It is a fascinating question. I would like to think I could but it would have to be place that is equally special. I couldn’t work for an ‘insert badge here’ type of automotive company, but if it was a company that heritage, brand, elasticity and momentum, then yes I could get wrapped up in the emotion of it. It couldn’t just be generic opportunity but would need to have texture. Brands should be like Velcro, with multiple attachment points. If a company offered that, I’d be all in. ***Who have been your most influential mentors or leaders, and what made them so impactful?*** A former Chief Commercial Officer played a pivotal role in my development, taking a gamble on me when I moved from a support role to operational leadership in EMEA. She was a highly accountable leader with a clear perspective on what it meant to lead a team, and I’ve carried much of her philosophy forward. One of the biggest lessons she taught me was the concept of first team leadership – the idea that your primary team isn’t your direct reports but your peers. When leaders are fully invested in each other’s success, the whole organisation benefits. That mindset, coupled with her focus on accountability and talent, marked a breakthrough in my own leadership, transforming me from ‘Andy the creative guy’ into a regional leader capable of driving real performance. Our relationship was a blend of mentoring, structured dialogue and formal training, and her discipline was extraordinary. Before I took on the role, she spent two hours setting expectations. She instilled a culture of accountability and collaboration rooted in principles drawn from the US military. At the time, her approach felt intense and demanding but, looking back, it created a lasting gear shift in how I lead and develop others. ***Is there a price to pay for being a successful leader?*** If you’re blessed enough to be in a highly functioning relationship alongside your career, you’ll know that stress is inevitable. It’s impossible to do all aspects of life effortlessly – to be fully committed to your career, maintain a relationship and have a family without feeling strain somewhere along the way. Something always has to give. I’ve been incredibly fortunate to have a partner who’s been a real hero in my journey. She previously worked at Harley-Davidson and understood the brand’s emotional and lifestyle dimensions, which made her support all the more meaningful. But that doesn’t mean it’s been easy. My advice, and something I often share with those looking to break through into a senior leadership role, is that you have to be prepared to go all in. Perhaps it’s a slightly dated perspective, but I believe it still holds true. The idea that you can ‘have it all’, the perfect Instagram life, isn’t real. There are real sacrifices that come with pursuing success at a high level, and both you and the people around you need to be open to that reality. **Categories:** News **Tags:** Andrew Benka, automotive, Automotive Industry, Harley-Davidson, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Owen Edwards](https://ennisco.com/leaders-who-drive-automotive-owen-edwards/) **Published:** February 2, 2026 **Author:** Comms Team **Content:** **Owen Edwards,** Co Head of Automotive at Interpath, has ‘changed lanes’ from industry leader to external consultant. He tells **Al Clarke,** Chair of the Ennis & Co Advisory Group, that he is driven by analytics and the need to fully understand a problem before trying to solve it – plus a passion for his work. ***You began your career in investment banking before joining the automotive industry as a consultant. You then took a leadership role at Inchcape PLC before returning to consulting, culminating in your current role as Co Head of Automotive at Interpath. Can you walk me through how you moved from one role to another?*** I always aspired to be an accountant. I was a bit green at first and was unsuccessful with my initial applications, but I eventually joined a private equity/investment banking/private wealth-type business, which is now part of Merrill Lynch. I spent a year there and realised there was far more to finance than accounting. I actually enjoyed fund management and, following that experience, I self-funded an MSc in Investment Analysis at Sterling University. After gaining my MSc, I joined Albert E. Sharp, a private client stockbroking and fund management business in Birmingham. I spent my early days training as an investment analyst and fund manager and, within a couple of years, our team became the number one small company fund management team in the UK. This was an excellent grounding. I credit my early development to two phenomenal colleagues – Simon Smith and Phil Harris – who helped shape my analytical skills. After a while, I decided I wanted to understand more about industries themselves – the ‘why’ behind the numbers. On the buy-side, we were buying stocks and shares, but I wanted to get into the opposite side – investment banking and deep analysis. So, I joined Dresdner Bank in 1999, during the tech boom. Stocks went from zero to hero overnight – a perfect demonstration of market bubbles. By 2001, the tech crash hit, and I had to adapt quickly. At that point, a colleague, Ed Wright, introduced me to the analysis of the motor retailing sector. I’d always had an interest in cars but didn’t know how to enter the industry. I was introduced to Sir Peter Vardy, Tony Bramall, Richard Palmer and others in the PLC sector. This gave me an entry point to really understand the automotive retail space – not just the numbers but the operational and strategic complexities of the industry. Leading up to the 2007 financial crisis, I saw the warning signs and spoke to Peter Johnson, the CEO of Inchcape at the time, about moving into the sector. I joined Inchcape as Strategy Manager and Director of Business Development. This was a complete eye-opener, shifting from high-level analysis of hundreds of businesses to understanding the detailed operations of 20 to 25, including international markets. The downstream automotive industry is complex, from new and used vehicle sales to service, production, body shops, and parts logistics, and I developed a real admiration for those working in it. I spent significant time at Inchcape’s Romford head office and travelled a lot internationally, gaining deep operational insight and working closely with Deloitte, KPMG, PWC and Grant Thornton. I then moved to Marshalls, furthering my consulting experience and taking part in the IPO with the then-CEO, Daksh Gupta. Grant Thornton approached me afterwards and, until recently, was Head of Automotive, building the business end-to-end from strategy to operations, factory gate to consumer, and gaining a comprehensive understanding of the automotive landscape. ***Looking back over your career, what do you see as the key factors that have enabled your success? Thinking about the organisations, brands and roles you’ve worked with, what do you think has contributed most to the outcomes you’ve achieved?*** I see my career not as a stellar career, but a meaningful one. What drives me is analytical understanding. Whatever you’re doing, you shouldn’t just dive in. You have to truly understand the problem at hand. You can only solve something when you fully understand it, and then you apply analysis. I’ve always been focused on analytics. Fundamentally, it’s about getting that analysis right, but also factoring in your own passion for what you do. That passion rubs off on other people. Equally important are trust, honesty and integrity. If people don’t trust you, everything falls apart. I’ve worked with everyone from Ford to Mazda to Mercedes, and it’s the same whether it’s leasing, fleets, rental, dealers or manufacturers – fundamentally, you have to operate with honesty and integrity. You carry a lot of knowledge, and how you use that matters. In terms of my career path, I’ve often ‘jumped lanes’, but if you put your passion and mind to something, you can do it. Everybody fails, and I certainly have in the past. But that doesn’t mean you can’t recover or succeed. Those changes have made me quite unusual, particularly when I made those transitions at times when it wasn’t really the done thing. Moving from industry into an advisory position, for example, is not an easy feat. My mindset wasn’t to become an adviser. It was always about, ‘What can I do to help this company succeed?’ Now, I’m able to look at things from both perspectives: through the advisory lens, with no emotion and a structured consulting process, but also through my industry experience, asking how I can genuinely add value. That’s where you build rapport and credibility. Am I risk-averse? Yes, most of the time. But looking back at my career, it might not seem that way. ***What, in your view, are the most important qualities that make someone an effective leader?*** As I said before, it’s important to earn trust by leading with honesty and integrity. That’s absolutely massive. If people don’t trust you, it all falls apart. If you’re trying to lead anything or move something forward and they don’t trust you, and they don’t believe you have the integrity to guide them, it will never work. Maintaining that trust allows the experience you gain to be applied independently to other projects. It also means you can have open, constructive conversations and challenge assumptions without damaging relationships, which is essential when you’re leading teams or advising clients. Ultimately, without that foundation of trust and integrity, nothing else – strategy, analysis or execution – can succeed in the long term. ***You’ve made some significant moves between industries and roles in your career. Are you fearless, or is it curiosity that drives you to make those moves?*** I do worry sometimes, but I just don’t let it stop me. For instance, in 2006, I pivoted in my career in a big way. Jumping from investment banking into industry in 2006 was unusual. Many now take that route, often into investor relations roles, but, at the time, it was a big leap. I did a self-funded MSc in investment analysis very early on. I didn’t even really know what it fully entailed. Some people said I was mad, and my parents were cautious, but I knew that if I applied enough passion, drive and focus, I could succeed. There’s not a lot that can stop you if you want it badly enough. Everyone fails. I’ve failed in exams – A levels didn’t go exactly as planned – I’ve done projects that haven’t gone perfectly. But those failures don’t mean you can’t succeed later. They shape you and make your path unique ***That’s interesting. How do you approach advisory work in terms of engaging with clients or projects?*** I look at it in two ways. First, from the adviser perspective, you must be independent and objective. You follow the standard consulting process: discovery (understand the business and identify what’s wrong); design (develop solutions); implement (put those solutions into practice); and report (track and communicate results). That framework, combined with integrity and passion, is what allows you to make meaningful impact. While the advisory process is standardised, I also always ask myself, ‘What value can I add from my industry experience?’ That’s how you build rapport and trust with people in the industry because they can see you really understand it. I simply had to understand it, and there was no other option. Personally, I think more people should move from the automotive industry into advisory roles. It’s been a big change, but the risk is manageable most of the time, even if it doesn’t always look like it from the outside. ***Having worked both inside global businesses and as an adviser, how do you see leadership differing between leading within an organisation versus advising one from the outside?*** On the inside, there’s a lot more emotion involved, and you get in the weeds, whereas as an adviser you can step back and separate your emotion from the situation. Both approaches have advantages. When it’s your own business, you’re pushing it in the direction you want, but the downside is that your emotional attachment to it can often make it hard to see the wood for the trees. Many business owners tell me they wish they’d switched to an advisory perspective sooner because they didn’t anticipate certain challenges or risks. On the advisory side, there’s naturally less emotion. You’re moving between sub-sectors, and you don’t become personally involved in the day-to-day pressures. But you can still empathise and understand the business, its people and its culture. Some advisers can detach themselves quickly; others take more time to balance objectivity with insight. The ability to maintain that perspective while still providing practical, actionable guidance is what makes advisory leadership distinct and, in many ways, complementary to operational leadership. ***What advice would you give to someone who aspires to take on a leadership role within a business? Are there particular mindsets, skills, or approaches you think are essential?*** I think people can get so caught up in the day-to-day that they forget to pull back and take a broader view. Sometimes it takes the perspective of an adviser to help you step back and see the bigger picture. You need to take a step back and look strategically at the future, understanding not just what’s happening now but also the direction and strategy of the business going forward. It’s easy to become overly focused on either value or growth, but you don’t need 100% of either. Value gives you a clear sense of where the business currently stands, the health of its operations and the impact of your immediate decisions, while growth is about stretching the organisation into the future, exploring opportunities and thinking about how to evolve and adapt. Leaders need to maintain that balance constantly, making sure they don’t lose sight of either, and always asking themselves, ‘What is the strategy? Where are we heading? And how do we make the decisions today that will set us up for success tomorrow?’ ***How do you ensure you stay ahead of trends and anticipate changes that might affect your business?*** You do have to understand trends and look at them constantly – macro, sectoral and internal to your business. For example, in leasing companies, residual values for battery electric vehicles have fallen. Back in 2002–2003, we analysed the market and predicted this shift, despite many thinking RVs would remain the same. Why? Battery technology was improving rapidly, cars were advancing, and consumer expectations were changing, but these factors affect decisions in the used car market differently from the new car market. To advise effectively, you must understand the whole picture and anticipate trends. A big trend now is cybersecurity in automotive. With digitalisation, software-defined vehicles and connected systems, cars aren’t just physical assets – they’re data hubs. Theft isn’t just physical – it’s also digital. Hacking and data privacy are going to be significant challenges, and leaders need to understand and prepare for these developments. The key message here is to understand what’s going on around you. The challenge for leaders, whether in HR, manufacturing, business development or other functions is balancing the day job with stepping back to see the bigger picture. I have the advantage of working both inside and outside companies, across a wide span from large motor retailers to small independents, fleets and battery companies. I constantly monitor the macro environment in terms of what’s happening in the UK, Europe, the US and more broadly internationally. For example, if I want insight on technology, I look at China, which is often ahead in automotive trends. One trend we’ve seen there is the move from pure EVs to range extenders. Another is battery chemistry. Five years ago, 80% of Chinese EV batteries were nickel-magnesium-cobalt and 20% lithium phosphate. Now it’s flipped to 80% LFP. Europe is still more NMC, but it will inevitably shift. That affects car pricing, residual values and ultimately decisions for motor retailers. You have to understand the full picture – consumer demand, manufacturer production, global supply and technology trends – because upstream changes always filter downstream. ***Any final reflections or advice for someone in their 20s or 30s preparing for a career in this industry?*** Don’t be afraid to change lanes. Be curious, be aware of what’s going on in the world and talk to a lot of people. Never be frightened to ask for help. Many times, I’ve put my hand up to query or question something. I’ve had a mentor – Bill Parfitt CBE – for seven or eight years now, even at my age, and I’ve learned so much from him. You always have to find specialists in areas where you’re not an expert. As an adviser, I can’t know everything, so I pull on people in the industry for support. Also, use specialists in the industry. I can’t know everything about every aspect of automotive, so I rely on industry experts and other advisers. Some are retired, some are younger, some specialise in AI or battery technology. The key is to find people you enjoy working with and treat them as partners. You give as much as you take. To summarise, be curious, be adaptable and always seek to understand the bigger picture. Don’t be afraid to ask questions, use mentors, and collaborate with experts. Always give as much as you get and never stop learning. That’s what will prepare you for the future in any leadership role. **Categories:** News **Tags:** automotive, Automotive Industry, Interpath, Leaders who drive automotive, Leadership, Owen Edwards --- ### [Leaders who drive automotive: Rachel Clift](https://ennisco.com/leaders-who-drive-automotive-rachel-clift/) **Published:** January 27, 2026 **Author:** Comms Team **Content:** **Rachel Clift** learned the value of self-reflection when she was a GB hockey international and competed at the Beijing Olympics. As CEO of the automotive charity Ben, she says self-awareness remains fundamental to the way she leads. She talks to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group. ***You’ve had a unique career as a leader in automotive, having started in professional sport and healthcare. Tell me about your career path and how it played a part in your role today.*** When I was thinking about my A levels, or even when considering university, I really wasn’t sure what I wanted to do. What I did know was that I didn’t want to go down the route of a generic degree, because then I would still face the same quandary afterwards of asking myself, ‘What do I actually want to do? So, for me, it was always about choosing something vocational. At the time, I was already playing hockey and was part of the junior England and Great Britain setup. The one thing I was always very clear on was that, although I had aspirations to be an elite sportsperson and to go to an Olympic Games – which I ultimately did in Beijing in 2008 – I also wanted to continue with a professional career alongside it. I was very disciplined about that balance. I knew I might have to take time out for tournaments or training, but I was determined to study and work for as long as I could. For my A levels, I chose psychology, biology, and physical education/sport science. Together, those subjects naturally pointed me towards physiotherapy, which requires knowledge of anatomy and physiology, psychology and a grounding in biology. What I didn’t realise until I actually stepped into physiotherapy was how important the ability to build relationships would be. In that profession, trust is critical because patients need to feel comfortable with you very quicky. Often, it’s not so much about what you’re saying, but how you’re saying it, and how you are making that individual feel. That ability to connect became a key part of my practice. I loved being a physiotherapist because I loved being a healthcare professional. There is something very rewarding about the compassionate side of the role and making a difference. I particularly enjoyed working in the NHS, where the multidisciplinary teamwork aligned really well with my background in team sport. But I also knew there was something more. I was ambitious, though I didn’t yet know what that looked like. If someone had asked me back then if I wanted to be a Chief Executive, I wouldn’t have said yes. It wasn’t part of a master plan and, until I joined Ben, it wasn’t a defined ambition. What I did know was that I wanted to explore other opportunities. That led me out of physiotherapy and into the world of welfare work. I was able to apply my health professional knowledge and broaden my expertise into workplace health and wellbeing – both physical and mental. Looking back, the way my career has evolved is that I’ve always been willing to take opportunities, even when I wasn’t the ‘perfect fit’. I would think, ‘I can learn this. I can do this.’ I knew I had the basics and strong soft skills to build upon. I moved from the NHS into the private sector, taking on more senior roles, including Head of Health & Wellbeing Services at Ingeus UK. Eventually, I was headhunted by a competitor, PeoplePlus UK & NI. At first, I wasn’t sure because it was quite daunting, but sometimes you just have to face the fear and do it anyway. I knew it might not be the right long-term organisation for me but it offered something I lacked: real exposure to a highly commercial environment. It was also very different culturally as the business had been built through acquisitions rather than organic growth. That experience, combined with my earlier roles, gave me a unique skillset. Later, I came across the Health & Wellbeing Director role at Ben. It appealed to me as, ultimately, I was a health and wellbeing expert. I had been a director, though not in this exact capacity, and this was an executive director role and a step up into senior leadership. The fact that it was within the automotive sector wasn’t the main driver. For me, it was about people – understanding their health and wellbeing challenges and tailoring support to them. I knew I could learn the sector-specific aspects. I hadn’t worked in a charity before, either, so that was another new dimension. But actually, working for a charity is not as different as one might think. What is unique is the strong sense of purpose. You’re always working towards a mission that is deeply emotive and meaningful. That gives the work a different energy. Of course, every good organisation, commercial or otherwise, should build its strategy around purpose, but in charities it is truly at the core. I’ve really enjoyed working in a charity environment. I’ve been able to bring all of my previous experience with me, while continuing to learn in this new context, including within the automotive sector. ***How did you develop your leadership skills throughout your career? Did you take a structured approach, and did you go through any specific training courses?*** I would say my leadership skills have been honed through a blend of experience – learning on the job – as well as formal training and conscious personal development. I have always tried to keep on top of my own growth, taking opportunities that felt relevant at different stages of my career. A good example of this was when I realised I wanted to move towards a Chief Executive role. I put myself forward for an aspiring CEO programme and progressed through it quickly. That gave me formal exposure to what the role actually entailed but, just as importantly, I was also drawing on informal learning. I’ve always had an innate growth mindset. For me, it’s about recognising that I may not know everything now, but I can learn it. I take responsibility for the areas I don’t know yet, and I’m comfortable with not always getting things right, as long as I learn from it. That resilience has been key in developing my leadership style. The ‘relationships piece’ has also been critical. I’ve always sought to understand people – their motivations, what drives them – and that has been a real catalyst in how I adapt and evolve as a leader. Working with different people over the years has taught me to flex my style, and I’ve learned as much from others as I have from structured development. Self-awareness has probably been the biggest factor. During the CEO recruitment process, for instance, I faced several ‘firsts’. I hadn’t applied externally for years, I hadn’t been an internal candidate before and of course, I hadn’t been a CEO. I knew I needed to be proactive, so I did a deep dive on myself, asking, ‘Who am I? What do I stand for? What are my values and beliefs?’ I needed to be clear on my own motivations, preferences, strengths and any gaps. That allowed me to approach the process with honesty, being upfront about what I could deliver in the role, and equally, what support I might need. ***What do you see as the key leadership skills needed in a third-sector organisation supporting the automotive sector? How, if at all, do these differ from leading in the private or public sector?*** I think the biggest difference between leading in the private sector, public sector and charities is really what you do with the surplus you make. For commercial organisations delivering a product or service, the challenge is being very clear about what you are offering and who you are selling to. That’s not massively different from us at Ben as a charity. We exist to serve people in the automotive sector – those who work in or have worked in the industry, and their families. We know that’s our purpose. But to reach those people, we also have to work with businesses and the wider automotive community, and there is a business benefit for them in engaging with us. So, I don’t actually think the differences are as vast as people might imagine. What charities do have, though, is the ability to be more overtly emotive about the work we do and the impact we have. Unfortunately, people do come to us in very difficult circumstances – when something tragic has happened, or they’re going through a dark time with their health or wellbeing, often unexpectedly. We are there to support them through that. And because of the nature of the work, we can tell those stories, celebrate the positive outcomes and use them to build trust, sentiment and credibility. That is part of the armoury of a charity. In a commercial organisation, you may still be delivering something very similar – a product or service that improves lives – but because it is paid for, the sentiment and perception can feel different. As leaders, I think the skill is to recognise that, whatever the sector, people are always at the heart of what you do. Whether it’s in business or in a charity, leadership is about creating clarity of purpose, building trust and ensuring people feel that what you deliver genuinely matters. ***The automotive sector is evolving rapidly, creating a growing pool of people who may need support. How do you maintain focus as a leader in such a changing environment, and what techniques do you use to avoid feeling overwhelmed?*** Right now, we’re going through a huge transformation at Ben. We have moved from a position of significant income shortfall, where we couldn’t sustain the level of demand, to suddenly having a strong financial position. With that, we now face the responsibility of making careful decisions about how to invest and spend wisely. The challenge is unique. On the one hand, we need to grow demand and deliver impact now, but at the same time we must think long-term, ensuring that in 10 years’ time we are still sustainable and haven’t simply burned through the resources we have today. It’s about striking the balance between immediate impact and future security. Internally, that also means managing a team that will grow over time, making sure people feel part of the journey and have clear direction. For me, clarity is essential – being transparent about where we’re heading, involving colleagues wherever possible and giving them a real voice. For example, we’re currently refreshing our organisational values, and I’ve asked colleagues to contribute their ideas on what Ben should stand for both internally and externally. Of course, there are also moments where I need to make the call myself and take accountability, but involving the team and creating that shared sense of ownership is key to keeping focus and building resilience. ***How do you develop people in an environment of constant change? Do you take a ‘sink or swim’ approach, use structured development or target particular types of people?*** If I am totally honest, I’m not 100% sure. I don’t think there is a single formula. For me, it starts with being deliberate in how I think through decisions and making sure I know the ‘why’ behind what I’m doing. That deliberate approach gives me confidence and clarity, and I try to role-model that for others. I’m also very open and transparent. I’ll admit when I don’t know something, and I will in turn bring in perspectives or support from others. I think showing that vulnerability is important in leadership. A lot of it comes back to the ‘brilliant basics’. From my days as an athlete, I learned how vital it is to look after yourself physically and mentally – being active, getting proper rest and recovery, and making space for joy outside work. Without clarity of thought, it’s very hard to feel comfortable in your decisions or to guide others. So, I really do see self-care as part of leadership, particularly in a health and wellbeing charity. It can be lonely as a Chief Executive, which is something I can accept, and I’ve made sure I’ve got the right support around me. For example, I work closely with my PA, who has the maturity and experience to act as a sounding board when I need to check my instincts. That gives me another perspective and helps me avoid operating in isolation. For the wider organisation, I think clarity and inclusion are key. People need to understand the direction we’re heading in, feel part of the journey and know their role in it. I try to create an environment where colleagues feel involved in shaping the culture, while also recognising there are moments where I have to make the call and take accountability. ***What skills will future third-sector organisation leaders need to acquire, and how would you advise them to do that?*** I don’t think the fundamentals of leadership change dramatically. It’s always about moving with the times, being aware of the external landscape and making deliberate, well-judged decisions. But I do believe compassion will be even more important in the future. That doesn’t mean being a pushover; it means showing respect, humanity and recognising that younger generations expect a more accommodating, values-driven culture. At the same time, leaders have a responsibility to help people build resilience. Organisations can do this through the way they design policies, procedures and awareness programmes – setting people up to be the best version of themselves, not just at work but in life. Self-awareness is another critical skill. Leaders need to be candid about what they can and can’t deliver, open about their gaps, and willing to keep learning. For me, self-awareness became a real turning point in my career, though my time as an athlete had already taught me the value of constant feedback and reflection. Finally, leaders should accept that they are ‘always on’. Balancing the internal responsibility of understanding how the organisation operates with the external demand of stakeholder engagement means there’s rarely an off switch. It requires sacrifice, but it’s vital to success in the third sector. ***Looking back on your career in leadership, what’s one piece of advice you wish you’d received earlier on?*** If I had to pick one, it would be about the importance of self-awareness. It hit me later in my career, but it has transformed how I lead. Understanding my own motivations, strength and blind spots – and being honest with others about them – has allowed me to make better decisions and build stronger relationships. I’d also add a broader lesson about gratitude. I’ve had some very difficult personal experiences that have shaped who I am today and given me a deep appreciation for life. That sense of gratitude keeps me grounded, fuels compassion and ultimately makes me a better leader. ***Who has inspired you during your career, and what impact did they have? How do you use this to inspire others?*** I wouldn’t say there’s been one single person who has inspired me. Much of my inspiration comes from my background as an athlete. Sacrifice was part of the journey, and I’ve experienced that first-hand. I think that mindset of dedication and commitment is part of what prepares you for leadership roles. My professional background in health has also inspired me to make a difference, to approach leadership with compassion and to focus on outcomes that truly matter. More broadly, I’d say my life experiences have shaped me. Being completely candid, I went through a very difficult personal relationship, and getting through that gave me a profound appreciation for life and what’s truly important. My mum has also been a continuing source of inspiration. Even when she was ill, her resilience and care left a lasting impact on me. While she is unfortunately no longer with us, the memory of her reminds me daily of the importance of gratitude, empathy and perseverance – values I try to bring into my leadership and share with others. **Categories:** News **Tags:** automotive, Automotive Industry, Ben, Ben Automotive Charity, Leaders who drive automotive, Leadership, Rachel Clift --- ### [Leaders who drive automotive: Phill Jones](https://ennisco.com/leaders-who-drive-automotive-phill-jones/) **Published:** January 22, 2026 **Author:** Comms Team **Content:** **Phill Jones,** COO at MOTORS, has seen too many people come into the automotive sector, thrive for a couple of years and then stagnate or leave. He explains to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, why succession planning and structured development are so crucial. ***You’ve built an impressive career across various digital and media organisations, including 15 years in automotive with eBay Motors Group and now as COO at MOTORS. Tell me about your career journey.*** I don’t really think of myself as ‘automotive through and through’. I ended up here almost by default, rather than as part of a pre-planned career trajectory. What has always appealed to me is working in a medium-sized business – not so small that it feels hand-to-mouth or lacks structure, but not so large that you end up lost in a vast corporate machine where it’s hard to make an impact or see the results of your efforts. At 21, unsure of what direction to take, I chose accountancy as a way to gain a professional qualification and build a solid foundation for any career. That decision proved to be invaluable early on, as it gave me broad exposure to different businesses, industries, and ways of working. I’ve always been a bit of a nerd in that sense – I genuinely find businesses fascinating. Specialising in corporate finance allowed me to gain insights into how organisations operate at a strategic level, and I was fortunate to be exposed to the C-suite very early on. By 23, I was already sitting in boardrooms alongside CEOs, contributing to strategic decisions for companies generating multi-million-pound revenues. It was an incredibly stimulating experience, but I quickly realised that while the exposure was invaluable, I wanted something more operational – to see the impact of decisions on the ground, not just on paper. I was quite deliberate in my career moves. I first built expertise in professional services, then gradually shifted into operational roles. This approach led me to a business development role at the Daily Mail & General Trust, supporting their regional newspapers’ digital growth with a clear aim of moving closer to day-to-day operations. One of my strengths has always been the ability to see the bigger picture while also translating strategy into practical delivery. My grounding in professional services allowed me to skip a few layers that might have slowed my progress, and by the age of 30, I had already moved into business director and commercial director roles. This was not accidental – I have always been intentional in building my career, understanding what opportunities to take and how to leverage them effectively. While I admire those who take a more organic route, for me, a structured and deliberate approach has consistently worked well. Interestingly, my goals today are not so dissimilar to those I had when I was 19. I have always been drawn to technology, media, and telecoms, and I knew I wanted to work in that sphere. I also recognised early on that I was not suited to start-ups or to very large corporates, preferring the middle ground where I could have visibility, impact and influence. Working in M&A and private equity gave me exposure to a wide variety of business models and structures, and I was struck by how many senior, highly intelligent people were approachable, collegial and willing to share their experience. That environment, and the people within it, ultimately shaped my career path and gave me confidence in pursuing the roles and industries that suited me best. ***You’ve led through a lot of change across your career, whether that’s acquisitions, integrations or broader transformations at MOTORS, eBay, and now MOTORS/Cazoo. Those are rarely straightforward, and they can be tough on teams as well as leaders. How have you drawn on your skills and experience to guide people through those periods, and how do you balance driving the commercial side with supporting your teams through the uncertainty?*** For me, openness and context are crucial. I like to think I am quite open in sharing the bigger picture with my teams, even in the more difficult times. Thinking back to the early days of MOTORS when we were loss-making, I was always transparent about what that meant for the wider business and for us as a team. It taught me that people might not always like what they hear, but they deserve to understand the reality. I also make a conscious effort to listen to people and make myself available – whether that be practically or emotionally. I have found this has really helped me challenge poor behaviours and address concerns directly. It is often the case that just talking things through can make a big difference. In my current role as COO, I describe it as a bit of a mongrel role: my primary responsibility is commercial – revenue, operations, customer service and back-office support – but I also shape what comes next. It’s very much a ‘jack of all trades’ position, and I enjoy that. I can be the voice of the customer, dealer-focused and also deeply involved in the detail – whether that is contracts, systems or ensuring the team has the right tools and information to work effectively. I feel my background in finance has been a real asset in this. It helps me frame things clearly through numbers, which is a universal unnecessary emotion and allows me to prioritise effectively. I often do the maths for myself first. It allows me to explain the logic and help people understand why we are making certain choices. We also use an OKR framework, which helps a lot with providing clarity on what success looks like. That combination of structure, transparency and communication has been fundamental for me in steering teams through transformation. ***With automotive retail and marketplaces evolving so rapidly, with new digital platforms, shifts in consumer behaviour and changing dealer expectations, there’s a huge amount of pressure on everyone. What do you see as the biggest leadership challenge in navigating those changes? And how do you stay ahead of the pace while balancing the use of technology with the human side of the business?*** One of the biggest challenges that has impacted me has been managing multiple ownership changes. Over the 15 years I have spent with MOTORS, I have had five different owners, and by implication about 10 of those years have been spent either preparing for or recovering from a sale. That has made it difficult to keep the business moving forward without becoming too internally focused. In situations like these, it is easy to get caught up in what feels urgent inside the business and lose sight of what really matters to customers. I have observed this across the industry too. Many businesses are so inward-looking that they develop a closed mindset, with little capacity to think even three or five years ahead. These sorts of issues we face as an industry are not necessarily new, but they are not always factored into operating models in a way that prepares businesses for the future. I often joke that in 15 years of selling to car dealers, there has really only been a three-month period where they didn’t describe the market as ‘tough’ – and that was immediately after Covid. From a leadership perspective, I have noticed that those who come in from outside of the automotive sector often thrive once in place. The challenge is that organisations do not always look to other industries or invest enough in developing their people. Too often, talented individuals hit a glass ceiling. They come in bright and motivated, spend a couple of years working hard and producing excellent results, then stagnate or leave. In my opinion, succession planning and structured development are crucial. Sometimes, just giving people a clear development path or a sense of hope can extend their commitment and impact significantly. In a sector where change is constant, building and supporting the next generation of leaders is just as important as embracing new technology or consumer trends. ***You’ve come through a fairly traditional commercial background as managing director and commercial director before moving into your current COO role. Do you think career pathways are changing these days?*** I do think there are still some relatively traditional career routes – mostly within law firms, banks, and professional services – but career pathways are most definitely shifting. The younger generation tend to be less patient and are seeking progression faster, which makes talent development even more important. If we do not invest in our younger workforce, they will quickly be tapped on the shoulder by someone else. I also see more people entering with entrepreneurial experience, whether that is starting their own business or building a new product. This combination of self-starting initiative and professional drive is rare, but powerful. One of our current challenges, for example, is encouraging our own people to see sales as a genuine long-term career. Historically, sales has not always been viewed this way – it’s often joked that you don’t choose a career in sales – but actually, it’s the lifeblood of an organisation. Unlike coding or technical skills, where you can teach someone from scratch, there are fewer people who can be taught to do sales, want to do sales, and have the resilience to succeed. One of the things we focus on is providing high-quality sales training and development, leaning into growth mindset, feedback, and self-improvement. Our sales team has really embraced this approach: they see that if they learn from each call and pick themselves up quickly, they perform better and ultimately earn more. We are transparent with people that, while a higher-paying job or a sales manager role may not always be immediately available, we are committed to setting them up for their career – hopefully with us, but if not, they leave with skills and experience that will serve them for life. This investment has clearly paid off: attrition has decreased, and quality has improved. It all comes back to thinking smarter – recognising whether challenges are structural or about mindset and development. ***Given your focus on talent development, what would you be looking for in a potential successor?*** When I think about what I would look for in a potential successor, breadth of experience is a key attribute. It’s not enough to be highly skilled in one area – you need visibility across the business and an understanding of how different functions connect. Individuals who stand out are those who move laterally, put their hand up for new projects or roles, and actively seek exposure beyond their immediate responsibilities. Siloed thinking is one of the biggest challenges to overcome, and those who can connect the dots themselves, even one or two layers below management, make the job of leadership significantly easier. They notice gaps, ask the right questions, and start to piece together how the organisation functions as a whole. Equally important is mindset. A strong successor understands that leadership isn’t just about delivering for shareholders or personal ambition – it’s about thinking in the interest of the team. Simple things, like recognising the cumulative impact of meetings or prioritising the time of your colleagues, matter. Those small but considered actions show awareness and empathy, and they ripple through the organisation. Leadership is also about energy and presence. I once attended a RADA training course – part of an offshoot programme – that taught us to ‘strip yourself down and paint yourself up’ for the role you need to play. The exercise was intense and challenging, but it was invaluable. The lesson was simple: how you enter a room, the energy you project, and how you interact with people has a direct impact on the team. You don’t need to be inauthentic, but self-awareness and the ability to consciously influence your environment are critical. When done well, it allows you to lift people, inspire confidence, and positively shape the culture around you. In short, the successor I would look for combines broad organisational exposure, curiosity and initiative, empathy, and the conscious projection of leadership presence. They are the people who not only understand the business strategically but can also bring others along with them – noticing what matters, connecting the dots, and energising the team in a way that drives performance. ***Leadership often teaches you a lot about yourself and the impact you have on others. Looking back over your career, who has inspired you along the way? Have you had any ‘light bulb’ moments where you observed someone and thought, ‘Wow, there’s something special here’? And how have those experiences influenced the way you try to inspire others?*** I’ve been very fortunate throughout my career to work with several inspirational leaders, and I’ve taken valuable lessons from each of them. One that stands out in particular is Sandy Schwartz, the former president of Cox Automotive in the US. At that time, Cox in the US was a huge organisation, generating $1-2 billion in revenue, while our operation in the UK was comparatively small – at around $10 million. Once or twice a year, the American leadership team would visit the UK, and Sandy really stood out for several reasons. Despite his seniority, he always made a point of getting out and meeting people directly. He was incredibly generous with his time, remembered people’s names, and had that rare charisma where you genuinely felt you were in the presence of someone important. Yet, despite all of that, he remained completely authentic. He showed real interest in the team, gave us confidence that he had our backs, and created an environment where achieving targets wasn’t just about meeting numbers, but about earning credibility for future investments. From him, I learned the power of combining presence and authority with authenticity and care. That balance – being visible, commanding respect, but also being approachable and supportive – has profoundly influenced how I try to lead and inspire others in my own career. ***Looking back over your career in automotive leadership, what’s the one piece of advice you wish you’d received earlier? And was there a specific moment or experience that made you realise just how important that advice was?*** Early in my career, as a graduate, I often found myself in very senior meetings. That exposure was incredibly insightful, but it also slightly shielded me from the reality of life on the floor. If I could give my younger self one piece of advice, it would be: get out there, meet the customers, and really understand how the business makes money. Spending time with people at every level, sitting alongside them, observing, and listening always teaches you something valuable. That is a practice I now encourage everyone on my teams to adopt. Another piece of advice I’ve come to value greatly is the importance of making time for reflection and planning. The danger, especially as you reach mid-career, is complacency. Life gets busy, and it’s so easy to become entirely absorbed in the day-to-day. The last five years, in particular, have flown by. While I’ve gained a huge amount of experience, I haven’t always focused enough on my own personal and professional progression. At this stage in my career, at 46, my ambitions are very different from what they were at 27 or 28. I’ve had to consciously re-evaluate what truly brings me satisfaction and think carefully about where I want to be in 10 years’ time. This has required discipline – I’ve forced myself to set aside time to establish objectives for myself, just as we do for the business. I often compare it to going to the gym: you know it’s good for you, but it still takes willpower to do it consistently. Over time, I’ve learned just how valuable that practice is. As a team, we’ve collectively become better at pausing to reflect, and I’ve realised how important structured reflection and planning are. Without it, it’s easy to be consumed by immediate priorities and lose sight of longer-term growth and development – both personally and professionally. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, motors, Phill Jones --- ### [Leaders who drive automotive: Nick Colledge](https://ennisco.com/leaders-who-drive-automotive-nick-colledge/) **Published:** January 20, 2026 **Author:** Comms Team **Content:** As someone who takes a daily walk around his business, Nick Colledge says curiosity and connecting with his team are fundamental aspects of his leadership style. He values empowerment, trust and hands-on engagement to align teams and drive performance. ***You originally studied automotive design & manufacturing but your career has been heavily sales-focused. Can you walk me through your career journey, including where your interest in automotive design came from, and the pivotal moments that led you to your current role as CEO of Envisage?*** I woke up one morning with my university results in one hand and my bank statement in the other and thought, ‘Wow, I’ve got a lot of student debt’. I needed a job, so I became a car salesman. Love it or loathe it, it was a baptism of fire learning both the hard edge of sales and the psychology behind it. Much of what has happened since has been happenstance, but I’m grateful – and I’ve worked hard. I certainly didn’t plan to go from car sales person to CEO, but here I am. Those early days taught me about people, products and presentation. I pushed myself to stand out, I started with funding – understanding static and revolving rates, calculating payments and learning the mechanics of finance. That grew into a full-time role, then sales manager for new cars, which expanded to used cars and eventually multi-site operations. Later, I switched from cars to bikes and, over time, I have worked across several modes of transport. Then Harley-Davidson approached me. I thought I was doing well running multi-site operations but suddenly I was influencing former competitors. Moving into aftersales was new, and a later role in the Middle East was transformative. I spent three incredible years there, learning that nodding doesn’t always mean understanding or agreement. I built friendships and collaborative relationships that made work a joy. I returned to take on a larger Harley-Davidson role covering emerging markets, then moved to LEVC with some consultancy work in between, and ultimately to where I am today. Looking back, early weekends in retail taught me that just turning up wasn’t enough. I needed drive. Saying yes to unexpected opportunities, like Harley-Davidson, has shaped my journey. If I had to sum it up, my career has been a mix of happenstance and a desire to experience life, which brought me to where I am today. ***So, would you say reaching the top of the boardroom requires a sense of adventure and proactivity, or is it possible to succeed by simply going with the flow?*** I think the right word here is pragmatic. You need to make mistakes because, if you don’t, you lose the opportunities to grow. Some decisions I’ve made were, in hindsight, horrific. Things didn’t work out as planned, there was emotional turmoil and empty promises. But each of those experiences taught me something, and the number one lesson is resilience. At any given moment, you can’t change the past, and the future is still unwritten. What you can do is focus on the present, knuckle down, make the most of what’s in front of you and move forward with what you have. That’s how you turn setbacks into stepping stones. ***You’ve worked across global OEMs, retail and supply chain. How have your responsibilities varied across the vehicle lifecycle, and how have regional and cultural differences influenced your leadership style and progression to senior roles?*** It all goes back to the start. I never anticipated getting here, and I don’t believe I could have without the breadth of experience I’ve had. I have gained a deeper understanding of human nature, performance and how to extract the positives from every challenge while persevering through adversity. Harley-Davidson, in particular, was a massive eye-opener. Customer engagement there was about much more than just the motorcycle. It was about a lifestyle. At the other end of the scale, I’ve worked with vans and taxis – essentially commodity purchases or tools for people to earn a living and double as an office. Experiencing that range, combined with exposure to different cultures, has been instrumental in shaping both where I am today and the journey ahead. I try to balance listening and speaking proportionately – two ears, one mouth. There’s often apprehension and fear of the unknown. Walking into a business as a tall northerner that nobody quite understood was challenging. People had heard of London, but Sheffield seemed far off to someone in downtown Jebel. For me, it was about listening, understanding and putting in the effort. I’ve always taken pride in learning a little about the people I work with and making the effort to say ‘good morning’, ‘thank you’, or ‘please’ in the local language. Courtesy matters, and those small gestures go a long way in building trust and rapport. ***You mention on LinkedIn your ‘daily walk around the business’ and championing your team. How do these behaviours as CEO shape culture and performance, and how do you encourage the same in your senior leadership team?*** I didn’t read about this. It just felt like the right thing to do. I take leadership lessons from all areas of life. My daily walk helps me stay informed, connect with the team and keep learning. I believe it’s better to ask a stupid question in the moment than remain ignorant for a lifetime. For example, if I see the team working on a highly technical, dimensional property, I might ask, ‘Why are you doing this and that?’ They appreciate the intent, I learn a little and it helps me understand more detail of their contribution. Leadership comes down to these fine details. True understanding requires caring about the team. This approach also provides feedback. There is noise, but also truth. Retention and engagement are best achieved through stimulating the senses. Touching, seeing, feeling and even smelling what’s happening leaves a lasting impression. I combine this with KPIs and team feedback. One thing I have learned is that I won’t base decisions solely on first impressions or conversely need a 100% solution; a balance that I can flex works well for me. ***What was going through your mind as you prepared to step into the role of CEO? Did you have a moment where it really hit you that you were about to become fully responsible for the business?*** I felt an enormous sense of responsibility to the team and to the shareholders. It was a moment of immense significance, not a moment of success, and one that made me think, ‘Wow, this is a tremendous opportunity as well as a huge task.’ I saw the potential of the business and wanted to do the very best for both the team and the shareholders. In terms of preparation, passion is essential. Without it, there is no point. Passion brings energy, and energy drives results. Anyone can ride the crest of the wave but real progress is made in the hard yards, when you need to get back out there and try again. Someone once told me the CEO role is the loneliest in a business. To a degree, that’s true, but it’s also the greatest job I’ve ever had. I consider myself truly fortunate every day. It’s about gaining experience, recognising learning opportunities and never thinking, ‘I am at the pinnacle now.’ You can’t simply sit back. You have to keep pushing; finding ways to grow and improve your game, and ultimately that of the business. It’s also about balance. I’ve learned the importance of sleep but remembering that we work to live and not live to work helps me stay grounded. I’m a different person with adequate rest and exercise, and that difference shows in how I interact with the team. Ultimately, it cascades into business performance. ***With the rapid changes we’re seeing in mobility and design, what skills and mindsets will leaders need over the next decade? How will leadership evolve, and how can future leaders prepare for these challenges?*** I’ve always said there is a difference between a leader and a manager. A leader looks left and right in adversity, and their team remains confident and steady. A manager cannot always convey that same assurance. Leadership is about providing direction when things are difficult and inspiring people to do the right thing, even when it doesn’t align perfectly with the balance sheet. People are the single greatest factor. They make the difference. Even with AI and technology, I follow what I call the ‘big red bus’ philosophy. Unexpected events can happen at any time, and I expect my team to be prepared. The business continues and everyone has the potential to lead, not just first-line managers. Empowerment and trust are key. Early on, I learned the concept of ‘freedom within fences’, which has become a mantra. There’s no point in having a team if you micromanage them. You need to give them space to excel. The greatest satisfaction as a leader is seeing someone exceed their own perceived limitations. That’s the most rewarding part of what I do. ***On a practical level, does that mean you’re coaching people? How do you go about helping them develop within the organisation?*** I think it’s a blend. Leadership develops through a combination of experience and of coaching and training, which are very different things in my mind. I also believe it’s important to allow people to fail. If you can let them make mistakes within a safe environment, that becomes one of the greatest opportunities to learn. At the end of the day, business still needs to be performed, but this is how you build a strong team. Allowing people to see you make difficult decisions also goes a long way. You can’t present the world as if everything is always rosy. ***How do you stay ahead of emerging trends and technologies, such as AI, and identify opportunities across the different sectors you work in?*** I think it’s about history and open-mindedness. At the ripe old age of 50, I feel it’s easy to feel daunted by AI. At the same time, some people have over-embraced the technology. There is a great deal to be learned from mistakes made in the past, whether in business or in other parts of life. For me, it’s about taking a blended approach – combining those lessons with input from your team, the people around you and your own outlook on life to make conscious, informed decisions. ***Breaking into new sectors doesn’t happen by chance. Do you set aside time for learning, whether that’s reading in the evenings or other ways of keeping up?*** I think it’s about seeing the beauty, opportunity and innovation in everyday life. I know I’m a bit behind the times, but I recently joined Facebook. While it’s a great source of information, I would dread to let it shape the way I think as an individual. Nevertheless, it is a fantastic resource when used thoughtfully. For me, it comes back to a blended approach – getting out there, observing the world and joining the dots. ***How do you embed Envisage’s vision as a leading bespoke engineering services provider, keep teams aligned daily and ensure skills and diversity contribute to achieving it?*** It’s about empowering your team to be leaders in their own right. That doesn’t mean letting everyone approve six-figure capex projects on their own, but enabling people to master their own area and how they implement and input in to the company’s destiny via their responsibilities. Empowerment, paired with a clear guiding light for where the business should head, gives the best of both worlds. I think of it in terms of vectors. If two vectors of equal force pull in different directions, efforts are negated. Align them under the same vision, and their combined force propels the business forward more effectively. If everyone in the business is a force pulling in the same direction, the collective result is multiplied. My role is to provide the overarching vision, indicators for performance and the freedom, support, tools and resources to succeed. I also see it as an inverted triangle. My role supports the first line and their role is to support their teams, all the way through to the front line, delivering marginal gains everyday. That cascading support structure ultimately drives performance at every level. ***How do you know your vision is understood and shared?*** First of all, I always look at myself. Am I saying the right things? Am I being clear? Am I communicating in a way that makes it easy for people to understand? Do they have the tools they need around them? KPIs are a pivotal part of how I manage the business, and I often think of it almost like running an aftersales operation, where time and space are the core concepts. From my side, I make sure people have the tools and the structure to succeed. Of course, there are tough decisions. Invariably, if you go into a business assuming everyone will stay and thrive, then that’s ideal. But the reality is you often need to make changes. You’ve got to look at your bench strength, because if a business is built around a single person, you create a single point of failure and increase the chance of things going wrong. That’s why my responsibility is to ensure the right team is in place with the tools, understanding, direction, inspiration and energy to deliver every day. ***How do you prepare for tough decisions, and what advice do you give others aiming for top roles?*** If you’re not prepared to make tough decisions, you’re in the wrong job. It might sound harsh, but it’s true. I remember the first time I had to make decisions affecting people’s livelihoods. It weighed heavily on me but I did it for the good of those who remained. When it isn’t right, change is essential, and it usually ends up better for everyone involved. Sometimes having the wrong person is truly detrimental – not just to them but to the wellbeing of others. It’s a risky comment, but the reality is some organisations even have ‘terrorists’ within them. The key is knowing you’ve done your best to support someone. If you’ve given them the tools, opportunities and guidance to succeed and they still don’t deliver, it’s simply not the right fit. With the right process and organisational support, you make the change and sleep easy, knowing you acted responsibly. ***How should leaders build trust and respect across cultures, like with Chinese partners?*** Engaging with any different culture is always a delicate balance. First, if you’re truly unhappy, it’s within your power to make a change. Everyone’s situation and personality is different. For me, trust is key. You must demonstrate it as well as expect it, and avoid overburdening your team with personal preconceptions because that leads to failure. When in doubt, let the maths do the talking. Numbers don’t lie. Cultural differences and issues like time zones are inevitable, especially when managing global budgets, but transparency and performance go a long way. Ultimately, it all boils down to trust, clarity and measurable results. ***Building that trust can feel daunting at the start. Do you have any guidance on how to approach it?*** I used to think success relied on luck. You do need some, but as I’ve found and as Jerry Barber said, the harder you practise, the luckier you get. Understanding the pressures others face is key. At Harley-Davidson, there was a programme in which everyone was encouraged to participate: ‘Walk a mile’ proverbially in a dealer’s shoes. That principle extends far beyond dealerships. We’re fortunate to live in a democracy. In other nations, leaders may act selfishly at the expense of their people. Perspective matters. Appreciating others’ perspectives gives insight into their decisions and helps assess your own. It comes back to hoping for the best but planning for the worst. You need contingency plans, and sometimes contingency plans for those plans. That flexibility – the ability to pivot – is what keeps you metaphorically alive. ***Who influenced your career most, and what leadership lessons did you carry forward?*** Early in my career, someone highlighted my potential when I thought I was destined to remain ‘just a car salesman’. On an early training course, I met Professor Jim Saker. He told me I could make a real difference in the industry and that confidence was transformative. Ever since, I’ve tried to pay that forward. Why limit anyone when there’s no inherent ceiling? Our individuality, perseverance and ability to inspire mean we can achieve far more than we initially believe. No-one truly knows their capability until they decide for themselves. I do believe people are largely in control of their own destiny. You may lose a battle but what matters is what you learn from it. Take those lessons forward, and you’re better equipped for the next challenge. Thomas Edison’s team is a reminder. If they’d given up after 10 failed attempts at the lightbulb, we’d still be living by candlelight. Progress comes from perseverance and adapting your approach. It’s the same with modern technologies and differentiated success stories. Opportunities often come from people with passion and vision, who spot possibilities where others don’t. That combination of passion, experience and perspective can often change the markets and even establish new ones. **Categories:** News **Tags:** automotive, Automotive Industry, Envisage, Leaders who drive automotive, Leadership, Nick Colledge --- ### [Leaders who drive automotive: Martin Forbes](https://ennisco.com/leaders-who-drive-automotive-martin-forbes/) **Published:** January 15, 2026 **Author:** Comms Team **Content:** He has been a tax specialist at PwC, a ‘suit’ in the creative media world and now runs Cox Automotive’s international business outside North America. **Martin Forbes** tells **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, about his varied journey to automotive and his simple approach to leadership. ***LYNDA ENNIS: After joining Cox Automotive in 2014 as Managing Director of Manheim, you rose to become CEO of Cox Automotive UK before stepping up to your current global role of President of Cox Automotive International. Your route into automotive was unconventional, though. Tell me about your journey into the industry.*** **MARTIN FORBES**: Actually, the early part of my career was pretty conventional – GCSEs, A levels, a degree and then getting a place on a graduate trainee scheme to enter the workplace. After leaving university, the graduate job market was pretty competitive, and I considered trying to differentiate myself by studying for a master. As I researched what to do, I found that by joining one of the Big Six accountancy firms, as they were then, I could get one of the best qualifications in the professional world while being paid to study. That sounded perfect to me. I did interviews with all of the Big Six and ended up choosing Price Waterhouse on the grounds that even during the interview process, they seemed most interested in their employees as individuals. Six months later, Price Waterhouse merged with Coopers, who were actually my second choice. I started in the world of auditing before moving into tax a year later. To me, auditing was all about looking back at the past going through historical numbers. I was more interested in impacting the future, which tax planning and structuring companies offered. To be frank, I absolutely loved it at PwC and never thought I was going to leave. The investment they put into their staff is phenomenal – not just the professional training in accountancy and tax but the development of leadership skills. I haven’t come across any other organisation in my career that invests in its people so heavily, so my time there was an incredible foundation for my career. The reason I left the company after nearly nine years began with an opportunity to work two ex-AOL executives who had founded a digital advertising company, Vibrant Media, that leaned on contextual technology to understand the context and semantics of online content. I was initially engaged to provide tax advice regarding the sale of the business to a west coast online search company called Ask Jeeves. However, the deal fell through at the 11th hour. As a result, the founders decided to raise Private Equity investment funds to further continue and accelerate their growth strategy. Again, I was engaged to provide tax structuring advice regarding the $30 million investment that they raised with an east coast Private equity fund. Following the completion of the deal the founders kept approaching me to join the business and help then establish a true global SME business with the aim of an exit in the next 2-3 years. Eventually, I agreed to take up the opportunity to join the company as part of the C-suite, on the basis that it would further develop my career allowing me the chance to gain experience in the commercial world. The plan was to return to PwC after couple years as a more rounded and commercial adviser with a broader experience base. I considered myself quite a good commercial adviser at the time but, on joining the company, I realised I wasn’t quite as commercial as I had first thought. The move from the PwC environment to a relatively small start-up was a massive culture shock and I found the change extremely challenging at first. In the first year I came very close to waving a white flag to return to PwC. However, I told myself I would stick with it for at least one year. But, from the second year onwards, I really started to enjoy it. It made me realise there was much more to the world than sitting in a building and advising on one deal after another, so the decision was made that I would not return to PwC. I ended up working in digital media for the best part of the next eight years. This new phase of my career taught me a lot about managing stakeholders – the founders, in particular, as well as angel investors – and it also gave me my first insight into managing and leading a business globally as we expanded to San Francisco, New York, Australia and Europe. I was going back and forwards between the US and the UK and had apartments both in New York and London, so it was an exciting and enjoyable period. I was also learning a great deal about another industry and meeting lots of interesting, different people, developing my people skills along with my commercial skills. Eventually, there came a point where I had a divergence of opinion with the founders about future strategy. I and a few colleagues felt that the market was moving in a different direction and that we needed to pivot, but the founders wanted to stay true to their core. I therefore decided to leave the business and made a very interesting leap into the world of films and media production as Global Group CEO of a very high-end and award-winning production/digital creative agency, which at that time was called Stink & Stink digital. It was the largest independent and private owned production company in the world, and the company was effectively run by creatives. But, as they started to bring in more investment and seek further growth opportunities, the founders/investors recognised the need for a different form of leadership. One that could help provide structure and controls to help navigate an expanding global organisation dealing with tightening regulations and governance – yet maintain the creative core of the organisation. That was where I came in my PwC experience balanced with the skills and knowledge, I had gained from my years in a growing digital media business. They called me ‘the Suit’, even though I hadn’t worn a suit in years. The business was operating in UK, US, Brazil, Hong Kong, China, Russia and all-over Continental Europe, involving large complex production projects involving significant capital investments and global teams. At times running a production business is like managing a football club, with a team of highly talented individuals but with varying needs, demands and, as you can imagine, some with big egos. As a production company, the reputation of the business can often depend on the quality of its roster of directors – a blend of world-class film / content directors and new and up-and-coming directors – so it was very much the football mentality of signing and retaining world-class talent. What did it teach me? It taught me a lot about how to flex and change my approach, and it underlined the importance of understanding the industry you’re working in and showing that you are credible and know what you’re talking about. The move into automotive came about when I got a call from a head-hunter about a role at Manheim. I’d never heard of the company and when I researched it and discovered it was a car auction business, I wondered whether the head-hunter had got the wrong person. It was only when I started digging a bit further that I realised it was owned by Cox Enterprises, who I knew about through my previous dealings with their Cox Media division in my digital media days in New York. If it wasn’t for that link, I probably would have said no to the opportunity, but the more research I did into Cox, the more interested I became. So, suddenly I found myself working in the automotive services business, which was again a huge leap into a new sector. I went from tax to digital media to traditional media, and now I was in the automotive industry. It’s been a long and very interesting journey. ***LE: You talk about your career in terms of a series of big leaps into new sectors. What is it about your leadership style that attracted to you to that kind of career path?*** **MF:** Moving into a brand-new industry requires a lot of learning. I would say I have high curiosity levels and a strong hunger to learn new things. When talking to colleagues or team members that work directly with me, I want to be able to talk with knowledge, conviction and understanding. So, when I move into a new industry, I try to absorb as much information as I can. One of the key things about my leadership style is that I love people. No matter what industry I’m in, I’m at my happiest sitting in front of a customer, and that’s something I’ve carried through to my current role. I deliberately spend a lot of time doing lunches and dinners meeting CEOs, MDs and senior leaders across the automotive industry. It’s something I also did when I was working in media. You can read research, articles and talk to your own people, which is obviously extremely important as well, but it’s when you talk to customers that you really get to know what’s going on across the industry. It’s when you get to know about their particular needs and challenges, and you’ll also find things out about competitors or about the latest developments in technology. If you think about what we do at Cox, we’re there to serve our customers and maintaining those relationships is so important. ***LE: Do you think we are doing enough to prepare the leaders of the future in terms of the pace of transformation that is taking place in the industry and the personal sacrifices they’re going to have to make to be successful leaders?*** **MF:** We all know that there is a change in people’s expectations and how much value they place on work-life balance. People are becoming more precious around their personal time and there is a feeling that ‘we don’t live to work, we work to live’. Personally, I’ve made a lot of sacrifices for work, right from my PwC days when expectations and demand are so high it can easily result in working extremely long hours – often in a competitive environment to maximise chargeable hours every month. In my current role, where I’m effectively responsible for all business outside North America, I’m doing a lot of travelling, with long-haul trips at least a week every month. You need a very understanding wife and understanding children. Without that, it would be a lot harder. I sometimes think to myself, ‘Who’s got it right? Am I right and they’re wrong, or vice-versa?’ I’d probably say I’m a little old school in my working style and my views on the amount of effort you need to put in to achieve personal growth, and this level of work ethic is becoming less common as the next generation of future leaders enter the workforce. The talent coming through is expectational, but I’m not convinced that they are so willing to make the level of sacrifice that’s required to make it to the top of organisation – but that is ok, not everyone wants to. I think this is a real risk for many organisations. When team members get a glimpse into my working week or month, they will often remark – I wouldn’t want to do your role!! ***LE: Leading a global business means working across diverse cultures, markets, and teams. How important do you think it is for tomorrow’s leaders to gain international experience to be effective in such varied contexts?*** **MF:** It’s extremely important. If you have aspirations to be a CEO or an MD in a big or even a medium-sized company, it’s very rare these days just to have UK responsibilities. You’re likely to be a leading a European or international business of some sort, and you’re going to need the necessary skill set. I witness so many companies, dare I say it, often US companies trying to expand into the international marketplace and it takes them time to realise what works in the UK doesn’t work in France, or what works in Germany doesn’t work in Spain. You have to look through multiple lenses. Cultural awareness is especially important when it comes to people. Our three most important stakeholders at Cox Enterprises are our team members, our customers and of course the Cox Family owners, and I’ve learned some significant lessons during my tenure interacting with them all. I have gained valuable learnings over the years to help my personal growth with adapting to cultural differences in terms of how you dress, how you greet people and the language you use, the different attitudes to verbal agreement versus a contract. It’s something you can’t really teach. I know there are training courses that help, but you have to go and learn it through experience. ***LE: The automotive sector is transforming so rapidly in terms of technology, digital retailing and new ownership models. What leadership skills do you anticipate will be most important for up-and-coming leaders?*** **MF:** I think leaders need to be extremely curious and to have the ability to solve problems. I have the advantage of working internationally so I’m very inquisitive about what’s going on in every market. You need to be continually talking to your customers, and you need to be having conversations with other people in the industry, including your competitors. You need to be spending quality time with all of your leaders on the ground in every market. That can be time-consuming but it’s crucial to ask them about what’s going on in their market and how they are responding. It also requires good listening skills and you need to encourage people to be bold and to try new things. I take the view that if we don’t experience failings, we’re not progressing and pushing ourselves. If someone comes back from their first or second experience of a skiing holiday and says didn’t fall over once, and proud of it, then I would question if they really tried to progress. If you’re skiing hard and learning new techniques, you’re falling over all the time. It’s the same principle applies in the business world. Failure is part of business, fail fast, learn adapt and keep learning. Remember the word FAIL can also mean “First Attempt in Learning”. The other part of being curious is that I spend a lot of time reading to try to keep up with the pace of change. At the moment I’m reading *AI For Dummies,* and I’m listening to a lot of podcasts about AI. I’m also a big advocate of upward mentoring. For example – I am sponsoring a very talented team member in the US and who is an off-the-scale brain box (ex-NASA Scientist) who’s working in a specialist group looking at the growth of AI and how we maximise the power of AI across Cox Automotive. I am using the opportunity to gain knowledge and understanding of AI from a completely different perspective. Let’s face it we all need to be continuously increasing our skill and knowledge with AI and as leaders we need to lead from the front. ***LE: Cox Automotive is a division of the family-owned Cox Enterprises. How do you balance the commercial pressures of running a large international business while aligning with the company values throughout your brands?*** **MF:** The family ownership structure is fundamental to our culture. We have an incredible CEO and chairman in Alex Taylor, a fourth-generation member of the family, and the culture starts at the top, with the family, and flows down through the organisation. It’s a culture and style that really resonates with me and is why I love the organisation so much. It’s an environment that allows me to flourish and be the best leader that I can be. We’re not backed by private equity, and we’re not listed, so we’re able to take a long-term view with our investments without worrying about announcements to the market or exit strategies. We’re building the business for generations to come and we’re highly values-driven, with those values being embedded throughout the organisation. ***LE: Who would you say has had the greatest impact on your leadership style?*** **MF:** I could talk about a lot of people who have helped me in my career, but I would have to pick out my dad. He always said he wanted me to have two qualities, to be curious and to be kind, and I’ve instilled the same message on to my girls. I used to think he wanted me to be curious in the sense of a continuous learning style, but in addition it was the importance to show real interest in people, asking them questions, find out who they are etc. As a leader, that’s so important if you want to get the best out of people. Another quality I learned from him is adaptability when it comes to talking to people. He was a head teacher, and he was incredibly adept at engaging with different types of people, whether he was talking to children, their parents, a head of department or the caretaker. That has really helped me throughout my career because being a leader is essentially about people. My approach to leadership is pretty simple and involves three elements: people, customer and performance. People come first and then it’s the customer. If you can get those two right, performance will follow. **Categories:** News **Tags:** automotive, Automotive Industry, cox automotive, Leaders who drive automotive, Leadership, Martin Forbes --- ### [Leaders who drive automotive: Diana Torres](https://ennisco.com/leaders-who-drive-automotive-diana-torres/) **Published:** January 13, 2026 **Author:** Comms Team **Content:** **Diana Torres,** former Managing Director of Nissan Motor GB and now Senior Managing Director at the global CEO advisory firm Teneo, tells **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group, that aspiring leaders need to get out of their comfort zone and embrace change. ***LYNDA ENNIS: Tell me about your journey into the automotive industry from your early days working in the aviation sector. What key roles did you hold and how did you choose each opportunity along the way?*** **Diana Torres:** My career path has been an unusual one. My first job following university was with Avianca Airlines in Colombia just when the company entered Chapter 11. Working for a company in bankruptcy gave me experiences that truly shaped my career and character. I was working closely with the CFO, witnessing hard decisions being made, learning how to find investors and putting together turnaround plans while trying to keep stakeholders engaged. I discovered my natural skills in these areas and I realised that I loved it, even though it isn’t an environment for everyone. It was tough, stressful and full of uncertainty, but it gave me the ability early on to navigate change and understand to never compromise mid-long term value creation for short-term KPIs in a way that most people probably would not understand that early in their careers. Later, when one of our advisory companies offered me an opportunity to join their graduate rotational programme in the UK, Germany and Holland, I just grabbed the opportunity. It was an unexpected move, full of challenges. Leaving everything behind and starting a new life was another key turning point in my career. Living abroad was a transformative experience that opened my mind to perspectives and possibilities far beyond what I once imagined. It was uncomfortable, but it fed the curiosity I have had from an early age and it turned out to be a great step in my career. My move into the automotive industry was, in all honesty, not an intentional one. I was looking to learn beyond the aviation/finance space, as I was feeling too specialised too early in my career, so I decided to do my Executive MBA at London Business School. At that point, Nissan came along as part of an executive rotational programme for MBAs, and that was appealing to me as it fit perfectly with my willingness to embrace change. I started out in a Nissan plant in Sunderland – another new environment – and I loved it. I completed all my rotations and ultimately spent the next 13 years with Nissan, holding eight jobs across six different countries. My problem solving and people management skills were key assets as all my early positions were about leading transformations or setting growth strategies in short periods of time. Within the industry, two key experiences stand out. The first, and most prominent for me, was the opportunity to work in Japan for four years. That was an incredibly different and challenging period, but one I’ll never forget. It taught me patience and gave me confidence. I realised I could operate in a completely different culture and lead projects with the local team, when at the time I saw many other foreign leaders just bringing in their own teams. I feel proud of what I achieved in Japan as, despite being an outsider, I was able to deliver very strategic projects for the company in an agile and sustainable way. I also learned that real transformation happens when you stand behind your team instead of breaking them down or burdening them with all the pressure. The second key experience in the industry was my move into the LATAM Managing Director role for Nissan Importers. Up until that point in my career, my focus had been more on executive roles in finance and strategy. Although I have always been close to the operations, I admit that I initially felt the role might be too commercial, but it turned out to be another key milestone in my career. It was my strategic, sustainability-focused and long-term mindset, not just the numbers, that shaped how I approached commercial operations. Managing a full P&L taught me that true growth and transformation go far beyond financial metrics. It requires balancing profitability with innovation, understanding operational levers, and knowing how to lead and empower people. A strong financial foundation provides the clarity needed to make sound decisions, while strategic thinking ensures those decisions drive long-term value rather than short term gains. After more than a decade in automotive, building my extensive experience leading large-scale transformations and managing complex P&Ls, I am now expanding my focus to corporate advisory. In this capacity, I partner with boards and executive teams – whether in a traditional advisory role or through interim positions such as Chief Transformation or Restructuring Officer – to help organisations navigate complexity, unlock sustainable growth and implement meaningful change. ***LE: Reflecting on your experience and looking at today’s industry, how have traditional career pathways in the automotive industry evolved, and what advice would you give to emerging leaders looking to progress today?*** **DT:** My advice is simple; get out of your comfort zone and embrace change. The traditional, linear career ladder doesn’t really exist anymore – or at least, it doesn’t guarantee success. You can’t just focus on climbing upwards, because the best leaders are those who have moved sideways, taken risks and gathered a wide range of experiences along the way. Make lateral moves, explore different functions and don’t be afraid to go somewhere that feels unfamiliar. If an opportunity comes up, even one that doesn’t look perfect on paper, take it. That’s always been my mindset – what’s the worst that can happen? You’ll never truly know until you try. Even if something doesn’t work out, it’s still an investment in your learning. I often say it takes six months to understand a role and another six months to really add value. If, after a year, you find it’s not for you, you’ve still learned something invaluable and you can always pivot – whether that’s back to what you did before or on to something entirely new. For young leaders, I think the most empowering thing you can have is the knowledge that you always have options. Don’t let your title or job define you. If you start too high too soon, it can be difficult to separate your identity from your position and that can make it harder to take risks or make bold choices later on. Your professional life is only one part of who you are. You’re really the sum of your experiences – what you’ve done, what you’ve learned and what you can share with others. The best leaders never stop learning; they stay curious and adaptable, but they also recognise the importance of balance. Being “on” all the time is unsustainable. Good leaders operate at a consistently high level and that’s tough to do if you don’t learn how to step back, protect your personal life and recharge. Detaching your sense of self from your work isn’t weakness – it’s what allows you to stay grounded and keep perspective over the long term. ***LE: And what about sacrifice? Do you think being a good leader also means being honest with yourself about the sacrifices you have to make and being prepared to accept them?*** **DT:** True leadership requires personal and professional sacrifices. It’s not always talked about, but it’s a real part of the journey. In general, careers are rarely linear and when I speak to younger people coming into the industry it is interesting to see that they are not looking for linearity but excitement. What you want at one stage of life may not be what you want ten years later, and that’s perfectly fine. Priorities shift, circumstances change and so does your definition of success. What’s important is being honest with yourself about those trade-offs and sacrifices. Life will inevitably throw challenges your way, and in those moments, you must think long term; what will truly make me happy? What will I look back on and not regret? Sometimes that means making difficult decisions like taking a step sideways, missing a family event or moving to a different country. But the key is to do it consciously, knowing why you’re doing it and what it means for you. Some of this thinking comes from my own upbringing. I grew up in a modest family where education was seen as the pathway to a better life. I went to one of the best private universities in Colombia, but to do that I had to take out a significant loan. I remember the mix of excitement and fear, the determination to pursue something bigger and the anxiety and uncertainty about how I would find a job afterwards. Those experiences taught me resilience, perspective and to work hard to pursue what you want. In the end, you have to live with and stand by the decisions you make. Sacrifice is part of leadership, but so is balance and self-awareness. If you understand your values and stay true to them, those sacrifices feel less like losses and more like deliberate steps on a path you have chosen. ***LE: You have led Nissan businesses across four continents, including manufacturing and distribution. Can you talk about some of the challenges that you had to deal with in these organisations and the demands of working in different cultures?*** **DT:** Moving outside your own culture and environment can be frightening, but it’s also one of the most rewarding experiences you can have. I am grateful for the experiences and opportunities that have shaped my career and allowed me to make an impact, but I have also been deliberate about taking opportunities when they came along, even when they felt uncomfortable or risky at the time. For me, so much of it comes down to mindset. You must know what drives you and what you’re trying to achieve. Personally, I struggle to just coast along. I have always been motivated by the challenge of fixing and improving things and believe that true impact comes from pursuing the highest standards. That mindset has helped me face change in a more constructive way and to build resilience over time. I have learnt that resilience doesn’t come from staying where you’re comfortable, it’s something you build by stepping into the unknown. Every time you take on a new role, move to a new culture, or even do something as simple as switching your routines, you grow a little stronger and more adaptable. Working across Europe, Asia, North America and Latin America, I’ve seen how different cultures approach business, leadership and relationships. You must listen, observe and adjust your own style as what works in one country won’t necessarily work in another. The key is to stay humble, be curious and never assume you have all the answers. The way that the world is evolving – new technologies, new expectations, constant disruption – resilience has become one of the most important skills anyone can develop. It’s something I talk about often with my own children. Yes, Maths and English are important, but the ability to adapt, recover and keep moving forward is what will really determine how they thrive in life. That said, the car industry remains quite conservative when it comes to bringing in people from outside. There’s still a tendency to look for the familiar rather than the different. But the truth is, most industries face the same challenges at their core, they just use different language. Success ultimately comes down to mindset: being open, receptive to change and willing to learn continuously, wherever you are in the world. Learn to feel comfortable with the uncomfortable. ***LE: As your career unfolded, did you have a specific goal in mind – a role you wanted to achieve? If so, how did you build a pathway towards it and what advice would you give to others developing their own careers?*** **DT:** Although I never had a specific goal in mind, I have always aimed for excellence and meaningful impact in everything I do. Reaching executive positions was always appealing to me, because of the significant impact you have on driving change, motivating and leading teams, and delivering results with integrity. If you do those things you are contributing to society in a meaningful way and that is rewarding. On the pathways and advice, I say that any professional career is like your personal life. Sometimes it’s a marathon, sometimes it’s a sprint. We’re living longer now, so you can spend a decade in a career, starting from scratch and getting to the top, and still easily have four different careers in a lifetime and be excellent at each. This is a conversation I regularly have with myself. If I stay in one place for too long, in a couple of years I will become bored and start questioning why I didn’t make a move. Going back to my previous point, what is the worst that can happen when you change roles or pathways? You do not know what you really like until you try different things, but what is guaranteed is that you will still have learned something valuable. Until you try different things, you can never be sure what really drives you and motivates you. That experience is wonderful and incredibly helpful in navigating the future and this is why it is so important to embrace change. One of the challenges I see as people progress into leadership roles is that it becomes easier to detach. Power can be addictive for some, they cling to it because they fear that if they step away, they will lose the title and the respect that comes with it. That mindset not only stops that leader’s personal advancement, it also leads to bad leadership that destroys value in organisations. ***LE: Developing and managing people is a core responsibility of leadership. How have you balanced this with the pressures to deliver results and how has your approach evolved over your career?*** **DT:** Developing people is the core responsibility of leadership. You need to develop certain traits over time, have a lot of self-awareness and never stop learning. Many people fail to realise that managing and inspiring people is the most challenging part of leadership, but it’s also the key to getting results in a sustainable way. The higher you go, the less it is about you and the more it is about enabling and empowering teams to deliver, generate ideas and execute. You only learn how to do this by experiencing different leadership styles and environments and adapting accordingly. Looking back on my career, I’ve learned just as much from bad bosses as I have from the good ones. You need to be willing to take on tough roles, even terrible jobs, because those experiences teach you just as much, and sometimes more, about the type of leader you want to be and the environment and culture you want to create. There are some aspects of great leadership that do not change over time, such as the importance of trust and integrity, leading by example and empowering others. However, there are other parts of the approach that do need to be adjusted depending on the role and environment, such as the level of support and tools the team need, the best way to give and receive feedback, and how to motivate people to do their best work. Getting this right is especially important now as we have several very different generations all working together. ***LE: Have you had any significant mentors or inspirations that shaped you? What lessons did they impart that you carry with you today?*** **DT:** Somebody once said that women are over mentored and under sponsored and that is the reality in the corporate world. During all my career I have seen a lot of mentoring, which is very important to develop your skills, self-awareness and leadership style, but what makes a real difference to career progression are sponsors. I have been fortunate that throughout my career, I had outstanding sponsors that not only advised me, but also actively advocated for me, pushed me forward and stood up for me when it mattered most. Sponsors are the ones who help you take that next step when you might not yet have the confidence to do it yourself. I’ve had several such people and I’m deeply grateful to each of them. Behind every pivotal career move I have made, there has always been a key sponsor. Those key sponsors always had three things in common: integrity, strategic thinking and a high level of accountability. They have inspired me to lead in a similar way by being an active sponsor and trying to spot the talented people that might be overlooked just because they are different and do not fit the “normal” stereotype, but have the right mindset and attitude to get things done. One key executive mentor and sponsor in those pivotal career transitions that stands out for me was a former Nissan executive and his pragmatism and absolute clarity of thought. He had this ability to cut through complexity and focus on what really mattered. He was always direct, straightforward and unpretentious – there was no corporate fluff. I found that incredibly refreshing and grounding, especially in a large global organisation where it’s easy to lose sight of what’s important. That directness, and his ability to simplify without losing depth, is something I’ve always tried to emulate in my own leadership. Even now at Teneo, I continue to learn from the people around me. One of the Senior Managing Directors said something that really stuck with me: “The best Chief Restructuring Officers are the ones prepared to get fired.” At first, that idea completely threw me – it sounded counterintuitive. But when you think about it, it’s about courage and conviction. To be truly effective, you can’t spend your time trying to please everyone. You have to make tough calls, challenge assumptions and be willing to stand by your decisions. That mindset of being brave enough to take risks and accept the consequences is a great piece of advice at any stage in your career. **Categories:** News **Tags:** automotive, Automotive Industry, Diana Torres, Leaders who drive automotive, Leadership, Teneo --- ### [Leaders who drive automotive: Geraldine Ingham](https://ennisco.com/leaders-who-drive-automotive-geraldine-ingham/) **Published:** January 8, 2026 **Author:** Comms Team **Content:** Geraldine Ingham has experienced multiple organisations and sectors, from command-and-control cultures to environments built on empathy and openness. Now a consultant, she stresses the importance of resilience and inspiring lasting performance across people and businesses. ***Your career has been interesting in terms of your unconventional route from finance and procurement into marketing. Did you always intend to explore different disciplines, and what pivotal roles or experiences helped you reach your recent global positions?*** I don’t think when I started out as a graduate that I ever imagined I’d end up where I am today. One of the most amazing things about this industry is that you have the opportunity to work across almost every function. You don’t have to leave the business or the sector to experience different areas. For me, a lot has come down to a combination of luck and hard work. One of the most pivotal moments in my career was my decision to work abroad and take a major step outside my comfort zone. I chose to join Renault in France when I could have accepted an alternative offer with a UK-based OEM. That HQ exposure in France proved invaluable. Later in my career, taking a regional role with Nissan was another defining experience. Staying in a single-market role can be very one-dimensional, whereas these international positions opened my perspective on politics, tensions and strategy within a global business. Experiencing both local and international dynamics has been hugely formative. I started out through the ‘milk round’ with a role in procurement, which I really enjoyed. Procurement gave me early exposure to measurable impact on the bottom line and the chance to work closely with suppliers. It allowed me to see the business from multiple perspectives rather than being insular, which really sparked my interest in exploring different functions. From there, it was a natural progression. My approach has always been to go across the business rather than just climb a single ladder. Being multilingual helped, particularly when working in France. Speaking someone’s language builds bonds and connections, earning respect and allowing deeper relationships to develop. While it’s not strictly necessary, it definitely helped me navigate complex international roles and foster strong working relationships. ***Across organisations you’ve worked for, what differences did you notice in leadership styles, and how did those experiences influence your own approach to leading teams and fostering engagement?*** Nissan was a challenger brand, but its leadership style was very process-driven. It was typically Japanese – structured governance but with a real sense of family and unity. In Europe, there was a strong sense of being one team, and that way of leading became part of our DNA. Of all the companies I’ve worked for, Nissan stands out for that feeling of belonging. Another OEM I worked for was very different. It was more centralised command-and-control leadership which impacted the ability to think creatively or challenge the status quo. The rationale for it was clear, but the environment stifled innovation. I learned a lot from that experience, particularly about the impact of rigid structures on people’s engagement. I think this kind of centralised control is quite inherent in the automotive industry. Many organisations talk about empowering people but, in times of crisis, they tend to default to command-and-control. By contrast, my experience at Meta was very different. Leadership there was centred on creating an environment of authenticity, empathy and openness. That blend of authenticity with the governance and structure I’d experienced in automotive showed me what I believe is the ‘magic combination’ – empathy paired with discipline and clarity. ***When you stepped into your first global managing director role, how did you approach the position and define your leadership priorities?*** When I joined JLR, the business was in the middle of a big cultural shift moving towards the ‘Creator’s Code’ – more conversational and collaborative, and far less hierarchical. The board were clearly embracing that new approach. Good advice I received prior to joining JLR was the importance of network and relationships. Unlike Nissan, where there was a lot of process and governance, or Volkswagen, which was centralised command-and-control, JLR was about building the right relationships with the right people. In such a large organisation, Influence was very dispersed in the organisation, so understanding where power sat and investing in those relationships was essential. ***What has been your most challenging leadership experience, and how did it impact your growth as a leader?*** I would say JLR was the most challenging period of my career. It was the biggest and broadest position I had held, responsible for a significant part of the company’s profit. With that came a lot of opinions and scrutiny from a lot of stakeholders, with a new house of brands structure where everyone was learning how to work together, adding to the complexity. Becoming a consultant has given me a whole new perspective. It is important to invest enough time researching when looking at making the jump to a new company, to really understand the company culture and chemistry. Today, when I work with different organisations, I can see how important that fit is, and I value the fact that, as a consultant, I have the freedom to step away when it isn’t right. ***You’ve worked across volume and luxury automotive brands, in the tech industry and now as a consultant. How have you adapted your approach to lead effectively in different industries, cultures and organisational contexts?*** Leadership styles can vary enormously depending on culture, ownership structure and the priorities of the organisation. For example, there can be the approach of asking teams to achieve the seemingly impossible, with the expectation that by aiming high, you land closer to the right solution. Understanding the mindset of those around you is critical to leading effectively in any context. By contrast, in other companies, leadership can be very structured and KPI-driven, with a remarkable clarity about what is expected at every level. That kind of discipline and transparency is something I’ve always valued and tried to incorporate into my own leadership style. On the other hand, in other companies the focus can be very short term, responding to immediate crises rather than setting a clear, long-term strategic direction. This can require a more reactive approach, with an ability to navigate ambiguity and manage through constant change. Across all these experiences, I’ve learned that adapting your style is essential. You have to be able to adjust to the culture, the ownership mindset, and the pace of the organisation, while staying true to your core principles as a leader. Being flexible, empathetic and responsive has allowed me to work effectively across very different industries and organisational contexts. ***How have you helped the brands you’ve worked with adapt to the evolving market, from rebranding to addressing technology, sustainability and customer expectations?*** For me, resilience is absolutely key – both for brands and for people. Part of it is innate but a big part comes from work ethic and team spirit. The leaders I’ve admired most combined a strong work ethic with real attention to detail. Time spent together, working through challenges, helps build resilience and a sense of camaraderie that I think is harder to achieve in a world where people are increasingly working in silos or behind screens. Collaboration and idea generation happen best when teams are together, which is why I believe in being in the office at least three days a week. In terms of brand work, I’ve always focused on ensuring teams not only understand the strategy but also feel ownership of it. At Norton, for example, we worked on brand strategy in a way that gave the business a clear purpose employees could connect with – something they could articulate even outside of work. Too often, companies spend huge sums on strategies that never filter through to the people who deliver them. Leaders can be so focused on hitting financial KPIs that they neglect embedding that sense of purpose. Nissan was excellent at this. Strategy started at the top and cascaded right through the organisation. That clarity helped everyone see how their role fitted into the bigger picture. I think that’s something the industry risks losing if it rushes to the end results without investing in the cultural foundations that build true resilience. ***Do you feel that organisations today are doing enough to invest in developing future leaders, or is there more that could be done to prepare the next generation for leadership roles?*** To genuinely develop future leaders, it’s about far more than simply running a programme or following a process. It starts with having a clear strategic vision and ensuring that this vision is embedded consistently throughout the organisation. Leadership development only works when everyone understands the broader direction and purpose, and when those leading the process truly value people. At its core, leadership is about standing up, motivating others and inspiring them to want to follow you, not just issuing instructions. Too often, career progression is seen as a product of sheer hard work, tenure or being being in the right place at the right time rather than being a reflection of true leadership capability. Many organisations run leadership programmes early in people’s careers, which is useful, but the fundamentals still need to be there from the start: agility, ambition, emotional intelligence and the ability to stand out in ways that inspire confidence in others. The real challenge is that we haven’t yet connected the dots between recognising these qualities and nurturing them in a structured, sustained way. Without a clear system for identifying and developing potential leaders based on these core capabilities, we risk falling short of producing the calibre of leaders that the industry will need in the future. Building leadership isn’t just about training – it’s about creating the conditions for people to grow, take responsibility and be empowered to make a difference. ***What’s one piece of advice that has stayed with you throughout your career, and how has it shaped the way you lead today? Additionally, what guidance would you offer to future leaders on developing their skills, building resilience, and creating a positive and inspiring impact on their teams?*** One of the most important lessons I’ve learned over the years is not to make assumptions about how opportunities will come your way. You have to make yourself visible and actively put yourself forward. Building a strong and lasting career requires both breadth and depth. It’s not just about specialising in one area but gaining experience across different roles and functions. I often advise people to take on three or four lateral roles before moving up the ladder, so that they have a solid foundation of skills and perspectives to draw on when they step into leadership positions. Above all, you have to be willing to challenge yourself, take on responsibilities that feel uncomfortable and do the heavy lifting that others might shy away from. That’s often where the real learning occurs. Growth doesn’t happen when everything comes easily. It happens when you push beyond your comfort zone, take the initiative and embrace the challenges that come with high-responsibility roles. The combination of visibility, diverse experience and a willingness to work hard and learn from every opportunity is what builds resilience and capability in future leaders. My advice to future leaders is quite simple but fundamental: be kind, be authentic and be true to yourself. There’s no need to try to adopt someone else’s style or emulate what you think leadership looks like. This is particularly important for women in industries like automotive, where there can be pressure to conform to a traditional style of leadership. The best leaders I’ve encountered are those who genuinely care about their teams. Pressure always cascades down through an organisation, so if you’re in a senior role, part of your responsibility is to protect, motivate and empower the people around you, rather than adding to their stress. When I look for successors, I seek a combination of vision, strategic capability, and the ability to inspire others. A great leader makes people want to follow them – not out of obligation but because they believe in the direction being set. That drive comes from passion for the industry, commitment to the team and a willingness to make sacrifices when necessary. But more than anything, it’s the soft skills that matter most: empathy, effective communication and the ability to bring people along with you. Those are the qualities that build trust, loyalty and high performance, and that’s what ultimately distinguishes someone who is a strong, enduring leader from someone who simply holds a title. ***Looking ahead, what impact do you hope to have on the people you lead and the brands you work with, and what does success look like for you in your consultancy and the wider industry?*** For me, the greatest legacy isn’t measured solely by financial results or product launches, although I am proud to have delivered record profits and overseen successful vehicle introductions throughout my career. The real satisfaction comes from the impact I’ve had on people. I continue to meet up with former teams and hearing that I contributed positively to their careers and personal development is what I value most. Being remembered as a good leader, someone who inspired, supported and empowered others, is the kind of legacy I hope to leave behind. When it comes to consultancy, success takes on a slightly different dimension. It’s not always easy to quantify, but for me it comes from guiding organisations through change and seeing tangible outcomes take shape. Whether that means embedding a new brand identity, repositioning a business or helping teams adapt to new ways of working, success is about creating real, measurable improvements while also leaving a positive, lasting impression on the people involved. It’s that dual achievement – delivering technical or strategic results while fostering growth and confidence in people – that I have always aimed for. That balance, between organisational performance and human impact, is what I hope will continue to define my work going forward. **Categories:** News **Tags:** automotive, Automotive Industry, Geraldine Ingham, Leaders who drive automotive, Leadership, range rover --- ### [Leaders who drive automotive: Sebastiano Fedrigo](https://ennisco.com/leaders-who-drive-automotive-sebastiano-fedrigo/) **Published:** December 4, 2025 **Author:** Comms Team **Content:** **LEADERS WHO DRIVE AUTOMOTIVE** **Sebastiano Fedrigo,** VP for International Markets and Business Development at Leasys, rose through the ranks in sales and brand leadership at Fiat before switching to asset finance and leasing. He tells **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, that breadth of experience and working in different cultures are key ingredients of successful leadership. ***LYNDA ENNIS: What was your motivation for pursuing a career in the automotive industry?*** **SEBASTIANO FEDRIGO:** I grew up in Monza with cars all around me, so I’ve always had a passion for cars. I studied automotive engineering at university and became fascinated by the way the industry brings together highly complex engineering and marketing. If you think about the aviation sector, that is an industry where the product is also highly complex, but consumer marketing plays no part. At the other extreme, an FMCG organisation like Proctor & Gamble makes shampoos and creams that have far less complexity but where it’s all about the marketing, the positioning and the pricing. Automotive sits in the middle and therefore has the best of both worlds. It has the complexity and the industrial challenge of building a car, but it is also completely dependent on marketing to drive sales. That’s what really attracted me to the industry. As part of my studies, I spent two years doing a master in a French university, where it was compulsory for all students to do a three-month internship as a blue-collar worker. I remember the words of the Dean of the university when we were about to start our stint on the shop floor. He told us that if we ever became managers in the future, we would know what it was like to manage people doing tough jobs. Secondly, we would appreciate how lucky we were to have the chance to study and to get away from jobs like that. His words have always stayed with me. The experience certainly fostered in me a lot of respect for the guys in the factory, and I’ve carried that through in later life to the guys at the dealership doing the hard work day in, day out. It also opened my eyes to the complexity of the automotive industry, despite the fact the factory I was working in was just a logistics centre for the distribution of spare parts. It was fast paced and absolutely huge, and yet it was still only a small cog in a giant, highly complex automotive machine. That really excited me and reinforced my ambition to work in the industry. I was fortunate to gain a place on a graduate trainee programme with Fiat Group, which allowed me to do three different roles, each of which lasted 18 months. Nowadays, I often see graduate programmes where the trainees are rotated every six months, but I think that’s far too quick. If you’re in a role for 18 months, it’s long enough to do something really meaningful, with targets and responsibility. Six months is barely long enough to understand a role, let alone work to targets. My three roles were in R&D, on the production line and in sales and marketing, and I worked for three different businesses that were part of the Fiat Group in three different countries, so it was extremely useful in terms of helping me understand what areas I was most interested in. For example, I did a stint working in computer programming and realised I definitely wasn’t cut out for that. For a while, I was a buyer on the factory floor of CNH Industrial, which made combine harvesters, before moving into a sales and marketing role with IVECO. This was an area that really appealed to me because, as I mentioned earlier, it was the point in which engineering and marketing efforts met to generate revenue. Looking back on that early part of my career, I feel privileged that I was able to experience not just different roles but different cultures, moving from my native Italy to Belgium and then to the UK. Having that multicultural experience teaches you a lot of humility and empathy in the way you manage and connect people in different countries. It’s something that’s increasingly important as the automotive industry becomes more and more consolidated and global. If you cannot manage people from different cultures, then that’s a skill you need to develop. ***LE: Having started out in a very broad-based graduate programme, you now have a senior leadership position in the highly specialist area of asset finance and leasing. What were the key moments and decisions that led you on this pathway?*** **SF:** To be successful in any commercial role within the automotive industry, -it’s important to work either in or with the dealerships. I recognised this early in my career, and so I took the deliberate step of taking an Area Sales Manager role early on. It’s a job that often carries a fair bit of stigma, but it’s a fundamental role, and you learn a lot from doing it in terms of dealing with people in the network. Taking the role proved a key moment in my career because, from there, I was able to progress to regional and then national sales positions before becoming UK Country Manager for Fiat Professional and then UK Managing Director for Fiat and Abarth. In terms of my transition to asset finance and leasing, I came to the realisation that while brand management was extremely important, there were two elements of the offer to customers that I had very little experience of. One was financial services, and the second was customer service. Although I had reached the level of Managing Director, I felt I needed to address these two gaps in my knowledge. An opportunity arose to broaden my experience of customer service with the Mopar brand, which provided parts, accessories and servicing for all the FCA brands at the time, and so I took the role of Service, Parts and Customer Care Director for the UK and Ireland. Having managed the P&L of a brand, I was fully aware that parts and service were major components of that, and I wanted to understand the levers in those areas. I was also aware of the fundamental importance of the asset finance side of the business in terms of determining how to package pricing and servicing to deliver a better proposition to your customers. Therefore when the opportunity came, I took up the role of UK Managing Director for Leasys. I quickly realised that a finance company has an advantage over the car brands because your relationship with the customer is closer and longer term. It’s the finance company that has the most customer touchpoints because every month there is an invoice, not to mention the ongoing interactions linked to multiple request from the customer may that be a change of address, bank details, length of the agreement or other factors linked to credit exposure. The long-term nature of the relationship means skills are needed to keep the customer at the centre of everything you do, as loyalty will often culminate with the renewal of the financial agreement . This is even more important on the leasing side of the business, where you’re managing not just the financial aspects but also all other additional services as repair and maintenance, insurance, tyres offerings and so on. ***LE: What are the key leadership skills that are needed in the fleet and leasing industry today? Have they changed?*** **SF:** I don’t see any great differences in the skills needed in leasing and automotive in general. I see leasing as an arm of the automotive world. One of the peculiarities of the automotive industry is the dichotomy between old versus new. It has knowledge that is rooted in the past because the European brands have been producing cars for a century, with all the legacy and brand heritage that goes with that. But it’s also changing rapidly today with electrification and digitalisation. Classic management skills are needed because we still have factories that produce the vehicles, and we still need to manage a complex supply chain. Whether you’re working on the automotive or financial side, you need the traditional skills of people management and change management. You need to be able to build relationships and cultivate trust with your suppliers, your dealers, the banks – people who work outside your organisation. You need the ability to show empathy and to handle difficult or complex interactions. On the other hand, we are in an industry that is changing rapidly through digitalisation, so you need to be agile in the way cars are marketed. In my Fiat days, we were still doing TV adverts, but now TV campaigns are extremely rare. Now you must be able also to work online that is agile, fast and effective, so you need to have adaptability and flexibility. On the financial side, you need analytical skills and financial acumen, but you also need to be able to manage change quickly. Finally, as the industry is fast paced and extremely competitive, I think you also need a lot of resilience. ***LE: How did you develop your leadership skills through your career? Did you receive any training or coaching?*** **SF:** Most of it has come from experience. I’ve had the chance to do a few interesting training courses, but I think my leadership skills in terms of managing people and building resilience have really come from learning on the job. ***LE: You’ve spoken about how you were aware of knowledge gaps in customer finance and customer service when you were running a brand. Were you conscious of any other gaps in your skillset as you progressed through your career? If so, how did you address them?*** **SF:** When I moved into financial services, I quickly realised that there was a lot of operational information that I needed to acquire, but you can cover that by talking to people, through online courses and by reading publications, manuals and doing the SAF training course for financial services. You just need curiosity and to put some work into it. In terms of interpersonal skills, I think you realise as you develop in your career just how important people management is. You’re only as good as your team, and you need to be able to surround yourself with the right people. Management of people is a skill that’s very difficult to acquire, and it’s only experience that can give you that. That said, I’ve always found mentoring very useful. It helps you keep a perspective on the longer term rather than being too preoccupied with the stress of the moment. ***LE: What skills will future automotive commercial leaders need to acquire, and how would you advise them to do that?*** **SF:** There are three elements that are fundamental and relatively easy to acquire. One is gaining a broad breadth of understanding of the industry rather than staying in one vertical line. This is the mistake a lot of people make. You might reach the top faster, but when you get there, you’re in a fragile situation because you don’t have the grounding of a broad range of experiences. Secondly, I always advise people to gain international experience. The interaction with people from different cultures gives you a certain elasticity in the way you communicate to people and understand them that is very useful in a sector that, by its nature, is more and more global. Thirdly, my advice is always to focus on the longer term. In a highly pressurised environment, it’s easy to focus on a small thing without joining the dots to see the longer-term effect of each action. What might look great in the short term could create issues further down the line. For me, the longer term means always being able to measure your actions against the long-term financial results of what you are doing, keeping an eye on the economics and the P&L impact in the future. ***LE: Do you notice a difference in young people’s aspirations compared to when you were at a comparable stage of your career? Do they have the same appetite for hard work or to put themselves in uncomfortable situations?*** **SF:** I definitely see more reluctance among the younger generations to sacrifice their personal life by accepting jobs in other locations or countries, and there’s a greater emphasis placed on work-life balance than there used to be. While I understand and accept that, I do think that if you’re young and don’t have children, there are opportunities to make experiences abroad that are extremely rewarding and that I certainly found very useful in my career. I also think that the complexity of the automotive industry, combined with the pressure that’s coming from government policies and extremely competitive new entrants from China, means the younger generations need to have greater resilience nowadays. There’s a tendency among the young generation to avoid taking risks. Just because you can see failure today, it doesn’t follow that you will fail tomorrow. ***LE: Do you think Covid has had an impact on people’s attitudes in terms of how they want to work?*** **SF:** Covid has certainly changed some things for the worse, some for the better. I think we have lost some capacity to have face-to-face conversations, and there is a greater reliance on email for communication, which is not healthy. On the positive side, remote working has opened up new opportunities in terms of jobs that you can do without having to necessarily move house and family to be present in the office all the time. I wonder, too, whether the appeal of working in the automotive industry is losing its appeal among younger people compared to sectors such as digital or banking. I was always attracted to working for a global company, with all the international opportunities it offered. Maybe there is a change of mindset now, and people are less interested to move abroad and work in different cultures. ***LE: Do you think it’s fair to say that asset finance and leasing is a part of the industry that doesn’t always project itself as a good career opportunity for young people? Despite being such a fundamental part of how people buy cars, is there a feeling that it’s not the sexiest area of the industry?*** **SF:** There’s certainly a perception among young people that it’s not a great career path – that it lies somewhere between banking and automotive. My view is that it gives you a 360 vision of the entire industry that’s otherwise difficult to acquire and has impacts on every part of the industry. What it suffers from is maybe a lack of understanding of what the sector is, and I think the leasing companies share some of the blame for not being able to promoting it effectively. ***LE: Looking back on your career, is there one piece of advice you wish you’d received early on?*** **SF**: I think the importance of people management tends to be overlooked in organisations. Automotive is not a vertical industry. Even in a position where you are responsible for a team, there will always be external stakeholders to deal with, such as suppliers or retailers. For me, knowing how to manage relationships was a bit of an oversight early on, and it was a skill that came only with experience. In hindsight, I would have preferred to have more understanding of people management when I was younger – maybe some training. As you get older, you learn the key principles of being open and approachable, of being courteous at all times and of having empathy. There’s so much pressure in our industry that being empathetic is extremely important in terms of knowing how far you can push and when it’s time to step back. ***LE: Who has inspired you during your career, and what impact did they have?*** **SF:** A lot of people have inspired me. My boss at Fiat Professional, Eric Laforge, was very inspiring, as was Luca de Meo when he was the head of the Fiat Brand. But if I had to choose one person, it would be Sergio Marchionne, the former CEO of FCA, because of the impact he had on the organisation. We were in a very difficult situation, but, under his leadership, we came out of it in a much stronger position. Then, as we went through the merger with Chrysler, you could almost breathe the energy he was able to transmit to all layers of the organization. He was quite intense as a person and unconventional in the way he communicated, but that was his strength and combined with an incredible intelligence made him an exceptional leader to follow and learn from. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, Leasys, Sebastiano Fedrigo, Vice President --- ### [Leaders who drive automotive: Sarah Noble](https://ennisco.com/leaders-who-drive-automotive-sarah-noble/) **Published:** December 12, 2025 **Author:** Comms Team **Content:** Sarah Noble says automotive leaders are facing more challenges than ever, and everyone is juggling a series of fires from the moment they wake up. Most are doing their best to prioritise and tackle those fires, but the pressures are immense. ***You’ve built an impressive career as a partner for leading business consultancies, now with a focus on automotive and supply chain industries. Was that always the plan? Did you have that vision that one day you were going to be an adviser and a leader?*** Both of my parents worked in business in some form – traditional 9-to-5 roles – and they were both very technology-focused. Growing up, I knew I wanted to go into business like they did, although at the age of 14 I wasn’t exactly sure what that looked like. Even heading into university, I knew I was drawn to the corporate side of things, but the exact path wasn’t clear. Throughout my time at university in the United States, we had quite a few consulting firms visit, and consulting sounded super-glamorous back then. The travel, the exposure, the variety of work all seemed incredibly exciting. I don’t regret choosing that path at all. Over time, I discovered that I really enjoy problem-solving at all levels. I love tackling challenges, thinking through solutions and ultimately being helpful. That combination – problem solving and supporting others – has really defined my career and shaped how my role has evolved to where I am today. ***Looking at your time at business school, did you always have a clear goal to pursue a career in business, or were you taking life as it came and enjoying wherever it led?*** Honestly, it was very much the latter. The promotion that actually hit me the hardest was when I was first made senior manager. It felt like I had truly made it. I was suddenly included at the leadership table and part of much more senior, strategic conversations about the business itself. Emotionally, I was more affected by that promotion than even when I was later made a partner. I think two things made it significant. First, it marked a real shift in how I was treated within Deloitte. I was now part of discussions about the firm’s strategy, where to focus resources and how to build capabilities. Second, to get promoted to senior manager, I had to present a business case. At the most basic level, I went to the firm and said, ‘We are under-scaled in automotive. Promote me and I’ll build this business for you.’ That process forced me to really grasp what I was aiming for and articulate a clear plan to make it happen. It was a milestone that validated both my past contributions and my readiness to take on the next level of responsibility. ***Many people say that when they moved into senior positions, they didn’t necessarily feel ready, but someone pushed them towards it – and that external validation gave them the reassurance to step up. Did you have someone like that supporting you, or was it more a case of advocating for yourself?*** I think you 100% have to stand up for yourself, but I didn’t have someone telling me at every step that I was ready. What I did have was an amazing sponsor, particularly during my years in the UK. His name was Mike Woodward, who led our automotive practice and truly understood what sponsorship meant. He would proactively identify opportunities for me, explain the pros and cons and put me forward for experiences I wouldn’t have normally had at my level, giving me access to senior partner and strategic insights. It wasn’t overly methodical, but he put me in positions that built my confidence and helped me navigate challenging next steps. He made a massive difference in my career. A real passion of mine is the difference between a sponsor, a coach and a mentor. I’ve had many great peer mentors, but sponsorship is really a two-way street. I worked hard for Mike, delivered on the projects he gave me and, in turn, he wanted to continue working with me. Trust is key. You can’t just pick a sponsor out of a notebook. It has to be mutual and is has to work both ways. You are no leader without a team. I truly enjoy helping others navigate their careers, particularly young women, which ties into my diversity focus. On a selfish note, I can’t exist without strong teams supporting me because their success enables mine. Anyone who thinks they can go it alone will quickly realise that meaningful impact requires collaboration and support from a talented, committed team. ***Do you see that as part of the day-to-day role now, or is it something that goes above and beyond the day job?*** At a basic level, anyone moving into leadership needs to think about developing their teams and creating a sense of both delivery, passion and followership. But there’s an ‘above and beyond’ aspect to leadership, which is about truly developing relationships. There are individuals who, whether they stay at Deloitte or move elsewhere, I aim to help navigate their careers for as long as I possibly can. I do this because I see great talent and I want to make as much of a difference as I can with that. I can’t imagine any leader not having some level of this, though it depends on how passionate you are about going beyond the day job. Often, someone comes to me and says, ‘Sarah, I’ve got a problem, can you help?’ Those moments allow you to hear the bigger, sometimes uncomfortable truth behind what’s really going on and to help sort it out effectively. ***Given your experience across multiple sectors, what’s your observation on leadership in the automotive industry today? What do you see as its strengths, and where do you think it’s falling short?*** The way I look at it is, every one of us when we wake up each day is juggling a series of fires, and each of us will prioritise tackling those fires differently. It’s really hard to walk in someone else’s shoes. Leaders in the automotive space now are facing more challenges than ever. That’s not surprising, and there’s a lot to balance. Across leadership generally, not just in automotive, there’s immense pressure: balancing cost constraints, driving growth, meeting evolving consumer expectations and navigating wider geopolitical factors. Do I think every leader is doing everything perfectly? Probably not. But I do think most are doing the best they can when they wake up and see the list of fires they need to tackle. Taking a step back, I’d also say that many automotive leaders have risen through the ranks by focusing on vehicle development. Sometimes that means there’s a skills gap when it comes to strategy, understanding financial trade-offs or balancing the many sides of the business. There’s so much complexity in those decisions, and not enough leaders have had the breadth of experience across all functions to navigate it fully. For those coming through the ranks now, there’s a lot to take on, and a lot to learn, to be effective at senior levels. ***What advice would you give to someone with ambitions to progress in the automotive industry? Are there particular routes or areas of experience they should prioritise? Some leaders suggest spending time in retail, at the ‘hard end’ of selling vehicles, and also in manufacturing or OEM roles. In your view, is there a balance, and what experiences help shape a strong leader?*** I think this is really something each individual needs to develop for themselves, but I would agree that understanding the value chain – how a business actually makes money and becomes successful – is critical. There’s a reason so many CEOs come from a finance background. Understanding the financial side of a business provides a strong foundation for decision-making. In recent years, there’s been a perception in some industries – maybe less so in automotive – that profit is almost a dirty word. We’re told we should focus on doing the right thing sustainably or for people, but the reality is that profit is what enables investment in people, innovation and growth. Without that, nothing else is sustainable. I see a gap in financial acuity among leaders, and I think developing that is essential for success. You don’t need to come from a finance background to gain these skills. There are many routes: getting involved in projects that touch finances, managing budgets or even taking a class to understand profit and loss statements. For me personally, although I never considered myself academic, I learned far more on the job than in any classroom. When I was preparing for partner, I took an internal role focused on running the finances of a part of our business. It gave me a deep understanding of how a consulting firm really makes money in terms of expenses, margins and how it all fits together, and it made me much better at what I do, both for the firm and for my clients. ***You’re the founder of ‘Women at the Wheel’, Deloitte’s initiative supporting gender diversity and inclusion in the automotive industry. What motivated you to create the programme, and what impact have you seen since its launch?*** There’s a long story behind it but, to cut it short, the idea for Women at the Wheel came from an opportunity I had in 2015 to meet some truly inspiring senior women – leaders like the head of manufacturing for Ford in Europe, among others. Hearing their stories made me think: how can we give more people access to these experiences? At the time, I was at a relatively senior level myself and realised I had become somewhat blind to the fact that I was frequently the only woman in the room. You get used to it, but I didn’t want others to feel the same. I feel incredibly lucky that Deloitte supported me in creating the initiative. Over the years, I was given the platform, resources and encouragement to make it happen, and the impact has been beyond anything I expected – not just for me, but for everyone involved. It’s a passion project that has resonated widely, giving people access to role models, coaching and a community they might not otherwise have. Do I think there is more to be done at senior levels? Absolutely. But I am encouraged by the growing presence of women at the table and the genuine effort to improve representation. From an international perspective, Women at the Wheel now exists in Germany, France, Australia, Japan, Southeast Asia, Canada and the US, and it has taken off remarkably well. We operate with an ethos of sharing stories, providing access and creating a community – giving people opportunities to connect, learn and find guidance at different stages of their careers. ***If you were starting your career again, knowing what you know now, do you think the pathway – particularly through the lens of gender – offers more equal opportunities today than when you first started?*** If you had asked me this 18 months ago, I would have said yes. I felt optimistic about the progress being made. I won’t lie, though. I’m concerned that the pendulum may be swinging the other way currently. There’s a risk that the progress we’ve seen is slowing down, or even partially reversing. That said, I do think things are still better than they were, at least in the sense that gender diversity remains a visible and ongoing conversation. But the reality is, it’s still challenging for many women, and there’s more work to be done to ensure that momentum continues. ***What advice would you give to leaders or aspiring leaders – for example, people at senior manager level – who are thinking about stepping up and moving further up the chain, particularly in the supply chain and automotive sectors?*** I think there are a few key things to consider when it comes to career development. First, sponsorship is absolutely critical. Find your group – the people who will support and guide you. That group can include peers who collaborate and challenge you, sponsors who can advocate for you and colleagues who will lift you as you rise while also helping you grow. Being purposeful about building this network is essential. Early in my career, I was hesitant to be explicit about my ambition. I didn’t want to risk failure by being visible, but being more deliberate would likely have made my journey smoother. International experience is also important, particularly if you aim for global leadership. Having exposure to only one market can be limiting. China, for instance, is a key priority, but it’s just one part of the picture. The real value comes from gaining experiences across geographies, functions and the value chain. That breadth prepares you for senior roles and gives you a deeper perspective on global business. Different markets offer unique lessons, but you don’t need to focus solely on one country. For example, German OEMs historically expected leaders to progress internally within Germany, but today the focus is shifting toward broader experience. Understanding different approaches – whether German, Korean or other markets – can enhance your adaptability and insight, but the exact path will vary for each individual. Finally, the automotive market itself is evolving rapidly. Growth will look very different across regions. In Europe and the US, it’s no longer just about volume, while in emerging markets, there’s still room to scale. Agility, resilience and a willingness to adapt will be critical for anyone navigating this landscape. ***How do you know, as a leader, when it’s the right time to step aside and let someone else take over? How do you recognise that you’ve done enough and it’s time to move on?*** One of the hardest lessons I’ve learned is truly letting people find their own path. Delegation isn’t just about assigning tasks; it’s about giving someone a challenge and allowing them to approach it in their own way. They might not follow your path exactly, but as long as they reach the necessary outcome, that’s what matters. The key is building confidence and trust so they know when to ask for help, and knowing that they don’t need you until they do. At a more senior level, it’s also about rethinking value. Many leaders struggle with letting go of responsibilities or redefining their contribution as they progress in their careers. I believe there’s still so much value older, experienced leaders bring – whether coaching teams, providing wisdom or challenging perspectives – but it requires balancing stepping back with continuing to add impact. Understanding the evolving ways that you can contribute is a skill in itself. On a broader scale, understanding how a business creates value is essential. There’s a reason so many CEOs come from CFO backgrounds: you need to grasp how a business makes money. Profit isn’t a dirty word. It’s what enables investment in people and innovation. While my academic background wasn’t particularly technical, I learned far more on the job. Being creative about gaining financial and operational insight through internal roles, projects or even self-directed learning is critical to understanding the business holistically and improving decision-making. Finally, as leaders progress, it’s important to continually reassess how they add value. Titles and seniority don’t automatically define contribution; it’s about the impact you create in the moment and across the organisation. That balance of stepping back, letting others grow and redefining your own contribution is a continual journey. **Categories:** News **Tags:** automotive, Automotive Industry, Deloitte, Leaders who drive automotive, Leadership, Sarah Noble --- ### [Leaders who drive automotive: Robert Evans](https://ennisco.com/leaders-who-drive-automotive-robert-evans/) **Published:** January 6, 2026 **Author:** Comms Team **Content:** Having led Cenex since its inception 20 years ago, Robert discusses his notion of ‘servant leadership’ and how pathways to the top are opening up beyond the traditional automotive routes through engineering, sales or finance. ***Tell me about the key moments of your career and how you came to move into the automotive industry.*** I was a car enthusiast growing up and felt positively disposed towards the motor industry as a career option based on feedback from my father. He was an industrial chemist at ICI, and for about three years he worked on developing an antifreeze product and used to travel to the US to meet the ‘big three’ automotive manufacturers. I studied chemistry at university and joined Johnson Matthey but with the aim of a career in business rather than to follow in my father’s footsteps as an industrial chemist. My early roles in market research gave me an opportunity to observe a whole range of industrial sectors, including an assignment to look at automotive fuel cell technology, which was then in its early infancy. Johnson Matthey also had a business in vehicle emission control that was operating and growing at the beginning of the deployment of catalytic converters across the European motor industry. So, I was observing the automotive sector indirectly before I became more involved in research projects, including a fuel cell bus project that enabled me to engage more directly with automotive industry contacts. What I consider to be my full transition to the motor industry happened when I moved into the auto catalyst division of Johnson Matthey. This was at a time when the momentum for the business was being driven by diesel emission control. As a Tier 2 supplier, Johnson Matthey’s customers included Ford, Rover, Fiat, Renault, the PSA Group, Toyota and so on. Having experience with fuel cells in a pre-commercial development phase, I was motivated to get involved in the early-stage market development of catalysts and diesel particulate filters for buses and trucks, initially as retrofit but latterly to help meet Euro 4 regulations. This led to my getting involved in public affairs for the ‘green fleet’ agenda, trying to influence national and local policies on clean air zones in the UK and internationally. It was through my participation in government-supported initiatives, including the Cleaner Vehicles Task Force and the Low Carbon Vehicle Partnership, that my interest broadened from clean air to low carbon and from market development to the supply chain development opportunity for the UK. From this, the opportunity arose to become the founding CEO of Cenex. At the time, the UK motor industry was making 2 million cars and 3 million engines per year. There was a recognition by the government that, to help tackle climate change, there needed to be low-carbon solutions for vehicles and ideally the UK should be developing and manufacturing these solutions to an equivalent value to sustain a competitive motor industry in the UK. Cenex was an instrument by which the government wanted to see the industry coalesce around low carbon as an innovation and supply chain development theme. They wanted a mechanism to put funding into low-carbon projects to build momentum, and I guess I was in the right place at the right time. I saw it as an interesting opportunity where I could apply my skills and experience in public affairs, market development and working in the innovation space. After starting the role in 2005, I became immediately engaged with senior representatives of the UK motor industry – initially around the innovation theme and subsequently working closely with them as vehicle electrification became a credible proposition thanks to lithium-ion batteries. ***You’ve modestly neglected to mention that you are now one of the longest-serving chief executives in the automotive industry, with 20 years under your belt. Did you always have an ambition or vision to take on an influential leadership role?*** I would say I was deeply ambitious in my younger years – possibly uncomfortably so, which probably made me a very difficult person to manage in that sense. I was very driven to be successful in whatever role I did at Johnson Matthey, and I was really pushing myself towards fresh challenges. I wanted to get to a more senior level because I wanted my working day to make a difference. I suppose I was a bit like someone who is highly entrepreneurial because I was uncomfortable about being ‘corporate’. Although I was a loyal employee of Johnson Matthey for 18 years, what I enjoyed most was engaging with external organisations to understand how they operated and then to see how to collaborate for shared benefits. Once I reached the position of CEO, that restless ambition to take the next step went away. Instead, my focus changed to being thebest CEO that I could be for Cenex and developing my own authentic style of leadership. Cenex is about partnership working to drive forward market transformation as a catalyst or ‘change agent’ working with the motor industry and fleet operators to help push forward transport sector decarbonisation. The job suited me because it was a place where I felt I and my team could have influence, do good work, add value and contribute to cutting both carbon and air pollutant emissions. I still want to be the best that I can be as a leader and to help others in more of a servant leadership role. ***I’ve heard you talk about the concept of ‘servant leadership’ before. Do you think that approach, rather than being a tub-thumping CEO, has led to your longevity in the role, because 20 years is a long time? You’re not in a role where you’re hanging on for grim death. You’re adding value, and you’re enjoying it. Do you think your style of servant leadership has contributed to that?*** That’s definitely the case. I think that style of leadership suits the nature of the organisation. I’m comfortable with it, and I think it works for the people around me. I’m not 100% pure servant all the time. There are times when it is necessary to adapt to circumstances, whether to assert my authority and fight my corner or to take a more democratic approach. But it’s a style of leadership where what you’re trying to do is to put people in your team in a position to succeed and to help your partners succeed on projects that benefit the wider community. It suits my personal style because I like to build empathy with people. I want to understand those I work with and help them to be successful. I’m really a people person at heart. I like to know what makes people tick and what it’s like to walk in their shoes to achieve win-win outcomes. Working together means everyone achieves more. The nature of what we do at Cenex means we have to work in partnership with other organisations. All our collaborative R&D is partnership working. The big things like our Cenex Expo event is a partnership-working activity and our consultancy is also partnership working. I find that highly motivational because you get so many different perspectives and viewpoints by being in a mixed ecosystem. I guess it’s a different way of working to how many people operate in the motor industry. You can be successful in the motor industry while remaining within the insular environment of the car company you work in. That’s fine for some people but it’s not my style, and it doesn’t work for Cenex. If you’re the type of transformational or autocratic leader who wants to wave a pistol in the air and lead from the front, driving your troops over the top of the trenches and hoping they will follow, that’s a very hard style to successfully maintain for a long time. The servant leadership style is easier to sustain over a long period and is better suited to an organisation like Cenex. As a not-for-profit, we’re unable to compete on salaries with commercial organisations, but what we do offer is a culture where our people are motivated by values and have a worthy mission in terms of decarbonisation. You need to build goodwill with your employees and with your stakeholders, and that comes from helping people to achieve their objectives. We’re not an organisation that has a quick ‘get in and then get out’ relationship with our stakeholders. We make a long-term commitment to help those who work for and with us to achieve their objectives, and therefore I need a leadership style that provides for consistency and longevity. ***I understand how your leadership style is perfectly suited to Cenex as opposed to the more ‘command and control’ approach, but how do you overcome difficult challenges or conflicts in situations where many CEOs would simply say, ‘Just do it’?*** There’s a perception of servant leadership that everything is employee-centric. Actually, it’s about maintaining a triangle between the team, the customers and the money. If you lean too far towards the people and focus all your attention on creating a lovely, people-centric working environment, you can lose sight of the fact that organisations like Cenex exist to serve the customer and, to be sustainable, you have to get the money bit right. As a leader, I’m not trying to lead every single person – I’m trying to lead an organisation. In a very people-orientated organisation like Cenex, that means you need a lot of delegation and trust to manage down through the levels. This can bring challenges, though. While it is important to delegate trust and responsibility through the organisation, there are occasions when the senior leadership team has to toughen up to make sure team members are not being distracted from the company mission and are losing sight of the customer and money part of the triangle. There have been occasions, for example, when there has been a perception among staff that the most important aspect of Cenex’s activity is the training and development. Of course that’s important, but you have to balance that against the needs of the customers. The customer is king and we’ve got to support our customers and align the organisation to help them achieve their objectives. The triangulation needs to be in balance. We need to ensure we’re in a sweet spot and that we don’t lean too far over the edges of the triangle. To get back to your original question about the longevity, I think the secret is not to keep on having fresh strategies and new three-year plans but just to keep on doing the right thing. You see it so often in football where a manager runs a team a certain way and then is replaced by a new manager who brings in a whole new strategy. The staff aren’t aligned with the new strategy and the players can’t play how the new manager wants. I want to build leaders within the organisation while maintaining a common alignment. If someone is out of alignment, it’s about nudging them back towards the mission, vision and values. ***I think you articulate very clearly how you can be people-focused but still absolutely commercial.*** ***You operate as a not-for-profit organisation, which is not uncommon but is a different style of entity. For anyone considering leadership in this type of organisation, what would you say is the difference compared to a ‘for-profit’ business? How do you manage the fact that people in your team could be lured away by bigger salaries in a commercial business?*** As someone who was very ambitious in my younger days, I understand there will be team members within Cenex who feel the same way as I felt, and I have to accept that we can’t afford to pay super-high salaries. What we can offer as a smaller organisation is the opportunity for employees to gain responsibility quicker than would be possible in a larger corporate organisation. If a major project needs to be done and you’re available to work on it, you’re going to be given the responsibility. That means you’re going to get the opportunity to develop more quickly than you otherwise would do. When I was in my first job at Johnson Matthey, I remember reading an interview with the CEO in the company’s Christmas magazine where he said his progression stemmed from the fact that he was given responsibility at a very early stage in his career. The fact that he was trusted to do things effectively kick-started his career. That’s very much what Cenex offers. I firmly believe that responsibility given in the early stages of a career can be the platform needed for developing leaders of the future. To aid this process, our managers provide a lot of mentoring and support to help team members’ professional and hopefully also their personal development. It is in our shared interests to do so because the faster we can develop our people and give them projects to manage, the more impact we can have as an organisation. My aim is also to give team members at Cenex a degree of job security. I’m not going to run the organisation in a cyclical way, with growth then followed by having to lay people off. I try to run the organisation on a consistent, steady profile that provides a level of security of employment. Alongside this, we are rigorous in our recruitment process to seek to ensure what we offer is a good match with what motivates applicants and that they will fit with our culture. When people do decide to move on from Cenex, you have to take the view that it’s great for them and wish them every success. Seeing Cenex alumni in the community doing great work and making an impact reflects well on Cenex as an organisation. When people move on, it creates a fresh opportunity to recruit and develop new talent with lots of potential, and so the cycle continues. ***You’re in an organisation that constantly has to go out and sell new technology and new projects. How do you stay fresh and on top of developments after 20 years at Cenex?*** The things I was doing 10 years ago are not necessarily the same things that I’m doing now. The sector is going through a big change, and it motivates me to work around the edges of where it’s changing. A key example of this is the emerging opportunity for driverless vehicles. The sector is in so much flux and there are so many new projects and different things we’re doing. My job is constantly refreshing itself and every day is an opportunity to make Cenex better and do good work. In terms of getting to grips with new topics and subject matter, that’s where my reading comes in. I’m always learning about new stuff in my spare time. ***Reflecting on your experience and looking at today’s industry, are the traditional career pathways in the automotive industry still there, or have they evolved?*** The traditional career pathway I saw when at Johnson Matthey was that to reach the top, you needed to come from what was called the ‘middle line’. This was basically comprised of four functions: engineering, manufacturing, sales and marketing, and finance. One of those functions had to be your starting point, and you ideally had to work in at least one of these other functions, and potentially two or three, as you made your way up through the organisation. Only someone who had come from one of those four functions could hope to become a CEO in the industry. If you came from outside those four key areas and worked in what was considered a support function, such as public affairs or legal, you could get to a senior advisory position but you couldn’t rise beyond a particular level. I am an example of that because I didn’t go through the middle line at Johnson Matthey, and so I knew I wouldn’t have the breadth of experience to be a strong candidate to run a large department or division. That realisation led me to take a different route in the not-for-profit space. I think this requirement to progress through the middle line may now have changed. Certainly, the smaller companies that I see within the innovation space aren’t necessarily following this same approach. Because of all the new trends that are coming through in areas such as software-defined vehicles, power electronics and AI, there is a greater need for the entrepreneurial tech approach typically associated with Silicon Valley. There’s also a need for diversity in thinking and a focus on talent. There are far more opportunities now for people in different kinds of roles and backgrounds to rise to senior positions because different skill sets are going to be needed at the leadership level. Organisations will still need people to be good at sales and marketing and to run production plants but, as the industry changes and diversifies, there will be opportunities for different roles and different thinking. People can now move into the sector from outside and make progress rather than having had to do their time in the industry. There’s more uncertainty in the market, and that uncertainty brings opportunity. **Categories:** News **Tags:** automotive, Automotive Industry, Cenex, Leaders who drive automotive, Leadership, Robert Evans --- ### [Leaders who drive automotive: Jon Wakefield](https://ennisco.com/leaders-who-drive-automotive-jon-wakefield/) **Published:** November 14, 2025 **Author:** Comms Team **Content:** Throughout his senior leadership career on both sides of the OEM-retailer divide, Jon Wakefield has been driven by two principles: delivering commercial results while continuously learning and developing. ***Lynda Ennis: You’ve held senior leadership roles across OEMs and retail groups within the UK and Europe. Start by talking me through your career journey, and some of the pivotal points. What was your route into the automotive industry? What would you say have been the key factors to your success?*** I made a conscious decision to join the automotive industry, which is different to many peers who seemed to “fall into it.” When I left university, I wasn’t entirely sure what I wanted to do, but the automotive sector appealed because of its variety and the commercial growth opportunities it offered. Its also a ‘relevant’ industry – people need transport and cars provide freedom. I also found a company that really attracted me – Lex Service PLC. I liked it, not just because of its breadth of operations with retail and importer business units (and ‘new’ businesses like vehicle leasing), but because of the people I met there. The person leading my recruitment, Debbie Howard (Hewitt), introduced me to a network of future colleagues who inspired me; I felt I could learn a lot from them. That combination of deliberate choice and the right company was pivotal. I was given the chance to gain experience in management accounting, even though I had no intention of becoming an accountant. I qualified as a CIMA member. That role gave me a strong grounding in understanding how the bottom line is constructed, a focus on the balance sheet and how everyday business actions impact financial results across each of the departments in a retail business. About a year after I joined, the economic collapse of 1989 meant that many middle management roles disappeared. I was kept on, and I was thrown into roles with responsibilities far beyond what I had expected as a graduate trainee. I got involved in acquisitions of multiple dealerships and figuring out – along with some talented leaders – how to turn red ink into black at some dealerships. It was a real “sink or swim” time. That experience taught me resilience, curiosity, the importance of detail and making educated and fast decisions. It was also a great opportunity to learn on the job by being fortunate to rub shoulders with great leaders. There is no learning substitute to being ‘in the thick of it’…! I’ve always tried to find roles that involved an element of challenge ever since. If you are not learning, you are not growing. After six years in retail, I had the opportunity – and grabbed it – to move into an OEM role to broaden my perspective, which allowed me to explore sales, marketing, and network development. Throughout my career, I’ve been clear about balancing two principles: delivering results in the commercial environment while continuously learning and developing. Switching between retail and OEM roles was undoubtedly a great learning for me, though to be honest, I found the OEM environment a little slow after the retail world. But that’s OK – a chance to make a difference by being an effective ‘bridge’ between the two. This bit is so often missed. Later on in my OEM career, I favoured people in my team with retail experience. A large part of what an NSC does is engage with, motivate and manage a dealer network. So to have worked in the sector and understand how it works is clearly an advantage. That, and learning how to manage ‘the centre’ and fight for a business equation that works in the market. That’s where the NSC roles really call on your resilience, logical and commercial argumentation and confidence in your understanding of the market. I’ve been highly structured about progression. For example, staying in a company for several years but taking on multiple roles to ensure I was both contributing and growing. In my early days I targeted a move every two years and to stay in a company for six. I would frequently ask myself – ‘what have I learned this week that I can use at my next interview’. The key factors to my success, I would say, have been clarity of purpose, a willingness to embrace challenges, curiosity to learn across different areas of the business, and being deliberate and determined about career moves. Progressing has sometimes required stepping outside comfort zones and taking on roles that were unfamiliar or demanding, but that combination of delivery and learning has been central to how I’ve developed across OEMs and retail groups. I’ve always tried to learn new things beyond the role I’m currently in, and I think the best way to learn is to deliberately move yourself in a different role – get rich in experience! Taking a sideways move for the same pay has never scared me, and that approach has served me well. It allows you to grow to the next level with a broader base of experience. To a degree, it’s not just about your own ability; it’s also about how your portfolio of experience compares to your peers. ***Lynda Ennis: Reflecting on your experience, what are the differences between leadership within retail, luxury OEM’s (Porsche, Bentley) and some of the more volume brands (Volvo, FCA). How did that diversity of experience equip you for your more recent leadership roles?Would you recommend future leaders to seek out experience in different areas of the industry?*** Yes! The industry offers so many areas in which to learn and grow. Seek them and try them! With regards to leadership in different areas of the industry, I believe there are similarities. There are certainly differences between the organisations I’ve led, but there are also strong commonalities in how you need to lead effectively. For me, the common formula for a good leader across all businesses are: choose your team wisely – don’t surround yourself with people who only tell you “yes” – and create an environment where different opinions and skillsets can work constructively together. Whether it’s been in a retail business, a national sales company, or a European operation, the ability to bring diverse mindsets together who can focus on the short term performance (a prerequisite – ‘you are only as good as last months results’, as I was advised early on) and make a long term plan for the business whilst creating an environment for a great team to flourish, is essential. Whatever the business, you need to really understand what stakeholders – especially shareholders – are looking for, challenge them where appropriate, develop and communicate your plans clearly as the business evolves. Leadership is also about really understanding your team – knowing what they need, what motivates them, and how they operate. Not everyone wants to grow, and not everyone thrives under the same management style. Some direct reports can be left to operate independently, while others require close attention and validation. You have to morph your approach person by person, rather than sector by sector. My retail time, particularly, taught me the importance of immediacy and customer focus. Coming from a finance and retailer’s P&L background, I naturally understood the commercial impact of decisions at a granular level. That perspective has been invaluable across OEM and volume brand roles, where the customer-facing element is still central, even if the business model is more removed from day-to-day retail operations. Ultimately, my experiences across different segments of the industry have shaped a leadership style that combines trust, coordination, and adaptability. I’ve learned to step back from the weeds while still understanding the detail and numbers, to facilitate and get the best out of my team, and to adjust my approach to the individual rather than trying to impose a one-size-fits-all model. I would absolutely recommend future leaders gain experience across different areas of the automotive industry. It broadens your perspective, equips you with a deeper commercial understanding, and helps you develop the flexibility to lead effectively in any context. My finance background, in particular, has been a key enabler in navigating success across retail, luxury OEMs, and volume brands alike. ***Lynda Ennis: When stepping into a CEO role those first few months are often the most critical. How did you prepare for the transition, and what advice would you give to leaders stepping into their first CEO role? What were some of your initial priorities?*** Whether you’re promoted internally or joining externally, preparing for a CEO role requires a degree of detachment from what (and who) you already know and a readiness to re-evaluate the organisation from a fresh perspective. It can be quite isolated. You have to be prepared not to take things at face value and to dig into the detail, often by working backward from the numbers. But also the team – ‘never compromise on your people’, was good mantra I adopted from one boss. Sounds harsh, but I don’t believe a CEO makes a difference in isolation. It’s the team they build that does. One of the first priorities is identifying who your allies are – and who may not be – and harnessing collaboration with the right people. Formulate a clear, evidence-based plan quickly. And act… You can always iterate, but you need a plan and then you need to communicate it relentlessly – to shareholders, owners, banks if applicable, and most importantly, to your team. Communication is critical, both formally and informally. Leadership is much about being present, being visible and engaged. This can stretch you as a leader, but you have to ensure you’re everywhere that matters without getting lost in the weeds. This needs empathy, organisational (political) awareness and planning. It can be quite personally demanding. But it’s essential. In summary, the early months are about understanding, aligning, planning, selecting and communicating – and making sure you’re building the right foundation for sustainable leadership. ***Lynda Ennis: Building on that, when you’ve had multiple opportunities to step into CEO roles, how have you gone about deciding which opportunity to pursue? Given that each organisation comes with its own unique challenges and stage of transformation, what factors do you consider before committing to lead a company?*** I think it really comes back to my core principle of deliver and learn. The last retail business I ran was a family-owned company, and I’d never worked in a family business before. While there are similarities across all businesses, this was a big personal challenge because there was a lot to address operationally and culturally. As you progress in your career, your perspective evolves. Results are important, of course, but you become more conscious of the legacy you leave behind. Being motivated by what I contribute and what endures beyond my tenure, taking on something which is personally challenging where you can apply your skillset to deliver meaningful change guides me towards the roles I choose. Moving to Sweden was such a choice. That required adapting to a completely different culture, both in terms of business and everyday working practices. The organisation was undergoing significant change, and the Swedish National Sales Company needed transformation. Going into a new organisation in that way, it was essential to listen, absorb, and really understand the cultural nuances. Looking back, I wish I’d had the opportunity to take an international role earlier in my career. It was enlightening and extremely valuable – if you get the chance to do that early on, it’s something I would strongly recommend. ***Lynda Ennis: During your tenure with Volvo you led major markets across the UK and Western Europe, how did these business environments vary? What have you found to be the key differences in leadership approach, culture, and customer expectations between those markets?*** There are nuances not only between cultures but between individuals, and you have to be careful not to stereotype. That said, there are distinct patterns: in parts of mid-Europe like Germany or the Netherlands, people are generally quite direct – you won’t get far by being vague. In Southern Europe, there’s often more emotion in the dialogue. That’s where diplomacy becomes essential. And listening… You find yourself almost playing the role of the League of Nations – balancing perspectives, diffusing misunderstandings, and helping people see that everyone’s coming from a different place but with the same goals. I always felt the British were quite good at that – able to rationalise and find middle ground. As a leader, the point isn’t to criticise the differences between working approaches across cultures, but to understand them and to navigate through them in a way that gets the best out of everyone. ***Lynda Ennis: Looking back on your career, what advice would you give to leaders stepping into senior roles today? What skills would you say are most important for leaders to possess? Do you feel leadership is changing, and if so, how?*** Things have changed. But I think some of the principles that have guided me are still relevant – curiosity, for one. Recognise where things are happening and go find out. Keep talking to lots of people. Networking is important – and I do sometimes wonder whether putting a few things out on LinkedIn is now perceived as networking. It’s not. You still need to go and ask someone for advice. I’ve met some amazing leaders in my career, and when senior people have been willing to let me pick their brains over a coffee, I’ve always taken that opportunity. Not just because it’s a good way of being visible, but because it’s a brilliant way to have your thought processes and perspectives challenged. ***Lynda Ennis: You’ve mentioned that you’ve networked and worked with some very influential mentors and individuals throughout your career. Who have they been? Who’s had the biggest impact on you?*** I’ve been very fortunate to have had a lot of influential mentors throughout my career. If I think back, someone like Debbie from Lex stands out immediately. Her intellectual capacity and strategic ability were both outstanding, but what really made an impression on me was her courage. She was never shy about putting good ideas forward in the boardroom, even when others might have hesitated. You’d sometimes think, “Should you really say that?” – but she did, and she did it with conviction. That bravery, combined with her remarkable ability to connect with people from all walks of life, taught me a great deal. Over the years, I’ve learned how important it is to adapt your approach – whether you’re delivering a polished presentation to a board or explaining difficult news to a group of technicians in the workshop. Debbie modelled that balance of intellect, empathy, and courage brilliantly. Beyond individuals, I’ve taken lessons from every stage of my career. My time at Lex was incredibly formative. The culture there was one of determined professionalism, control, and discipline – values that have stayed with me ever since. I’ve seen, particularly in retail, how businesses without those processes and structures tend to struggle, so that early grounding was invaluable. At Porsche, there was also a strong focus on selling a vision – anchoring people emotionally, not just through data and logic. The leadership team there were masters at inspiring others through intelligent communication, always delivered with warmth and positivity. Later, at MB Retail, I was fortunate again to work with some truly great leaders. The business sometimes gets criticised, but during my time there, I saw first-hand how much good came out of it. They genuinely changed the retail landscape – just look at Brooklands and the innovations that followed. The leaders I worked for there, Ewan and David, were exceptional communicators. They were completely transparent with the frontline team, sharing everything, warts and all, and that created a real sense of connection and trust. I was still relatively young then, in my early thirties and finding my way, but that experience of open communication and genuine inclusivity made a lasting impact. At Volvo, I learned something different again – the power of a consultative leadership style. The people there led through listening, engaging, and collaboration rather than command and control. It reinforced for me that leadership isn’t about having all the answers; it’s about creating the conditions for others to thrive. Looking back, I’ve been incredibly lucky to have had access to, and sought out, advice from so many great leaders. Each one of them, in their own way, has shaped how I think and how I lead today. **Categories:** News **Tags:** AION Auto UK, automotive, Automotive Industry, Jon Wakefield, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Simon Smith](https://ennisco.com/leaders-who-drive-automotive-simon-smith/) **Published:** December 23, 2025 **Author:** Comms Team **Content:** Simon Smith has built a career across HR leadership, consultancy and advisory roles, specialising in industrial and manufacturing organisations. He discusses the need for organisations to put greater effort into identifying future leadership talent and stretching leaders beyond their comfort zones. ***You’ve held senior HR leadership roles across the automotive and manufacturing sectors, as well as launching your own consultancy and holding several NED/advisory positions. Can you walk me through your career journey? Did you have a specific ambition at the beginning of your career?*** I don’t think I had a clear vision at the start. I did a politics degree, and I didn’t really know what I wanted to do, but when I looked at what companies were offering, HR sounded the most interesting. Most of my graduate applications were focused on HR and I was lucky enough to join Peugeot’s graduate training scheme. For me, it was more about the role than the industry. I think, consciously or subconsciously, I was always drawn to industrial-type businesses. Deep down, I think I’m a bit of a wannabe engineer. My father always worked in factories, and, during university summers, I did too. So, I think that influenced me, even if I didn’t realise it at the time. You can do anything with a politics or international relations degree because it gives you a broad base. I chose HR because I was interested in it rather than thinking about a specific career pathway. The direction came later. At Peugeot, it was an interesting time. We’d just secured investment for 206 productions in the UK, which kept the plant alive a bit longer. But, in reality, the UK operation was small, especially compared to the wider group. I was leading training and development for Peugeot UK and, while it was a great role, the opportunities available were mostly larger versions of what I was already doing. I was offered two jobs at the same time and chose Alstom Power because the role sounded more interesting – more like an internal HR consultant supporting the UK business as a whole. I started in the country office, effectively at the centre of the UK operation, and later became HR director for the Power Service division for the UK & Ireland. At the age 29 I really was not fully prepared for the role. I was in that job for four years, which is the longest I’ve ever stayed in one role. While I was there, I turned down two overseas roles. When a third came up, I couldn’t say no again. So, I moved into a global role based in Paris and then Zurich for three years. I’ve always seen myself as a generalist HR person at heart, and I’ve made career decisions around that central spine. I’ve had opportunities to run parts of factories – even a whole factory at one point – but it never quite worked out for various reasons (job, location, family). I’ve always wanted to round out my experience within HR. The move to Rolls-Royce came about after my wife and I decided to leave Switzerland for a mix of personal and professional reasons. When I spoke to the business about returning to the UK, the only available opportunities would have been a backwards step. So, I left and joined Rolls-Royce. I was fortunate to have a couple of options, and I chose Rolls-Royce partly for the location – family reasons – but also for the brand, the technology and the challenge. The move was horizontal and, in hindsight, possibly the wrong one. I went from a fast-paced, highly commercial, decentralised organisation to a slow, matrixed one where decision-making was difficult. It felt like I’d been on an upward trajectory and then stalled. That said, I had some really formative experiences there over a period of eight and a half years. Looking back, though, it didn’t necessarily propel my career. What kept me there were the learning opportunities. At Rolls-Royce and Peugeot, you’re exposed to a lot of best practice and leading-edge HR thinking. Much of my time there was spent managing industrial change in one form or another, which built on what I’d done at Alstom. My USP has really become supporting industrial organisations through change and building cultures of team accountability. I’ve never worked in London – for family reasons. My wife didn’t want to live there, and I’ve always prioritised that. For the last few years, I’ve worked away from home during the week while living in the Peak District. My family has always been central to me, and I couldn’t have done what I’ve done without an extremely understanding partner. When I was in Zurich, I was travelling 85% of my time and was really only home at weekends. We had two boys under four at the time, so I couldn’t have done it without her taking on that responsibility. After Rolls-Royce, I was looking for a different challenge, and I explored whether to start my own business or re-join corporate life. I joined Johnson Matthey. Johnson Matthey was appealing for the challenge: a different industry, a new operating model and a chance to learn. It involved setting up a new factory in Poland and contributing to broader strategic change in the sector. Those big, strategic challenges are what get me out of bed. I couldn’t sit in a steady-state business and just keeping the handle turning. Part of being a leader today is getting it wrong sometimes and confronting those mistakes. Authenticity, transparency and humility are what leadership is about now. As for stepping into big roles early on – for example, becoming HR director at 29 – I was tapped on the shoulder internally and asked if I’d be interested. How could you say no? That job, and later the global one and the one I’m in now, have all involved sleepless nights and being a bit out of my depth initially. But someone saw something in me, and that’s what leadership development is about – stepping up before you’re completely ready and learning as you go. ***You’ve worked with amazing brands and had incredible roles. Not everyone gets ‘tapped on the shoulder’. You must have done something to make these situations happen. Are you a strong advocate for networking, or do you have another approach?*** To be honest, I’m not entirely sure. In the earlier part of my career, I made some valuable contacts in the executive search world, and that network stood me in good stead over time. Those relationships helped open doors and gave me visibility for opportunities I might not otherwise have known about. That said, I think it’s become increasingly difficult to rely solely on that route today, so I do believe there’s a balance to strike. Some degree of networking is important, but I’ve never been one for doing it in a forced or transactional way. More than anything, it’s about building and maintaining your own genuine network – people you’ve worked closely with, who know what you’re capable of and who trust your judgement and integrity. My last two roles, for example, came directly through people I’d previously worked with. It really comes down to trust and reputation. If you do a good job, behave consistently and maintain strong relationships, people will remember you when opportunities arise. ***What have been some of the most valuable experiences throughout your career? Was it working with different markets, saying ‘yes’ to particular opportunities, or something else that prepared you for your current role?*** The most valuable experiences have undoubtedly been the ones that took me out of my comfort zone and forced me to adapt and learn quickly. That’s included working across different industries, in multiple countries and within very different operating models. Each of those roles brought a significant strategic challenge, whether it was managing industrial change, setting up a new factory from scratch or transforming the way HR operated within a business. Saying yes to those opportunities, even when I didn’t feel completely ready, was key. Every time I stretched myself beyond what felt comfortable, I learned something new about leadership, about people and about how organisations work. Those experiences helped to build resilience, broadened my perspective and honed my ability to guide businesses through transformation. All of that has directly prepared me for my current role. It’s given me a deeper understanding of both the human and operational sides of business, and how to bring them together effectively. ***Working in HR, you’ve seen how organisations approach leadership development differently. What do you think is important when developing future leaders, and what can people do to invest in themselves?*** I’d start by saying I’m a bit of an HR heretic in some respects. I’ve seen organisations spend huge amounts on leadership development, but their selection practices for leaders lag way behind. For me, you can’t train leaders if you don’t have the right base material to work with. Selection is far more important than any expensive corporate leadership programme. Using coaching at key points in your career is really valuable, and often more impactful than any leadership programme. Finding great role models and mentors who inspire you, challenge you and offer different perspectives is equally important. I really value people developing breadth. Leadership is about having breadth across functions, industries and countries. While some roles require deep technical expertise – like a brain surgeon – leadership is different. Breadth is critical, and it’s much easier to develop early in your career than later. ***Do you think leaders are born, or can they be developed?*** It’s probably not as black and white as one or the other. You can’t train a leader entirely from nothing. They need to have some inherent qualities to build on – a certain mindset, values, curiosity and interpersonal awareness. Identifying that base material is, in my view, more important than any job title or formal leadership programme. For me, formative experiences play a big part. I was a sports captain at various points when I was younger, and experiences like that give you an early sense of what leadership feels like – motivating others, setting an example, taking responsibility. But ultimately, you never really know how effective you can be as a leader until you actually give it a go and start getting honest feedback from the people around you. That’s when you begin to understand your impact and how to grow from it. ***How do you see HR’s role in driving organisational effectiveness and contributing to business strategy, and how has that evolved since you started in the field?*** I’ve always worked in engineering and manufacturing, and I’ve never really been able to break out of that sector. People often talk about looking for breadth, but when it comes down to it, organisations tend to recruit within a similar industry. So, while HR should be transversal, it’s been challenging to achieve that in practice. I describe the role of HR – whether it’s people or function – as the grease in the wheels of the organisation. You’re not doing the tasks yourself. I don’t design or build cars directly. But I help teams and individuals be more effective and act as the voice of the organisation back to leadership at various levels. Listening and course correction are key. The skill of listening is becoming increasingly important. It’s not just about attitude surveys; it’s about talking to people, running roundtables and conducting formal, proactive listening activities that feed into the leadership agenda of the business. When I started in HR – or personnel as it was then – the job was much more administrative. People spent decades trying to get a seat at the table. Today, good HR automatically has that seat because it has a valuable voice to contribute, but you have to be a business leader first with a focus on the people agenda. You need to understand the business. HR and finance are both concerned with resource utilisation, but they are also probably the two most independent functions in a business. They bring different perspectives into the executive room to help guide decision-making and shape future strategy. ***From your perspective, which CEOs have stood out in terms of getting the best from you as a CPO, and what made those relationships effective?*** First and foremost, good CEOs have to value HR and what HR does. They also need to value you as an individual. People often say being a CEO is probably the loneliest job in an organisation, but I think HR can be lonelier. CEOs can talk to their CHRO or CPO, but the HR leader often has to look outside the organisation for a sounding board. A good CEO uses their HR leader as someone they can bounce ideas off, vent to and shape their thinking in a non-judgmental, non-advisory way. I can pull on examples from both ends of the spectrum. A CEO can be brilliant at their job but if there isn’t a personal fit with the CHRO or CPO, it can be difficult to build a strong working relationship. A personal connection is key. It allows you to build trust because CEOs come to you with high-stakes issues and you need that foundation to engage effectively. ***What advice would you give to new senior leaders, and what qualities do you think define effective leadership today?*** First and foremost is to stretch yourself, take yourself out of your comfort zone. If a role doesn’t give you a degree of anxiety when taking it, then it may not be stretching you enough personally and professionally. Having a coach at key points in your career is hugely important. In many cases, coaching can be even more impactful than formal programmes because it’s highly personalised and focused on the specific challenges you’re facing in real time. A good coach helps you see blind spots, reflect more deeply on your approach, and build self-awareness – something that becomes increasingly critical the more senior you get. Equally, finding great mentors who inspire you, challenge your thinking, and offer different perspectives can make a lasting difference. Mentorship provides not only guidance but also perspective from people who’ve faced similar crossroads, helping you make better long-term decisions. Another aspect I really value is developing breadth. Leadership isn’t just about deep technical expertise; it’s about gaining experience across your function, department, industry, and even geography. The broader your exposure, the more you understand how different parts of the business connect and how to influence effectively across boundaries. The earlier you start to develop that breadth in your career, the more effective and adaptable you’ll become. If you wait too long, it’s much harder to build that breadth, and it can limit your ability to take on complex, cross-functional roles. Great leaders today are those who can bring together different viewpoints, manage ambiguity and stay curious – qualities that are increasingly essential as leadership continues to evolve. ***What advice would you give to someone considering a career in HR, and how can they set themselves up for success?*** I’d encourage anyone with an interest in HR to try it, whatever their background. It’s a career that offers a huge variety of experiences and the chance to make a real difference to how organisations work and how people thrive within them. Increasingly, employers do look for candidates with some form of qualification, whether that’s a CIPD certification or another relevant course, but it’s by no means essential. You can absolutely start at entry level, perhaps as an HR administrator, and with the right aptitude, curiosity and attitude, you can progress quite quickly. The key is to keep learning and to seek out environments where you can get exposure to different aspects of HR – from employee relations and recruitment to organisational development and strategy. One important consideration is choosing the right company. I see quite a few people who are the sole HR person within their organisation, and that can be a tough position to develop from. If you’re at the start of your career, I’d really urge you to join a business where you are part of a wider HR team. You’ll learn so much more, benefit from mentoring and collaboration, and avoid feeling isolated. So yes, if you’re ambitious, think carefully about the size and structure of the organisation, not just the sector. The right environment can make all the difference to your growth and confidence in the profession. **Categories:** News **Tags:** Aston Martin Lagonda, automotive, Automotive Industry, Leaders who drive automotive, Leadership, Simon Smith --- ### [Leaders who drive automotive: Darren Ardron](https://ennisco.com/leaders-who-drive-automotive-darren-ardron/) **Published:** January 1, 2026 **Author:** Comms Team **Content:** In his 37 years at Perrys Motors Sales, Darren Ardron has experienced a lifetime of industry transformation. He discusses the changing skill sets required in retail – and why he has never had itchy feet. ***You’ve spent the duration of your career with Perrys, progressing to managing director. Talk me through your career path and why you have remained so committed to the business.*** Going back to the beginning, I first joined Perrys in 1988, although technically it was December 1987 because I was so excited about getting into the sector that I volunteered to go in the week before Christmas because I knew it would be a busy period and I would learn so much. I originally trained as a technician at school but quickly realised that I didn’t want to spend my life underneath a vehicle. Back then, schools offered opportunities through the Youth Training Scheme and I was seconded to an MG Rover dealership at the age of 15, working in their sales department. To my surprise, I sold quite a few cars, which gave me a taste for the job. After finishing school, I worked briefly as a technician but then bumped into my old sales manager at the MG Rover dealership by chance. He encouraged me to consider sales again and, before I knew it, I was offered a role on the spot. I was 17 at the time. I started out selling cars at the dealership and stuck at it for two years before being promoted to sales controller/business manager. A couple of months later, my sales manager announced he was leaving. He asked me to join him at a Honda dealership but I decided to stay put and was asked by my general manager to hold the fort while they looked to recruit a replacement. After two or three months, my managing director called me in, thanked me personally for keeping things afloat and said he wanted me to be the first to know who the new sales manager was going to be. It was me. I remember protesting, ‘But I’m only 21,’ but he replied, ‘So you are young enough to learn and fail.’ That really resonated with me and has stayed with me ever since. After a few years, I was given my first general manager role at the age of 26 and, from there, things really accelerated. I was given the site where I had cut my teeth, then another in North Yorkshire. In 2001, Perrys went through a buyout, moving from public to private ownership. The new owners had also acquired Henleys and I was told to pack my bags because I was going to run it. Looking back, that was the biggest but most rewarding challenge of my career. I went from running a small site with 30 people to being responsible for a huge operation with 180 staff that was losing around £700k a year. At the time, I didn’t know the full extent of the problems and might have had second thoughts about taking on the challenge if I had. But it turned out to be a hugely significant career move for me. I restructured, reorganised and relocated the business and, by 2003, I had turned the site around to the extent that it won AM Online’s Largest Dealership award two years running. In 2004, I stepped into my first regional director role, overseeing eight sites that quickly grew to 28. I stayed in that role for around 10 years before the managing director, Ray Sommerville, called me in one day to tell me that he was retiring and to encourage me to apply for his job. I did so successfully and took over as managing director in January 2015. Looking back at my career, I’ve never really had itchy feet but I’ve always been ready to embrace new challenges. Today, I’m responsible for around 50 sites across the group. Many are multi-franchise, so, while we have around 28 physical locations, the operational footprint brings it up to about 50. ***How did you approach your transition to the managing director role? What were some of your priorities in your first few weeks?*** I really wanted to establish my own style of leadership. I think I was quite fortunate that I already knew everybody in the business, including colleagues who I had worked alongside at my level of seniority, so there was already a solid foundation there. In my first two weeks, I did one-to-ones with everyone – an hour or so with each team. These conversations gave me a very different perspective compared to when I was their counterpart. It’s amazing what people tell you. I also shadowed Ray, the outgoing managing director, for around two months. This was intended to last six months but Ray kindly made the decision to step away early to avoid stepping on my toes. I made a point of doing one-to-ones with our OEM partners as well. For me, those relationships are vital when running a motor retail group because it’s essential to find common ground. Over the past 10 years, I’ve spent a lot of time building those relationships with key partners. When times get tough, you need have a close rapport so that you are able to pick up the phone and ask for support. We also started looking at the things that frustrated me operationally. Gradually, I began to adjust and tweak processes. Overall, the transition was very smooth and we did not encounter any major issues. A real testament to that is that, up until last year, I hadn’t lost a single member of the senior team in nine years. Last year, we had a couple of retirements following Covid, and one regional director left to set up his own business outside the motor trade. Recruitment was never an issue. In fact, I always found it very straightforward. For one regional role, we had an immediate successor, and for the other, I drew on my 15 years of networking on the dealer council to bring in someone who I knew was keen on a move to Perrys. ***You’ve witnessed the industry shift from traditional sales models to digital-first retailing. What has been the biggest challenge in leading Perrys through that transformation? How have you adapted as a business, and how do you see retail evolving in the future?*** When it comes to the agency model, I’ll be honest and say that I always thought it would never happen with some brands. Not only is it over-complicated, why would an OEM want to take all the risk? I understood why brands like Mercedes and Volvo went early, but I remember sitting in a Stellantis work group on the subject and thinking it would never get off the ground. There was so much scepticism across the industry – from dealer groups, from manufacturers, even internally. It felt like a big cultural shift as much as an operational one. Ultimately, you can only control the controllables in this industry. If it was going to happen, then we had no choice but to go with it. That meant adapting our processes, our training, and the way we interact with customers, often much faster than we initially expected. More recently, the focus has been on EV targets, so we’ve done a lot of work internally around training, ensuring our teams understand not just the technology, but also how to communicate the benefits to customers. As it stands, we’re hitting those targets, which is a testament to how quickly a business can pivot when it has the right mindset and support. In some cases, I think certain manufacturers would actually have been better off moving to agency, whereas for others, the opposite is true. Some OEMs were simply never going to make it work. It’s a complex picture – what works for one brand doesn’t automatically work for another, and that’s why flexibility and adaptability have become such key parts of running a retail business today. ***In 2024, Perrys increased profits despite lower revenues. What choices or strategies made the difference, and how do you generally approach navigating market changes and making decisions under pressure or during uncertainty?*** The real killer in the industry now is cost. Margins are tighter than ever, and even small inefficiencies can have a big impact. I think we’ll see some very different results coming out in 2025, as the market continues to shift and the cost pressures evolve. From a skills perspective, it’s crucial to keep on top of what’s happening – you cannot be a master of everything, and the required skill sets are always changing. The types of people you need in the business today are different from 20 years ago. You need people who are customer-focused rather than purely sales-focused. Customers already know what they want; they know how much their car is worth. But walking into a dealership can still feel daunting. If they are greeted by someone bright, approachable and knowledgeable, it makes all the difference – that human touch is still vital even in an increasingly digital retail environment. That said, I do think the business is less glamorous than it was 20 years ago. You can still build a great career from it, but I think many people are put off by all the legislation, compliance requirements, and regulatory oversight that now define so much of day-to-day operations. It’s no longer just about selling cars – there’s finance, data protection, environmental regulations, EV incentives – all of which add layers of complexity to what used to feel like a simpler, more straightforward business. Navigating that complexity while keeping the customer experience front and centre is, I think, the real test for leadership today. ***What do you feel is causing the need for greater investment in people, and what initiatives have you introduced to address these challenges?*** We have tried to do a lot around work-life balance, although, to be honest, it can sometimes feel like fighting a losing battle. We were actually one of the first dealer groups to close on Sundays. We analysed the numbers and saw the drop-off in sales wasn’t significant, so we made the decision to give our people that time back. The call centre still opens, so customers are still able to make contact, but the sites themselves are shut. We also reduced our opening hours, so we now close our sites at 6pm instead of 8pm. Internally, we’ve put a lot of effort into engagement. We have introduced a new concept called “People First” – every so often we send money from the centre for things like team breakfasts. It only needs to be a small gesture, but it’s what gets people talking and helps bring departments together. In the past, putting service and sales together was like mixing oil and water, but now there’s more of a sense that we’re all one team. If I were really brave, one day I’d like to completely rethink commission metrics. For me, I would prefer to pay people on the performance of the site as a whole, rather than on individual results. Everyone in the business has a role to play, but we have unintentionally created silos by setting separate budgets for each department. If we wiped the slate clean, I’d build a salary-based remuneration model that rewards results at the business level. We also run Employee of the Month awards, and every six months I do all-staff Teams calls to update everyone on the business. I never hide the truth – whether it’s good or bad. That goes back to my Henley days, when I was thrown into a business in major loss without knowing anyone. I pulled the management team together and told them I’d judge them from that day forward, regardless of the past. Not one of them even knew how much the business was losing until I laid it out for them. ***Thinking about your own career and the future of the industry, what advice would you give to the next generation of leaders, and what qualities or experiences do you believe will be most important for their success?*** Out in the field, the biggest challenge by far is the transition to EV. If I pulled together a group of senior vehicle technicians, most wouldn’t be too bothered about EVs. One even said to me last year, “When you lift the bonnet and it says, ‘Danger of Death’, it’s a bit of a put-off.” You’ve got two types: the older generation who prefer taking things off and putting them back on, and the newer generation coming through. The challenge is attracting and training the right people. At the moment, 46% of our technicians are EV-trained. On the shop floor, teams need to be more technically savvy. We have to bring in people who think differently. I’ll give you an example: I’ve got two sons, one just starting university and one in his third year. Both of them have worked in the business after school/university. My eldest, Josh, still comes back in his downtime and helps out at one of the sites. Just this weekend he said to me, “Dad, I joined this Facebook group, put a message out, and had 16 phone calls – sold four cars off it.” It was to do with the Motability scheme. He sold a car to a lady in Nottingham even though he was working in Aylesbury – all off the back of that post. That’s the kind of digital skill set we need now. We also need to be more AI-savvy. I’ll be the first to admit we’ve been a bit slow on that front. The other big area is customer skills. Rapport still matters. People buy cars from people – that won’t change. If someone doesn’t give you the time of day or doesn’t know their product, it’s not effective. The basics haven’t changed since the ’80s and ’90s – good customer service goes a long way. For my successor, I’d look for someone approachable, open-minded, and visible. I make time for people, and I think that’s important. You can’t just sit in an office – you need to be out there, seen and heard. At least two or three days a week I’m on the road, in sites, talking to people. And you can’t be afraid of failure. There are plenty of things in my career that I look back on and know I got wrong, but it’s those mistakes you learn from. ***Who has inspired you most during your career, and how has that shaped the way you lead and inspire others today?*** Going right back to my first meeting with Ivor, the first-ever General Manager I worked for, he obviously saw something in 21-year-old me. Ironically, I still speak to him once a year. Throughout my career, I have been fortunate to meet a lot of inspirational people. I have always tried to look at what they do and learn from it. That applies to manufacturers too. For example, I have a great relationship with Rory Harvey – he started out as a field sales rep, and look where he is now, doing huge things. I don’t copy, but I adapt and take inspiration from people like that. The number one piece of advice I would share is stick with it. You will have dark days and nights, you’ll face tough decisions, and it can honestly be lonely as an MD or CEO. Where do you go when times are hard? For me, I do a lot of reflecting on car journeys. The key is: don’t give up. And take advice when people offer it. If I’m honest, I’ve been guilty of missing my kids growing up a bit. Sometimes I think, where have my little boys gone? So, I’d also say to future leaders: think about your own work-life balance. Don’t fall into the trap of believing you need to be on a Teams call at 7am just to be seen. Be effective when you’re there, but remember you can’t do this job without a strong family behind you. Looking back, 36 years in one company is probably a little long – but I’ve been fortunate that every step has felt like an improvement. I’m very happy with where I am, but who knows what’s next? I love what I do, I love the challenges – but I remain open-minded. **Categories:** News **Tags:** automotive, Automotive Industry, Darren Ardron, Leaders who drive automotive, Leadership, Perrys Motor Sales --- ### [Leaders who drive automotive: Alessandro Dambrosio](https://ennisco.com/leaders-who-drive-automotive-alessandro-dambrosio/) **Published:** December 27, 2025 **Author:** Comms Team **Content:** After perfecting his design skills in Italy and Germany, Alessandro Dambrosio has spent his last seven years in Japan. He discusses adapting his leadership style to respect cultural difference and empower diverse teams. ***You’ve worked in automotive design for over 25 years for various luxury and high-volume brands. Tell me about your career path.*** Ever since I was a child, I always dreamed of doing what I’ve been doing for 25 years now. My father passed down to me a passion for cars and for drawing. He is still passionate about both, though his hand is decidedly orientated towards landscapes and not, like me, the design of something that can be mass-produced. After graduating, in industrial design, from the Faculty of Architecture at the Politecnico University of Milan, I was fortunate to be able to complete an internship at the Alfa Romeo Style Centre. I came into contact with aspiring designers from all over the world, and, with the help of experts, we had the opportunity to create a concept car that was exhibited at two motor shows and is still on display at the Alfa Romeo Museum. This first step was crucial for me because it was a stepping-stone to a permanent job as a junior exterior designer at Fiat. My first role was at the Lancia Style Centre. I arrived at a time when we weren’t overwhelmed with projects, but I used that to my advantage by trying to learn as much as possible from the most experienced designers. I went through hundreds, perhaps thousands, of A2 sheets of paper sketching models from various views. It was quite a training ground. After two years, I returned to Alfa Romeo as a senior external designer, where I remained for about six years. Three-dimensional work was preferred to two-dimensional work, and the A2 sheets of paper were replaced by sandpaper, chisels and blocks of clay to be modelled in scale, leading to mathematical models to share with the platform engineers. Eventually, I was promoted to the role of chief designer, where I had my first experience of costs, feasibility and delivering presentations, as well as managing a small workgroup. Evidently, I achieved something positive because I was later entrusted with the role of chief designer of exterior and interior for the Maserati brand. This proved to be a very important experience for me in terms of managing a team and providing opportunities to interact with very important external professionals. My time with Maserati lasted only a couple of years, however, because at the end of 2009, I received a phone call that changed my life. It was Walter de Silva, the head of global design for Volkswagen Group, offering me a job as his design assistant in Wolfsburg. For me, it meant not just an opportunity but the opportunity I was looking for. VW was catching up with Toyota as the world’s leading OEM, and Martin Winterkorn’s strategy was not only successful commercially but was based primarily on beautiful design. I stayed at VW for more than seven years, during which time I collaborated on important projects both in the concept and production phases. I also managed two design centres – one in Munich that worked on the Audi brands, including Ducati, and one in Braunschweig that worked on all nine of the group’s other brands. I collaborated with talented designers and prominent figures, many of whom I have maintained contact with to this day, both professionally and as friends. Everything was going smoothly until the Dieselgate scandal broke in 2015. The whole castle collapsed, and many of the key people responsible for previous successes departed. After resisting for a couple of years, I decided to change. It was no longer the VW I had dreamed about. It wasn’t an easy time, but from the ashes, a new opportunity arose. I’ve always loved Japan and its culture, and I was very intrigued by the Mitsubishi-Nissan-Renault alliance. Please allow me to take this opportunity to thank Tsunehiro Kunimoto, the then vice president of design at Mitsubishi, who literally gave me a second life as executive design director. Seven years later, I’m still here and almost as excited as I was on my first day. I’ve had the opportunity to collaborate on some show cars, to bring a dozen or so cars into production that are selling well, to meet some amazing colleagues, to experience an extraordinary culture and even to learn a little of the Japanese language. ***What was the main attraction of Mitsubishi, and how does working for a Japanese brand differ from working for European brands in terms of your leadership style?*** Let’s start by saying that Mitsubishi is a very important brand, well known throughout the ASEAN market. Being a huge racing fan, I will also point out that the Pajero has won the Paris-Dakar Rally 12 times. The vehicle portfolio needed a major overhaul when I joined the company, and I don’t think there’s a stronger motivation for a designer than helping in the rebirth of a historic brand. In Japanese culture, the company is considered to be almost a second family, and therefore belonging is very important. The Alessandro who arrived from Germany full of energetic handshakes with everyone every morning and eager for noisy discussions and tests of strength with colleagues is completely different from the person I am now after seven years. I’m much more thoughtful, patient and respectful. I would say I’m also much more analytical, while retaining a passionate side, without which I couldn’t have done what I’ve been doing for years. I’ve obviously always been myself in terms of my design process, my skills and my desire to do things, but when you take on a managerial role in a place where the culture is so different from the West, you have to listen, look, study and learn. You have to respect the culture you’re working in. ***What is the greatest leadership challenge in turning vision into reality within a large automotive organisation?*** Competition has increased exponentially in recent years – in quantity but, above all, in quality. Chinese cars that we used to dismiss are now not only technologically cutting-edge but also demand respect from a style perspective. Alongside this, time to market has almost halved compared to a few years ago. This translates into a very frenetic and complex management of the design process planning, where no missteps can be allowed. I believe it’s very important to have a very clear style and strategic vision. You always need to strive for the new, the ‘never seen before’, but without betraying the design criteria, the brand’s DNA. This is certainly always evolving, but it must never be denied or ignored. Strategy and design must always be shared not only with the team but also with the board, which is a fundamental player in this evolutionary process. My focus is to ensure clear communication at all levels, paying close attention to the cultural diversity of the stakeholders. I want to lead with empathy and always take responsibility, delegate and empower, address the causes and not the symptoms, avoid getting lost in the detail, maintain a big-picture vision and guide the team towards broader goals. I want to be realistic without asking for the impossible and empower people to grow. ***With consumer expectations, technology platforms and mobility trends evolving so rapidly, how do you manage a long-term design vision?*** We are living in a period of tremendous transformation, and it’s often difficult, even for those of us who have direct contact with senior management, to understand the right path to take. Nonetheless, I believe we cannot hide behind these uncertainties to avoid fulfilling our role and taking responsibility. Uncertainty must not mean stagnation, and it must not mean a lack of vision. You need to be able to create a clear and inspiring vision that is aligned with company goals and, above all, motivates the team to achieve ambitious results. Effectively communicating this vision in a clear and engaging way is essential to creating a sense of belonging and participation in the organisation’s success. The role of a design executive is not only to outline the style guidelines for a brand but also to have a long-term strategic vision. It is precisely in times like these that a lot of research and advanced design can be done, as well as enabling new, uninitiated talent to gain experience. So-called phases of uncertainty are felt by the entire team and can lead to a drop in motivation. My approach is always to define ‘who does what’. Every team member should be clear about what is expected of them and, above all, how each individual’s work contributes to the overall success of the project. In this regard, I try to keep everyone informed about developments, challenges and objectives. I want to understand everyone’s concerns and offer them emotional support, creating an environment where team members feel heard, trusted and valued. I provide regular constructive feedback and support to help team members grow and develop their skills, and I show my appreciation for their achievements to maintain high morale and motivation. As well as fostering a transparent work environment where team members feel comfortable, motivated and inspired, it’s crucial these days to have the ability to adapt to change and respond flexibly to the challenges that arise. A leader must be able to assess the impact of their decisions and actions on the organisation, making the necessary adjustments based on the context in which they operate. ***What advice would you give to those aspiring to a design leadership role in the automotive industry today, given the evolution of the sector and its expectations? What kind of skills will they need?*** It may seem obvious, but first and foremost, you need a lot of passion. You also need to have patience and humility. The transition from a desk where you design, create and draw to one where you must direct and manage a team can be challenging and even traumatic. It’s very important to stay grounded and to realise that being a good designer is no guarantee that you will be a good leader. You must never stop being curious. You need to invest in your ongoing training and develop skills beyond the ‘pencil and paper’ aspect of creativity, while deepening your knowledge of the automotive industry in general. Beyond technical skills, you must learn to manage how you are perceived by others and how your presence impacts the work environment. You need to lead by example in terms of work ethic and goal-orientated behaviour, you need to be empathetic, and you need to learn how to manage conflict to maintain a positive work environment. Work teams are increasingly diverse and made up of talent from all over the world, with completely different ways of working, thinking and acting. If you look at the three Mitsubishi design studios for which we are responsible, the Okazaki team is about 90% Japanese, the Tokyo team is around 50% Japanese, and the team in Frankfurt is 5% Japanese and comprises people from all over Europe. It’s often necessary to rethink the way you work and adapt to cultural differences while always making sure you are communicating clearly and effectively. Leaders also need to stay in tune with the way the new generation is thinking and to follow and study new tools and technologies to ensure they are on the same wavelength. I’m getting pretty old now, but I make sure I’m up to speed with AI and the latest software. It’s not something that gets me super-excited, but if I want to have an open dialogue with the new generation, I need to have that knowledge. ***With the benefit of hindsight, is there one piece of advice that you would give to your younger self when you were setting out on your career – something you’ve learned through experience that might have helped you navigate challenges, make better decisions, or approach your professional journey differently?*** My advice would be to take a long pause before giving an answer and be less impulsive. I’ve reached a phase of my career when I’m much calmer than I used to be, and I’m better able to take considered decisions. When I was young, I tended to be very enthusiastic and was more open than I should have been. There’s nothing wrong with enthusiasm, but you also need to keep your feet on the ground and to try to be reflective. ***Who has inspired you throughout your career, and in what ways have they influenced your professional journey, your approach to challenges, or your growth as a person? Are there specific individuals – mentors, colleagues, or even leaders you admired from afar – whose guidance, vision, or example has shaped the way you work, think or lead today?*** Many people have inspired me over the years and continue to inspire me today, regardless of hierarchical level. For example, my current division general manager, Seiji Watanabe, is a constant source of inspiration for me in terms of his perseverance, his experience, his dedication to his work, his professionalism and his technical ability. Walter de Silva, a true master, was a great inspiration to me during the six years we spent together at Volkswagen for so many reasons – his vision, his eye for proportion and beauty, his ability to combine ethics with aesthetics, and his ability to manage more than 1,500 top-level creatives who were part of the most important automotive group in the world. I also had the privilege at Volkswagen of collaborating with Giorgetto Giugiaro, a true genius who certainly needs no introduction, and have maintained a friendship with him and his son, Fabrizio, who is also a great designer. During my time at Alfa Romeo, I was fortunate to work closely with Wolfgang Egger, who is now global head of design at BYD. From him, I learnt how to grapple with three-dimensionality, spending many days and even nights developing design models from the first milling to the exquisite art of painting. I would also single out Marco Tencone, who I worked with at Lancia Style Centre when I was starting out as an automotive designer. Talented and extremely experienced from his time at Pininfarina, he was incredibly patient in teaching me the basics of the trade, especially 1:10 scale figurines, and I will always be grateful. I should also mention Ermanno Cressoni, who gave me the chance to work in a world I had always dreamed about, and Jorge Arcuri, a former designer from Pininfarina, with whom I was fortunate to intern during my university years. With his incredible talent and also his humanity, he opened my eyes and prepared me for what would soon be a huge leap. Finally, I would pay tribute to my colleagues at Mitsubishi – all of them. The junior designers for their passion, the seniors for their perseverance, the assistant managers for their ability to adapt to countless requests, the design managers for their ability to combine and manage the engineers’ technical requests with our own, and the programme design directors for the incredible amount of work they do given the time and resources they have. I also mustn’t forget our surface designers and our clay modellers, who are always available to adjust surfaces before a presentation even when time is a tyrant and who are always so positive in their pursuit of perfection. Everyone, absolutely everyone, is committed to continuous learning and perfecting their skills, and my colleagues are a source of inspiration to me daily. I have never seen such dedication to work as I have seen in them over the years, and I thank all of them from the bottom of my heart. **Categories:** News **Tags:** Alessandro Dambrosio, automotive, Automotive Industry, Leaders who drive automotive, Leadership, Mitsubishi --- ### [Leaders who drive automotive: Mandeep Dhatt](https://ennisco.com/leaders-who-drive-automotive-mandeep-dhatt/) **Published:** December 18, 2025 **Author:** Comms Team **Content:** Mandeep Dhatt says HR is underestimated in almost every business, and a true CPO must have the bravery to challenge. She leads by empowering teams, guiding rather than controlling and adapting her style to different businesses. ***You’ve led people strategies across a wide range of industries, from construction and engineering to automotive and now consulting. How has working across such diverse environments shaped your leadership approach? Were there moments where you had to adapt your style to different organisations, and what factors do you think helped you secure some of your key roles?*** What’s drawn me to working across such diverse industries is that they’ve all been trying to tackle something and do something different. I enjoy being in environments where people are breaking the mould rather than playing it safe. I like daring to be brave. I love being around a board table and really getting my teeth into something. Working across different sectors has meant I’ve experienced businesses at very different stages of their lifecycle. People don’t always realise that it’s actually rare for a business to be truly stable. This has shaped my style. For me, over-communication with teams is non-negotiable for a leader and a business to be successful. Standing up in front of people twice a year doesn’t cut it. It’s so easy for teams to slip into negative thoughts, so the communication piece is crucial. It’s something I learned early on, partly because of how I was treated by my own leaders. Why HR? People often ask me that, but I find human beings truly fascinating. At university, I did a general business degree with no clear idea where I’d land. I studied everything: economics, financial modelling, compliance and the HR side. I ended up following what made the most logical sense to me, and I really enjoyed organisational design. There’s so much structure and complexity to get to grips with. I’ve always been curious about the brain and neuroscience. Over the years, I’ve worked with people who have been obsessed with cars, buildings, skylines, motorways and books. For me, I’ve always been obsessed with people. My leadership style is still evolving. To be a good leader, you are never finished and are always learning. Moving across industries has stretched me in different ways and shown me that your default style won’t work everywhere. I’ve had to adapt to who’s in front of me and the environment I’m in. I’ve also had the opportunity to lead teams outside of HR – in operations, health and safety, and compliance. What I’ve learned is that having the right mix of people is essential, because you’re never going to know it all yourself. I learned this the hard way. I once knew more than my leader technically, but they were still the leader for a reason. They were never the subject matter expert, but they knew how to lead. That’s stuck with me. I’ll always surround myself with the most intelligent and pragmatic people I can, then line them up in the right way so together we can win the game, whatever that game is. ***You spent almost a decade at McLaren Automotive, which was a period of significant growth and innovation for the business. What were some of the biggest leadership challenges you faced there, how did you approach them and what skills did those experiences teach you?*** One of the biggest challenges was the sheer ambition of the CEO and the board – translating that ambition into tangible solutions while working with perfectionists. You need those kinds of people, the ones who push boundaries, smash through red tape and drive businesses forward. But the challenge for me was: how do you take that ambition and get the whole workforce behind it? How do you get everyone to give 1,000% every single day? Another challenge was balancing rapid growth with the need to nail down a legacy. Growth brings excitement, but it also means making difficult decisions, and sometimes getting them wrong. For example, having the wrong mix of skills, or building something in the wrong shape, and then having to undo what you’ve done. That was a tough, but hugely important learning. The Covid pandemic, of course, was another defining moment. We had to downsize resources, and I recall a particular conversation with the CEO and saying, ‘Are we doing enough to restructure now, because we cannot afford to go through this again?’ The moral and ethical responsibility of making the right decisions, standing by them and ensuring they were enough to protect the business long term was huge. Thankfully, we got it right, but we’ve seen many other organisations go through round two, three and even four of restructuring. ***How does your commercial or ‘business brain’ influence the way you approach HR? You seem to grasp situations and problems quickly and take a pragmatic approach. How does this help when many HR professionals tend to make safe moves and avoid rocking the boat? How do you see the difference between the role of a CPO and a typical HR director in this context?*** I think there’s HR, and then there’s people and culture. Really early on, when I was at university, I did some HR roles and met some very traditional HR people. I knew straight away I would never do that. As my career evolved, I saw that HR looks very different across organisations. It depends on the leader and the construct of the business. For me, a true CPO has to be brave enough to step up and challenge. I’ve been lucky to work alongside traditional HR leaders, radical functions, brilliant people leaders and amazing business leaders. I love to learn, so by default I’ve picked up both the good and the bad. The thing that stays with me most is the way people made me feel. I’ll never forget that, and it still shapes how I lead today. I do think my skills are different. HR is underestimated in almost every business, and if you can understand that, you can work out how to get where you need to and bring people with you. Because I’ve worked across different industries at different stages of their lifecycle, I’ve had to flex my style over and over again. Sometimes that’s painful, but without stretch and growth, you end up with decay. ***On LinkedIn, you describe your leadership as empowering teams and driving meaningful, lasting change. How do you approach achieving this, and what advice would you give to other leaders looking to do the same? What barriers have you faced when empowering teams, and how important is it that leadership alignment drives business culture from the top down?*** For me, real empowerment and lasting change are about the medium to long term. It’s easy to restructure or hand issues off to HR, but that’s just the tip of the iceberg. People can be with you for decades. In construction, I was working with individuals who had been there for 30 years, while I’d only just arrived. That experience really shaped me because it showed me that the people side of leadership is a long game. For it to stick, you have to have a clear vision of the endpoint – whether that’s a culture of transparency or a new way of working – and you need to be brave enough to ask the right, and sometimes tough, questions. But it has to be constructive; it’s not about throwing fire at leaders. It’s about getting under the human psyche, which takes real graft, patience and often trying different angles. You have to be willing to face both the good and bad, and stick to your end goal even when decisions are tough. My responsibility as a leader is to be frank. If we’ve agreed where we’re going, then we have to do the things that get us there. I’m relentless in my pursuit of helping people and businesses reach that place, even when it’s uncomfortable at times, because that’s what meaningful change really takes. ***At McLaren, your team faced significant challenges, and you didn’t just give them the answers, even though you knew them. You navigated carefully, enabling them to make decisions for themselves and guiding them without handing over a rule book. There was pain, but also gain. Was that an intentional approach?*** That approach didn’t come naturally at first. Early in my career, I was very intentional but tended towards micromanagement, and I lost some really good people because of it. Experiencing that forced me into a process of self-reflection and helped me understand that leadership isn’t about having all the answers or controlling every decision. Now, it’s intentional in a different way. I constantly remind myself of the need to step back and give people the space to think and act. For me, leadership is about building teams that can ask and answer the exam questions when you’re not in the room. It’s about creating the conditions for people to learn, grow and take ownership, while knowing you’re there to guide rather than dictate. At McLaren, I reached a point where I could step out completely, and the team kept running seamlessly. That was a really proud moment – to see something working beautifully without me having to be in the middle of it. ***After many years of leading within global organisations, you’ve recently moved into consulting. How has this changed the way you approach leadership and influence, particularly in terms of relationship-building, credibility, and adapting to a new environment?*** Consulting is a very different world. The structure, the dynamics – everything shifts, and you quickly realise that what worked in a corporate environment doesn’t always apply here. What it really amplifies is the relationship-building and credibility piece; you’re constantly navigating new contexts and different expectations. In consulting, you’re playing a very different game compared to the corporate world, and success depends far more on the trust and confidence you can quickly establish with both clients and colleagues. I’ve seen a lot of ex-colleagues who were incredibly successful in the corporate world assume that their past success would translate directly into consultancy – but in reality, it doesn’t. I’ll be honest, I underestimated that myself at first. Over the last eight months, I’ve had to learn fast, adapt continuously, and step into situations where I’m wearing multiple hats at the same time. It’s stretched me, challenged the way I think about influence, and forced me to reflect on how I operate as a leader. At the same time, it’s sharpened my awareness of where I truly add value and how I can build trust effectively, even in entirely new environments. ***In your view, have we made as much impact with diversity and inclusion as we should have? Have you seen meaningful improvements over time, and how do you think the next generation of leaders will influence change – both through policy and by creating environments where people feel safe to speak up, challenge the status quo, and model behaviours that make lasting change possible?*** If I’m honest, no – we haven’t made as much impact as we should have. We all say the right things, and there have been marginal gains, so let’s not dismiss the progress entirely. But true sustainability, making change stick, is a 30-40-year play. We’re dealing with the fundamentals of society and culture, and those don’t shift overnight. Incremental improvements are positive but they need to be reinforced consistently to become lasting change. My biggest learning has been the importance of creating environments where people feel genuinely safe enough to call out issues when there is detriment. That’s the real test. Too often, I’ve seen individuals raise concerns only to be shut down, and that’s incredibly damaging both to them and to the organisation’s culture. Handling those moments with care, transparency and integrity is critical. When leaders respond constructively, it builds trust and sets a standard for the organisation. I’m optimistic about the next generation of leaders. They tend to have a more instinctive understanding of inclusion and are willing to challenge the status quo. Their influence will be shaped not just by policy, but by modelling behaviours that normalise open conversations and accountability, which is ultimately how meaningful, lasting change is achieved. ***Having worked in HR, you’ve likely seen many approaches to leadership development across organisations. What do you think is most important when developing future leaders? Do you believe there is such a thing as a natural-born leader, and how can individuals actively invest in their own growth?*** I don’t believe in a one-size-fits-all approach. Leadership programmes can be useful for laying down a base layer of expectations or sharing tools and methods, but the real value comes when people are given the space to make those tools their own. With executive teams in particular, it’s about providing intelligent, stimulating opportunities – not patronising them with the basics, but elevating what’s on offer. My role is often to identify people’s strengths and guide them towards the right development paths. I can’t sit across the table, at the table, and next to someone through every step, but I can create an environment that supports them. Over time, I’ve also learned the importance of tailoring programmes to the context. Having worked with global teams, I’ve seen how ineffective it is when there’s no real connection or logic to the training. That’s why I often build something bespoke, packaging it in a way that’s relevant. The skill set required of leaders has also shifted. It’s no longer just about the basics. It’s far more intricate now, from understanding internal politics to being able to navigate something as complex as preparing for a stock market listing. That’s where development needs to be heading. I’m not sure if leadership is something you’re simply born with. Some people are naturally better at bringing others with them, but that doesn’t automatically make them great leaders in the long run. Leadership takes conscious effort and consideration. Over the years, I’ve seen all kinds: the accidental leaders who land in the right place at the right time but struggle to fit in because of their style or way of thinking; the leaders who are always chasing the latest fads but can’t translate them into practice; and the seasoned players who don’t need to say much at all but you just feel their authenticity and presence. A big part of leadership, especially as a CPO, is being able to spot these differences. It’s like a vast board game, and you need to be smart enough to see who’s who, and how the external ecosystem is shaping what’s happening inside the organisation. ***Who has had the greatest influence on your leadership style, and in what ways has that shaped how you support, mentor and develop others? Are there specific experiences, pieces of advice, or turning points in your career that have stayed with you and guided the way you lead? How have those lessons influenced the decisions you make, the risks you encourage your team to take, and the way you foster growth and potential in others?*** I’ve been fortunate to work with amazing leaders wherever I’ve gone, but I’ve also learned a lot from awful leaders – sometimes even more than from the good ones. The most fun and formative experience I’ve had was at McLaren with Mike Flewitt. That man tested me every single day, challenging me to raise my game and think differently. While it wasn’t always easy, the challenges kept me engaged and ultimately helped me grow. By the end, we had developed a real partnership – what I often describe as ‘partners in crime’. Mike taught me a huge amount about operating effectively in a business, particularly in navigating both internal and external politics, and understanding the levers of influence. One lesson that has stayed with me throughout my career is the importance of giving people a chance. If they seize it and run with it, that’s fantastic; if not, at least you’ve provided the opportunity. That approach has become central to how I support and develop others. I try to create an environment where people feel trusted to take risks, learn from mistakes and grow, because that is how potential is truly unlocked. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, Mandeep Dhatt --- ### [Leaders who drive automotive: Katie Macaddino](https://ennisco.com/leaders-who-drive-automotive-katie-macaddino/) **Published:** December 16, 2025 **Author:** Comms Team **Content:** Following Lithia & Driveway’s acquisitions in the UK, **Katie Macaddino,** LAD’s VP for People & Culture, talks to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, about different leadership styles across the retail group and the essential ingredients to be a successful leader. ***You’ve maintained steady progression throughout your career. Tell me about your career journey and how your interest in HR was sparked.*** Since I can remember, I have found ways to work and make money. Whether working at my parent’s school during the summer, at our family friends’ farm, or as a ‘petroleum transfer technician’ – pumping gas, I have always had a drive to work. While in college, a friend from Portland reached out and asked if I wanted to take an internship for an administrative assistant at Intel. It wasn’t the most glamourous role, but it was a way to get my foot in the door at a large, respected company. I got hired into a permanent position quickly and, before I knew it, I had my own interns. Early on, a theme of my career emerged: I always made sure I worked for someone I respected, and that the respect was mutual. That trust and guidance from mentors was vital to my growth because you don’t always see what’s best for you from the inside. I then moved from my admin position into the Software Group’s Operations team, so I was handling events, budgets, and metrics. That’s where I really started to thrive. I loved projects and getting things done. I also began working on HR-adjacent projects, which is where my passion grew. One standout opportunity was building a ‘women in leadership’ program for the software group, which was an area that had a lot of room for growth. The program’s goal was to increase visibility and exposure for women, build confidence, and create connections. It didn’t feel like work one bit, and I was excited every day. There was no blueprint. We knew the results we wanted and we created the pathway. I loved the creativity. I often say HR is like being a scientist: we create a hypothesis for a people or performance outcome, test it, see the results, tweak, and try again. Later, I followed a mentor, Jason Trujillo, into the HR organisation. He believed I would be great in the role, and I trusted him completely. I moved into executive talent management, covering the top 500-600 leaders – VPs, fellows, executives, and the CEO – in the 110,000-person company. I gained experience in onboarding, high-touch development, events, promotion processes, employee relations, development, compensation, and offboarding executives. It gave me full exposure to all parts of HR, which was an incredible foundation. It was never in my plan to do HR for life; I sort of fell into it. But I loved the work and saw the business value behind it all. The most successful HR professionals, in my eyes, are those who connect their work back to business outcomes, embracing both creativity and a scientific approach. ***So, how did you get to Lithia?*** I worked remotely at Intel for 15 months during Covid. The company was hiring its fourth CEO in my 15 years at the company, which usually meant a change in HR leadership as well. I got a call from Jason Bennett, an executive recruiter at Lithia & Driveway (LAD), about a role. At first, I said, ‘The car dealership?’ because I had no idea about the company’s scale, size or impact within the automotive retail industry. Jason shared the company’s ambitious growth strategy, customer-centric vision, and business successes, and I was amazed that, growing up in Oregon, I hadn’t known about Lithia’s achievements. Lithia hires senior leaders carefully, rarely bringing in director-level roles externally. I wasn’t running from anything at the time, so I went through multiple conversations – around 11 interviews in total – to really get to know the people and company. I met the incoming head of HR, Gary Glandon, and we immediately connected. He had a similar corporate background but a ‘roll-up-your-sleeves’ mentality. That connection – as well as the various conversations with other LAD leaders Chris Holzshu, David Stork, Tina Miller, Danny Negra and members of the HR team – sealed it for me. I would have accepted the position even if it had been the role of a janitor. I remember the quote, “If you’re offered a seat on a rocket ship, don’t ask what seat. Just get on” from Sheryl Sandberg and that is exactly what I did, and I haven’t looked back since. ***It appears your earlier career really shaped your approach to commercial HR in terms of understanding how the business operates and aligning people strategies with that. When you moved from tech into automotive, did you notice any differences in leadership style or how those strategies played out?*** Yes, I definitely noticed some differences in leadership style and how things play out day to day. In tech, especially at Intel, there was a real emphasis on deep technical expertise and advanced education – credibility often came from your knowledge base and analytical depth. In automotive, leadership feels a bit different. What stands out to me is the grit and hands-on approach. Many leaders have grown up in the business – they’ve turned wrenches, run stores, and built their credibility through real-world experience. There’s a roll-up-your-sleeves mindset that I find really inspiring. It’s less about titles or degrees and more about results, teamwork, and doing what it takes to move the business forward. ***How do you approach bringing different cultures and teams together during an acquisition?*** It really comes down to mindset. We acquire new stores because they have something special, such as high-quality teams, goodwill within the communities, or the potential to strengthen LAD’s footprint in a particular market or region. We want them to align with our values, of course, but they don’t have to become a carbon copy of us. The goal of LAD’s business model is to have entrepreneurial, experienced leaders at the stores so they can make the best decisions for their local teams, markets, and customers. These leaders can make nimble, quick decisions without waiting for a top-down approval. We look for high-performing leaders who can merge cultures, identify who’s going to get on the bus, and make the hard decisions to reposition or replace where needed. At the end of the day, people are people and managers are managers. If you can get the right people on board, trust them and let them do the work, it comes full circle. For example, Sian Hall, our People & Culture Director in the UK, knows what’s best for the business and the culture there. It’s about trusting those local leaders to do what’s right without forcing them to become chameleons. Things may look a little different here and there, but the key objective is to ensure we all support our mission of *Growth Powered by People*. ***Lithia & Driveway are one of the largest automotive retailers in the US and have also started to grow across the UK with the acquisition of Pendragon. Do you see any differences between the style of leadership in the US versus the style of leadership in the UK?*** We have so many different styles of leaders across our vast network. Our Canadian leaders are very different from those in the US Southeast, who in turn, are very different from the US Northeast. As a company, we truly thrive on those differences. Neil Williamson, Regional President leads in a way that fits what’s needed for the UK – and his leaders do the same. The fundamentals don’t change though: it’s all about doing what’s right for our business and our team members. That said, the UK faces a lot of headwinds due to the geopolitical climate. Leaders must be ready to respond swiftly to major developments that can impact costs, operations, or workforce planning, so agility is essential. ***Given the pace of change in the industry – electrification, tariffs, rising costs and so on – do you think leadership itself needs to evolve to keep up?*** Absolutely. Leaders need to evolve constantly. If you’re not growing, improving, and developing yourself, the world will change without you. You must be proactive, agile and ready to shift quickly; otherwise, you won’t last long in leadership in any industry. Automotive, though, moves incredibly fast. When I joined Lithia & Driveway, I was asked, ‘We move very fast here. Can you handle that?’ I came from tech and figured it would be the same fast speed, but I was caught by surprise at how fast it really moves. Tech tends to operate on quarterly cycles, sometimes three to five years, to see results, but in automotive, situations can change overnight. As a result, automotive works on a monthly rhythm, and margins are so tight that the smallest shift can turn profit into loss. ***How do you approach developing future leaders within Lithia? And how does that compare with your perspective on leadership more broadly?*** When I think about developing people, I’m a big believer in what I call the three E’s: Education, Experience and Exposure. **Education** can take so many forms – whether it’s reading, listening to podcasts, taking courses, or just staying curious and learning from others. Growth doesn’t have to come from a classroom; it’s about constantly expanding how you think. Then there’s **experience** – getting as many meaningful experiences under your belt as possible. That’s often where the real learning happens. We want people to keep improving constantly – one of Lithia & Driveway’s core values – by stepping into new challenges, learning from different industries, and seeing how others approach the work. Automotive is evolving into a more data-driven business, so helping people build those analytical and consumer insight skills is becoming increasingly important. The third piece, and maybe the most powerful, is **exposure**. Giving leaders access to broader conversations – being in the room where strategy is discussed, hearing different perspectives, and sharing ideas – that’s where you see growth accelerate. When you put smart, motivated people together, one plus one really can equal three. I’m also a big advocate for strength-based leadership – helping people lean into what they naturally do best. For areas that don’t play to someone’s strengths, let’s pair them with others who thrive there. Leadership isn’t about being great at everything; it’s about building teams where everyone’s strengths complement each other and move the business forward. ***LE: Why do you think we rarely see CPOs become CEOs, even though their role is so fundamental to a company’s success?*** That’s such an interesting question. In my view, it often comes down to the dynamics of trust. The relationship between a CEO and a CPO is built on complete transparency – the CEO needs a confidant, someone they can be fully open with about people, strategy, and even their own challenges. If the CPO’s next ambition is the CEO seat, that can unintentionally shift the relationship. It’s not that CPOs *can’t* become CEOs – many absolutely have the capability – but the aspiration itself can change the dynamic. For me personally, I’ve never seen my career path that way. The CPO role is about being the CEOs trusted adviser and partner, helping them lead through people. You lose a bit of that unique position if you’re the one sitting in the top seat yourself. I see similar situations sometimes when placing HR Business Partners. If their next move is effectively to take over from the leader they’re supporting, it naturally creates tension. It’s hard for a leader to be truly vulnerable and open with someone who ultimately wants their job. ***Will you be encouraging more cross-cultural movement and development as the business grows?*** Absolutely. I think a global mindset is incredibly important. It’s one of the main ways I grew and learned during my time at Intel. Working with people from all over the world really opens your eyes to new perspectives and processes. It’s not about our way versus their way; rather, it’s about bringing them together. That’s where one plus one equals three. We regularly have calibration and succession planning conversations with senior leaders. We talk about who might be willing to relocate to the US for a period, and likewise, which of our US and North American leaders would consider spending time in the UK. Those exchanges are invaluable. The bigger your experience and knowledge pool, the greater the insights. We already run leadership events where Neil Williamson and his UK team come to the US for strategy sessions, and our US and North American leaders visit the UK too. Of course, there are two key questions when it comes to international moves. First, do they have the aptitude to make it valuable, and is it worth the investment? Second, do they have the willingness to do it? In my experience, the number one reason expat assignments don’t work is because of spouse or family integration. We often see people raise their hands for opportunities, but once they’ve talked to their families and understood what’s really involved, far fewer are truly willing to make that move – even within the US, let alone internationally. ***As the world changes and we face more global challenges, what do you see as the essential ingredients for a good leader going forward? We’ve touched on a few already but, if you had to sum it up, what qualities do you think leaders absolutely need to succeed?*** I think there are several things that make a great leader. First, humility – that sense of humble confidence. It’s such an important quality in leaders. As dollars grow, sometimes egos do too, so keeping a level head is vital. Then, I would say it’s about relationship building. There’s no better way to learn, influence, and connect than by working with other people. If you can’t develop relationships, you’re not going to get far. You may be able to move faster on your own, but sometimes you need to slow down to bring everyone else along. I’ve seen leaders come in and forget about their peers. Ultimately, they don’t go far. A mindset of continuous improvement and growth is also essential. Taking classes, listening to podcasts – the world, technology, and business change so fast, you need to stay proactive and keep learning. The ability to see around corners and anticipate what’s coming next is key. Agility matters too – being able to say, “What got me here won’t get me there.’ The mindset of ‘we’ve always done it this way’ is a recipe for disaster. A growth mindset will take leaders a long way. ***LE: Who have been your most significant mentors or inspirations, and what was it about them which made them memorable? What lessons have they imparted that you carry with you today?*** Gary Glandon has been a huge inspiration. He set up, in my view, one of the most seamless HR succession plans at Lithia & Driving, and there was no disruption at all when I took over the team. I’m inspired by his wisdom and humility. He genuinely wants his people to be better than him, and he never shuts down bigger ideas. I always felt he had my best interests at heart. Jason Trujillo at Intel was similar. He came from an engineering background and had a very different perspective than me, but I learned so much from his business lens. I trusted him completely. He always had my back and guided me wisely, while allowing me space to grow. Beyond that, my parents have been hugely influential. Both were teachers – my dad in special education and my mom in elementary education – and neither had an easy job. They worked incredibly hard, often sacrificing personal opportunities, to provide a foundation for me. My dad used to say, ‘Don’t ever let school get in the way of your education,’ which has stayed with me. Their dedication taught me the value of grit, sacrifice, and a work ethic. I also think about the balance between work and family. There’s often guilt around missing your kids’ games or events, but my parents couldn’t be present at everything either. They worked hard to provide and to do well in their jobs. I remind myself of that fact with my own kids. Seeing me passionate and committed about what I am doing is just as important, if not more important, than being at every single event. **Categories:** News **Tags:** automotive, Automotive Industry, Katie Macaddino, Leaders who drive automotive, Leadership, Lithia & Driveway --- ### [Leaders who drive automotive: Julie David](https://ennisco.com/leaders-who-drive-automotive-julie-david/) **Published:** December 9, 2025 **Author:** Comms Team **Content:** As a former VP at Stellantis and now an executive coach and mentor, Julie David has a dual perspective on what makes great leadership. She advises leaders to make time to reflect, listen and observe what is happening around them, and to always show humanity and humility. Interview: Lynda Ennis ***You began your career as a graduate trainee and went on to hold senior global leadership roles in automotive. Could you talk about your career journey, including how you started and the key experiences that shaped you as a leader?*** I began my career in the aerospace and defence industry as a sponsored undergraduate business studies student. This opportunity allowed me to work on fascinating international defence contracts. However, I eventually realised I was more drawn to businesses that were more aligned with the culture I wanted to be part of after graduating. Reflecting on my journey, I was fortunate to graduate at a time when there were greater opportunities to explore different career paths. I came across an intriguing advert in The Times recruitment pages – yes, I’m that old – which piqued my interest. The advert was for a graduate traineeship and although it didn’t disclose the brand or sector, it turned out to be the start of my automotive career at Ford Motor Company, where I joined their fast-track programme for graduates with prior work experience. The Ford programme was instrumental in giving me a comprehensive understanding of all aspects of the retail and franchise business model. I believe all graduates entering the automotive sector today would benefit greatly from a similar grounding. I followed a traditional path of climbing the corporate ladder within national sales company roles, but I also took sideways moves that broadened my experience. These later proved invaluable in enabling me to step into senior leadership roles. I deliberately sought opportunities to move between brands, taking on less glamorous or more complex functions and teams that needed turning around. My time at Volkswagen Group provided multiple opportunities in this regard, and I’ve had similar opportunities in many different brands and group functions. Finding a business that allows you to grow in both breadth and depth of experience can be super helpful in supporting one’s personal growth. Some of the key experiences that shaped me as a leader came from encountering significant cultural changes when moving into new positions. Navigating challenging business behaviours and dealing with senior leaders who did not always welcome constructive challenge strengthened my resolve and confidence. I learned never to be afraid to challenge in the right way, to persist in influencing the right outcomes, to protect my teams so they could focus on their priorities, and to be accountable and dependable as a leader who values human decency alongside business performance. Transitioning to a global position allowed me to work with, and within, many different regions and countries. This was particularly significant at a time when China was rapidly launching challenger brands. I highly recommend this route to others as it broadens one’s perspective on optimising business models and processes in a complex geopolitical world where customer expectations and leadership styles vary greatly. Understanding and responding to international trade laws and tariffs has become increasingly important in recent years, as has the ability to grow a truly global brand while recognising the importance of local differences. My early forties were also a transformative period. I spent time consulting and collaborating with a range of public and private-sector service organisations outside of automotive. Working alongside some of the lowest-paid yet most compassionate individuals in medical and funeral settings – and seeking to understand their patient and client experiences to share with their senior leadership teams in order to facilitate improvements across their business – was deeply humbling and profoundly impactful. This exposure stretched my capabilities and provided essential new perspectives that I continue to carry forward in my career. One of the most insightful activities that I have always done and also promoted to my teams and colleagues is to continually appraise your own business and that of your competitors as a customer. Mystery-shopping other businesses, or looking at your own business on a regular basis with your eyes and ears really open to what you might have stopped noticing, can really heighten your awareness of what really matters. Often, just one or a few simple changes can make an exponential difference to a customer’s experience. As much as processes, systems and the physical environment are important in driving efficiencies and creating a brand experience, in almost all instances it is people that make the difference to how someone feels about their experience – the choices that individuals in that business make to show they care about others and are innately proud of their business and their own personal standards. Empowering teams to show up in this way is also critical to their ability to do what they feel is right. ***You joined Stellantis from JLR when it was formed from the merger of PSA & FCA. What key lessons have stayed with you from that experience which may be valuable for other leaders navigating M&A activity?*** The key lesson from the merger experience was recognising that the global senior leadership team faced as much change and challenge personally as the rest of the organisation. While the power struggles at the top could sometimes seem unhelpful, it was essential for us, as leaders in the UK business, to remain focused on what truly mattered for maintaining performance. We needed to identify effective, pragmatic solutions amid the competing demands and cultures of the French, Italian and American leadership teams. My prior global experience proved invaluable in navigating the different communication styles, expectations and decision-making approaches that surfaced in each interaction. I felt it was important to be respectful to the varied opinions about what was the best way of operating rather than assuming they were wrong. It was also important to find compelling ways to offer up our ideas of constructive alternatives that were more relevant to our market to achieve our common goals. I joined Stellantis during the full lockdown in the UK and Europe. At that time, it was quite unusual for a senior leader to be recruited externally and not already be a known quantity within the business. This situation provided an important learning experience, teaching me how to build trust and credibility remotely, both with my internal team and with the franchise network, during those first crucial months. It reinforced the importance of clear communication, consistent engagement and demonstrating reliability and support, even when face-to-face interactions were limited. While remote working has since become far more common, albeit not so extreme as during our lockdown experiences, I would encourage leaders and their teams to ensure they don’t allow it to somehow diminish business behaviours or the ability to lead effective meetings. People also need to be respectful of our most precious commodity of time. ***As an executive coach, you now help other leaders to grow. What are the most common challenges you see leaders facing today, and how do you help them navigate those challenges? What makes a successful leader stand out today?*** The most common challenges I see leaders facing today include decision-making paralysis, lack of confidence in their choices, dysfunctional remote teams, ineffective communication and difficulty leading with clarity and purpose toward a shared, attainable goal where everyone understands their role in achieving it. Many organisations are overwhelmed with data yet fail to extract meaningful insight from it. This often leaves leaders waiting for more information before deciding or acting, resulting in hesitation and stagnation; missing opportunities to grow or make critical changes that are timebound for their business. New board members, in particular, often struggle to make a meaningful impact or influence their peers. They need to see their role as extending beyond their functional responsibilities, contributing to strategic direction and overall organisational outcomes. The ability to understand operational complexity while operating at a strategic level remains rare but is one of the most valuable skills a leader can possess today, particularly when stepping up into a C-suite role. In my coaching practice, I help leaders reflect on how they ‘show up’ each day – how they manage the shadow they cast as leaders, how they navigate their packed schedules and how they explore alternative ways to influence outcomes outside standard meeting structures. I work with them on managing conflict, turning around dysfunctional teams, delegating more effectively and being more thoughtful and intentional in their interactions with both their teams and their boards. One surprising and consistent observation is how many leaders, men as well as women, experience imposter syndrome. I coach senior men and women in roughly equal numbers, and while women tend to open up about their worries and vulnerabilities earlier in the coaching relationship, my male clients at chair or board level often express similar doubts about their decisions and the weight of their responsibilities. If leaders could view imposter syndrome as a natural trait among highly motivated individuals striving for excellence, they might see it as a useful self-check to find a helpful positive coping technique rather than a weakness to fear. I often compare it to the nerves we feel before public speaking. No matter how confident we appear, it’s a sign that we care and want to perform at our best. Ultimately, the most crucial behaviours often missing from busy leadership routines are pausing to reflect, listening and noticing what’s happening around them, asking powerful, thought-provoking questions, staying curious and showing humanity and humility. These are the same principles I bring to my work as an executive coach. However, unlike in leadership, my role as a coach is intentionally less directive and more about creating the space for others to find their own answers. ***You mention on LinkedIn about how embracing diversity across gender, ethnicity, disability and age can bring value to businesses. In particular, you talk about connecting younger and older generations in the workplace. What responsibility do you think today’s leaders have in making some of these changes?*** Today’s leaders have a responsibility to lead by example and to build teams that reflect a truly diverse mix of thinkers and perspectives, always prioritising meritocracy alongside the many facets of diversity that continue to challenge organisations. The most effective environments are those where inclusive and sustainable ways of working become second nature across the organisation, rather than one-off initiatives introduced in response to a poor engagement score or disappointing business results. Leaders can actively encourage diversity by ensuring that everyone has an equal voice and feels genuinely heard. Mixing teams to collaborate on cross-functional initiatives, listening from the bottom up through skip-level meetings, implementing reverse mentoring, investing in talent programmes and giving equal weight to the employee and customer experience are all practical ways to foster connection, understanding and inclusion. When these practices are embedded into everyday behaviours, decision-making and leadership priorities, they help bridge generational gaps and create workplaces where all employees feel valued and empowered. These are the hallmarks of organisations that genuinely integrate diversity into their culture, rather than treating it as a compliance exercise or a box-ticking activity. I have noticed a recent increase amongst my clients of leaders who, when joining a new team or board, are told to repress their individual style or personality and conform to the collective culture. This probably says more about the individual offering this observation, and it ignores the fact that diversity of thinking and background can enhance rather than detract from the overall success of the team. Recruiting people who conform to one’s own style can be more comfortable but, in my experience, teams are far more successful when a range of styles work together in a complementary way. ***You’ve mentioned taking a new approach to your professional life by being more purposeful. What does success as a leader look like for you today, and how has that definition evolved over time? What do you hope to achieve through your career, both personally and professionally, and how do you encourage other leaders to define success for themselves?*** For me, success as a leader has always been about making a meaningful difference and having a positive, progressive impact on the people I work with, both internally and externally. Over time, as I’ve grown older, wiser and more experienced, I’ve become more discerning and confident in the choices I make about what I take on and who I work with. I now focus my energy and efforts where they can add the greatest value, which is why I describe my approach as being more purposeful. In my current role as an executive coach, mentor and adviser, I support leaders as they navigate both the challenges and opportunities in their roles and careers. I aim to be a discreet, trusted and supportive partner, helping them reflect, make informed decisions and develop their own definitions of success. I share helpful insights, knowledge and reflections with those who seek more guidance from me as a mentor or adviser if that is what serves my client the best. Ultimately, success for me now is about enabling others to thrive and achieve their potential, while fostering leadership that is thoughtful, intentional and impactful – leadership that leaves a lasting, positive imprint on the people, teams and organisations they serve. Today, I am far more confident in being true to myself and to the things that create joy and satisfaction in my life; while ensuring I stay true to my values. ***Looking back on your career, what advice would you give to leaders who are stepping into senior roles today? What do you see as the most important skills and qualities for leaders to possess in order to succeed? How do you feel leadership is evolving, and what mindsets or habits have served you best throughout your own career?*** In my view, modern leadership should focus on the ‘how’ rather than just the ‘what’ and ‘by when’. Achieving performance at the expense of exhausted, demotivated teams who are afraid to challenge ideas or raise concerns is not sustainable. Leaders need to create environments where people feel safe to speak up, share different perspectives and innovate, while still driving strong results. Balancing accountability with empathy and support is key to building resilient, high-performing teams. The best leaders of the future will be those who demonstrate and reward excellent business behaviours alongside performance outcomes. They will lead with quiet confidence, listen more than they speak, communicate clearly and consistently, nurture their teams and talent and remain engaged with their customers’ evolving needs. Being self-aware, adaptable and approachable will be just as critical as technical or commercial expertise as these qualities create a culture of trust, collaboration and sustainable success. Recruiting based on attitude as much as aptitude, and treating everyone with equal respect – from the apprentice technician to the chairman or investor – has been a mindset that has consistently served me well throughout my career. This approach not only strengthens teams and relationships but also fosters a culture of fairness, accountability and mutual respect that endures through change, challenge and growth. I believe there is no place for dominant egos or poor emotional intelligence in modern leadership for today and the future. ***LE: Who have been your most influential mentors or leaders throughout your career, and what made them so impactful? Are there particular leadership habits, philosophies, or approaches that you have carried forward from them into your own style? How have these influences shaped the way you lead, make decisions, and support others in your professional journey?*** My dad has been by far the most influential mentor in my life. He is the most generous person I know, both in time and wisdom. Coming from humble beginnings and helping others achieve so much, he has always been the person I turn to for advice or to discuss options in both my professional and personal life. Interestingly, from a multi-generational perspective, I have often consulted my sons as they have grown into young adults about certain decisions and major life changes. Considering different generational perspectives and consulting with your family when your professional life can have such an impact on home life is incredibly helpful, given that we are all managing a blend of our personal and professional lives. This, in turn, has encouraged my sons to be more open to my support when it comes to their own decision-making – something that can often be a barrier as a parent, regardless of the experience we might have been able to offer. If I can be even half the person my dad has been to me in this regard throughout their adult lives, that would be a very humbling achievement. In terms of professional mentoring, I do think I would have benefited from having a senior business mentor earlier in my career, and I now encourage others to find someone they trust for the long term. That said, I have benefited greatly from close, long-standing colleagues and friends who have followed similar career paths, particularly from my time at Ford and Volkswagen Group. Along with some senior women I have been fortunate to network with outside the automotive sector, they remain my go-to sources for encouragement, perspective and validation of my career choices. Over time, I have learned what kind of leader I want to be by appreciating the best qualities in others and consciously avoiding the aggressive or ineffective traits I have observed. My philosophy has remained constant: be kind and generous in spirit and with your time, treat everyone with respect, listen and notice, be relentlessly persistent, never give up and believe that anything is possible. These principles continue to guide how I lead, coach and interact with others today. **Categories:** News **Tags:** automotive, Automotive Industry, Julie David, Leaders who drive automotive, Leadership, Stellantis --- ### [Leaders who drive automotive: Adam Chamberlain](https://ennisco.com/leaders-who-drive-automotive-adam-chamberlain/) **Published:** December 2, 2025 **Author:** Comms Team **Content:** **Adam Chamberlain**, President and CEO of Mercedes-Benz USA, has built his career through steady, intentional progression rather than quick leaps. He tells Al Clarke about the pivotal experiences that shaped his leadership across global markets and why adaptability and developing people remain central to long-term success. ***You’ve worked with some amazing automotive brands and maintained steady progression throughout your career. Can you talk me through your journey and your route into the industry? Did you know you wanted to become CEO one day?*** I never really dreamt of being a CEO. I’ve always believed that there are certain trigger points in life that determine who you become. I came from a humble background, and I quickly figured out I’d have to work hard to do anything in life. I was always a car guy – I used to wash cars when I was about 13 or 14 to earn a bit of pocket money, so that passion for cars was always there. When I was at Sheffield Hallam University studying International Business, the third year was a full-year internship with a German company. Everyone else was desperate to get other placements, but I noticed VW was last on the list, so I waited – and ended up being the last person and taking the last spot. That’s how I ended up doing a year-long internship in Wolfsburg in 1994, and that’s really when I became a car guy for good. After university, I actually ran a bar and restaurant for a while because graduate recruitment was difficult in that economic environment, but eventually I joined Volkswagen and stayed there for 17 years. I went in through a graduate management scheme, and after that, every job I had just seemed to come naturally – I never really applied for roles. I worked hard, made a plan for success, and people would ask me if I’d consider moving into new opportunities. It all just happened in that way. There have been a few pivotal moments throughout my career. Joining the Volkswagen Board of Management as Head of Luxury Cars was a big one – it was the first time I wasn’t just part of the team but operating at a leadership level. That required a different kind of mindset – not about being superior, but about using emotional intelligence to lead effectively. Another defining moment was moving to Ireland in 2009, during a really tough economic period. The total market had contracted by about 65 percent, and I had to redefine the brand and reinvent myself in that environment. Then in 2016, I moved to America – it was a highly desirable job, but in a market roughly 8 X bigger than the UK, so again I had to evolve and become a new version of myself. Throughout my career, I’ve had to balance emotional intelligence with business acumen, and while I didn’t always set out to reinvent myself in a professional context, circumstances often required it. ***Did you ever have moments of doubt when stepping into bigger roles or moving between major brands? Some leaders say they weren’t sure they were ready but took the chance because others believed in them, while others felt it was the right time. How was it for you?*** In all honesty, if someone says they never get pre-match nerves – or whatever you wish to call it – I’m not sure they’re being completely honest with themselves. I actually think its healthy. It keeps you grounded and makes you more intentional about your actions. Those nerves drive you to consciously and subconsciously develop a real game plan for how you’re going to approach your first 60, 90, or 100 days in a new role. When I jumped into leading operations for the largest retailer group in North America, there were a lot of faces looking at me, wondering what I was going to teach them about retail. You definitely feel that weight of expectation, but again, it makes you more deliberate about what you do and how you do it. It forces you to be really intentional about your game plan for success, when people are paying the closest attention. And that’s especially true because leadership in a retail environment is very different from leadership in a brand or manufacturer sales company. They’re both automotive, of course, but they move at completely different paces and require different styles of leadership. ***Reflecting on your experience, how do leadership roles differ across retail, OEMs, and National Sales Companies? They’re all part of the same value chain but operate differently – how has that diversity shaped your leadership style, and would you encourage future leaders to gain experience across these areas?*** In the OEM roles, my focus was predominantly on sales and marketing. You’re typically looking at mid-term planning – developing a strategic roadmap and setting milestones along the way, whether those are sales numbers, network strategy, service and parts performance, or customer satisfaction targets. You always have a game plan. Of course, you have to deliver your monthly sales, but really, you’re working on a rolling three-, six-, nine-, or twelve-month horizon. You set the tone and direction, but ultimately the results are delivered by teams who don’t work directly for you – they’re independent businesses with their own cultures and leadership styles. So, in that environment, your leadership is about influence – appealing to the masses and encouraging the right behaviours without direct control. Dealer operations, on the other hand, is completely different. It’s immediate, fast-moving, and you have to be ready to change course constantly. At Lithia, we used to say “fail fast” – learn to identify mistakes quickly, adjust, and move on. There used to be this old-school mentality that changing direction showed weakness, that once you’d set a plan, you had to stick to it. But in today’s volatile and uncertain world, you have to adapt quickly – and in retail, that can mean changing direction daily if needed. No two days are ever the same. You might walk into the office expecting a normal day and be hit with something completely unexpected – an HR or customer issue. That’s just the nature of retail – it’s immediate and unpredictable. My role in that kind of environment was to lead with composure, to help people act boldly and make quick decisions, and to empower them to make the right calls in front of the customer. That’s really the key difference — as a leader in retail, you have to create the confidence and culture where people can act decisively, because the pace of the business demands it. ***You’ve stepped in both sides of the camp, in retail and in OEM environments. Do you think that’s an important part of a career journey – to see both sides of the coin?*** I think in a senior leadership role within an OEM, it’s absolutely essential to understand operations. If you don’t understand what life is really like in a retail environment, it becomes very difficult to know which skills to use to influence effectively. As I mentioned earlier, in a franchised Network environment, these are people who don’t work directly for you – they’re part of separate businesses, with their own cultures and leadership styles. So, your success depends on your ability to influence behaviour rather than direct it. Having that operational understanding – a really crystal-clear appreciation of what it’s like on the ground – helps you identify the right strategies and apply them effectively. It’s what allows you to connect with people, gain credibility, and ultimately win their trust. My time at Lithia reinforced that; I hadn’t been there five minutes before I realised just how critical that operational insight was to lead successfully. ***Having recently stepped into your first CEO role, those first few months are often the most critical. How did you prepare for the transition, and what advice would you give to leaders stepping into their first few months in the top job?*** As I said earlier, I’m a big believer in having a clear 100-day plan. One of the key things for me was to get out and meet all of the leaders as quickly as possible – to visit the dealerships, spend time with the teams, and make sure people understood who I was and what my leadership values were. At the same time, it was just as important for me to understand them – to see how they worked, what motivated them, and what challenges they faced. I also spent quite a bit of time in Stuttgart at Mercedes-Benz headquarters. I spent several weeks there intensively, meeting the leadership team, seeing the incredible product pipeline and making sure I was fully integrated and contributing at that level. When it comes to leadership across different regions, people often talk about the UK and the US being “two nations divided by a common language.” It’s a bit of a joke, but there’s truth in it. Fundamentally, I don’t think the leadership difference is that huge. I’ve also worked a lot with Germany, and I actually think UK consumer behaviour is much closer to the American consumer than to the rest of Europe. Even back in the early 2010s, when you looked at things like iPhone adoption rates, the UK was far ahead of continental Europe and much more aligned with the US. What makes the US unique, though, is the sheer scale. It’s almost like fifty different countries in one – each with its own franchise laws, cultural norms, legal frameworks, and even climate conditions that directly affect product preferences. For example, in the Northeast, you’d never sell a car without all-season tyres, heated seats, and a heated steering wheel. In the South, it’s the complete opposite – people want lighter interiors, and ventilated seats. So as a leader, there’s a lot to take in – you have to understand not just the team dynamic but also the regional differences that shape customer needs. That’s why visibility and engagement are so important. In the UK, you can get from London to Birmingham in a couple of hours, but in the US, if I need to be in Los Angeles, it’s a five-hour flight and a three-hour time difference. You’re still expected to pack in the same level of engagement, but the logistics are very different. ***You strike me as someone who values fitness. Is that an important part of staying energised, focused, and able to lead effectively? Is it something you consciously maintain?*** I do like to make sure I get some physical activity every day. For example, if I have an early meeting – like one on Thursday at 5:30 a.m. with Germany – I’ll get up and go to the gym around 4 a.m. The gym typically opens around 3 or 4 o’clock in the morning, so I’ll do something light, maybe a 5K run, some stretching, or a bit of weights. On other days, it might just be a long walk with the dog, especially if it’s a super early meeting. I find it gives me great headspace, helps me manage my time, and allows me to think clearly about my priorities. ***You’ve mentioned on LinkedIn that Mercedes-Benz USA is where you learned “the power of innovation rooted in heritage” and saw firsthand how a “brand can shape culture.” How does Mercedes-Benz achieve that balance between preserving its heritage and driving innovation?*** Mercedes-Benz of course invented the automobile, and the next year will mark our 140th anniversary, which gives you a real sense of the brand’s legacy. At the same time, we ensure that our products are always leading-edge in terms of safety, technology, and innovation for today’s consumer. So, the brand is built not just on history but on delivering products that are cutting-edge and meaningful in the present. As a leader within the organisation, it’s about leveraging that heritage authentically. For example, here in North America, as you walk into our building, we have one of the very first motor cars we produced. Another example is Pebble Beach Concours d’Elegance, a major event that attracts car lovers from all over the world. This year, on our brand terrace, we showcased AMG models, Maybach models, and classic Mercedes-Benz cars from the 1940s through to today. So, you could see a 68 280 Pagoda alongside a 2025 SL 63 — very few brands can authentically demonstrate that breadth of history and innovation together. We even had the Stirling Moss ’72 racing car. It’s about reinforcing the brand through real, tangible products that carry both heritage and relevance, and that authenticity resonates with people. ***You’ve no doubt worked with and observed a number of influential leaders across your career. Who has had the greatest impact on your own leadership style?*** I’ve certainly been very fortunate to work for some amazing leaders throughout my career, but I’ve also worked for some really poor leaders. You learn a lot from those experiences too – seeing how their behaviours or traits can undermine a business plan or create a negative environment really reinforces the kind of leadership you never want to see or replicate. For where I am now, I would credit my former boss at Mercedes-Benz, Gary Savage, as being pivotal. I worked with him in the early 2000s at Audi, and then he appointed me to Mercedes-Benz in 2013. He was a perfect example of effective leadership – his ability to focus on what matters, bring the team along in a fast-paced environment, and declutter complex topics to create a clear plan for success was remarkable. I was part of the journey when we grew sales from 91,000 cars in 2012 to about 178,000 cars – phenomenal growth. Gary was also voted CEO of the Year twice by the automotive press during that decade, which was well-deserved. I was also fortunate early on at Volkswagen, when they put me into my first management role in 2005, to have a personal coach, Simon Scott, who has since become a close friend. He helped me develop key aspects of leadership as well. Overall, I feel very lucky to have had those two individuals – both a direct mentor and a coach – supporting my career. Within a large group like Volkswagen, they do provide management development, but as you move up the pyramid, you often have to find your own “elbow room” to grow and make an impact. ***Looking back on your career, what advice would you give to leaders moving up that pyramid today? What skills would you say are most important for senior leaders to possess? Do you think leadership styles are changing?*** I think in today’s world we’ve probably seen more change in the last three or four years than in the previous 15. Looking at my career, a few things really stand out to me. Agility – the ability to flex and pivot – is critical. Just because something looked great yesterday doesn’t mean it’s the right approach today, and you can’t be afraid to change direction quickly. Authenticity is also hugely important. People are always watching, often silently, to see if you truly walk the talk. Those who talk but don’t follow through lose credibility very quickly. Alongside agility and authenticity, delivering results remains essential. You can make bold, audacious plans, but you have to galvanise your team to achieve extraordinary outcomes. Those three elements – agility, authenticity, and delivery – really stick out to me as fundamental leadership behaviours. For someone starting out today, I think the same core principles still apply. The difference now is the pace of technological change. Leaders need to be fully aware and engaged with new technology, whether it’s cloud-based software or AI. You can’t afford to be a follower; you need to adopt and leverage technology proactively. Technology becomes an additional layer alongside agility, authenticity, and the ability to pivot. For example, we’ve been exploring AI in our business, the efficiency and speed it brings are fascinating. The fundamentals of leadership remain the same, but the tools and speed of change have intensified. **Categories:** News **Tags:** Adam Chamberlain, automotive, Automotive Industry, CEO, Leaders who drive automotive, Leadership, Mercedes-Benz USA --- ### [Leaders who drive automotive: John Veichmanis](https://ennisco.com/leaders-who-drive-automotive-john-veichmanis/) **Published:** November 28, 2025 **Author:** Comms Team **Content:** **John Veichmanis**, CEO of Carwow, sees growing momentum for innovation and experimentation across the automotive sector. He tells Lynda Ennis, Co-founder and CEO of Ennis & Co Group, that cultural openness and a willingness to take calculated risks will be essential qualities for future automotive leaders. ***You became CEO of Carwow after leadership roles across global businesses such as Expedia and Farfetch, and you’ve now been at the forefront of scaling one of Europe’s leading automotive marketplaces. Could you take us through your career journey?*** I think a lot of it was down to luck at the beginning. I studied for a marketing degree and got a call from my university to say they were looking for a marketing graduate to help build their first website. As it turned out, none of my other classmates received the call. The role gave me the opportunity to work online before anyone else and it gave me a real taste for staying ahead of the game, constantly learning and exploring. That early experience gave me confidence to try new things and springboard to interesting jobs. I’ve always been interested in technology. At university, I learned to code, build databases and work with HTML and Perl. While I’m not an engineer, I developed an appreciation for technology, which led me to spend most of my career in consumer tech companies. I moved to London and was headhunted by Apple to run their online store in Europe, managing the third-party accessory business and I worked on the launch of the iPhone in 2007. It was a role I could hardly have dreamed of, but I suppose curiosity and pushing myself to learn is what really helped me land these opportunities. ***Was your career path planned? Did you intentionally map out the organisations you wanted to work for? And how many moves across different roles or companies did it take before you progressed upwards?*** Broadly, yes – it was intentional. I’ve always chosen companies that were reshaping how products and services are built and consumed online. Apple is a good example, and I joined Skype when it was still a new concept because I was curious to see if it would work. My focus has always been on businesses leveraging major shifts in consumer behaviour and product interaction. I’d wanted to be a CEO since childhood. By the time I moved to Farfetch in 2015, I was running marketing at Expedia and had achieved strong results, but I felt a growing desire to help build something from the ground up. Joining Farfetch, which was then still relatively small, was deliberate. I wanted hands-on experience scaling a business and broadening my perspective across different functions before moving into a CEO role. What’s really helped me as a CEO is understanding how teams connect. Leading effectively requires empathy and appreciation for how different areas of the business intersect. At Expedia, where we were expanding rapidly, I was inspired by the CEO’s ability to keep teams aligned – his grasp of interdependencies was remarkable. I draw on those lessons every day. I worked across several verticals before joining automotive – travel, consumer tech, fashion – and while each had its own nuances, the fundamentals of building great teams and products are remarkably consistent. At Farfetch, I didn’t have a personal passion for luxury fashion but developed a real appreciation for it. I’ve always loved cars, so moving into automotive felt like coming home. Even as a consumer, I had some understanding of the automotive industry, but the openness and generosity of partners – manufacturers and dealers alike – has been incredible. There’s a level of collaboration in automotive that you don’t always see elsewhere, and I really value that. Plus, getting to test some of the cars is a definite perk. ***Carwow operates across multiple countries and serves diverse markets, each with its own customer expectations and business cultures. How do you adapt your leadership style to succeed in such varied contexts?*** For me, listening is the most important aspect of leadership – listening to learn and to understand. Much of my career has been international, and working with people from different markets and cultures has been one of the most valuable learning experiences. For future leaders, this is even more critical. A CEO provides strategy, direction and conviction. It’s now relatively straightforward to prepare an attractive slide pack, but creating a sense of belief in the strategy is the real challenge. Global awareness and foresight are essential, and trends in other markets often influence local decisions. That’s why I spend time travelling, meeting partners and customers worldwide, observing opportunities and threats and bringing those insights back to guide the team. Leadership is also about storytelling – communicating experiences in a way that connects, informs and inspires. An international perspective only makes those stories richer and more thought-provoking, enhancing your ability to lead effectively. ***Carwow has transformed how people buy and sell cars. From your perspective, what role does leadership play in driving large-scale change in such a traditional industry?*** I think the first point for me is that change – in any business, in any category – is inevitable. It’s both an opportunity and a threat. As a leader, the first step is being clear on our destination over the next five years and understanding what’s within our control. We can only control the controllables. Next, it’s essential to communicate the sequence and rationale behind our actions to the team. Explaining why we’re doing certain things, and in which order, helps avoid the sense of rushing or reacting. Essentially, we’re saying, “We expect the market to look like X, Y, and Z in five years, so we’re going to focus on this set of priorities now”. Change can bring short-term pain, with benefits not immediately visible. Leaders must help the team step back, see the long-term picture and understand that current challenges are anticipated parts of a larger plan. The biggest risk in transformation is losing confidence in the mission. Leadership in these moments is about reinforcing conviction and resilience, showing the team that while some challenges were unexpected, the strategy can absorb them. When people understand the logic, sequence, and destination, they’re more likely to stay focused and confident. ***You’ve come from a marketing background, and we don’t often see CMOs stepping into CEO roles. Why do you think that is? What strengths do you think marketing leaders bring?*** I’m really pleased to see more marketers stepping up into big leadership roles. Ultimately, marketing is a social science. It’s all about understanding people, both internally and externally. That connection is so important. If you go back to the basics of being a CEO, you’re fundamentally a people manager, and I think marketers are naturally strong in that space. They’re used to working cross-functionally, leading large, complex teams and bringing together very different disciplines. Many of the skills that make a great CEO – communication, collaboration and clarity – are the same ones that great marketers develop throughout their careers. I’ve spent most of my career in performance marketing, so I’ve always been close to the numbers. You’re constantly accountable for measurable outcomes, which gives you strong commercial grounding and P&L literacy. I’m very comfortable talking to investors about performance and financials because of that background. Beyond the numbers, storytelling is such an important leadership skill. As a young marketer, I could stand up and present, but I probably lacked a bit of conviction and energy. To become a CMO, you have to be phenomenal at storytelling – not just in building campaigns but in articulating a clear, inspiring narrative for your people. People want clarity and context, but they also need to feel excited about where the business is going. Storytelling isn’t about making stuff up. It’s about being clear, energetic and enthusiastic about what you’re collectively trying to achieve. Marketers, by nature, are well placed to do that, and I think that’s why we’ll continue to see more of them progressing into CEO roles. ***LE: The industry is evolving rapidly with EV adoption, new ownership models and digital-first retailing. What leadership qualities do you think will be most critical for the next generation of leaders in automotive?*** I think cultural openness and a willingness to take calculated risks will be essential. Being adaptable, curious and alert to disruption is key. You need to have one foot in the areas where change is happening, or at least enough exposure to respond quickly. Healthy scepticism is fine, but not at the expense of progress. Resilience, though, is probably the most important quality of all. As a CEO, you want your teams to innovate, and that means some ideas won’t work. When things fail, the responsibility ultimately sits with you, and that tests your nerve. You have to stay calm, hold your conviction and keep moving forward. The reality is that being a CEO involves a huge amount of unseen work: reading, thinking, connecting dots across teams and making big calls. You can’t fit that into a neat seven-hour day, and you always need to be visible and accessible. So, for me, the essential leadership traits are resilience, discipline and openness to change. ***Carwow has achieved exceptional growth, with revenue up 55% in 2024 and ambitions to break through the £100m barrier. How do you balance delivering commercial performance with staying true to the company’s purpose and values?*** I actually think the two are completely connected. The way we think about our culture at Carwow is that we are very deliberately a growth business. We’re in a hurry because we’re in a unique position: there’s no other marketplace like Carwow in Europe, and we want to be number one in our category. That pace, that sense of urgency, is built into our values – the way we think and the way we hire. So, for me, culture and commercial growth go hand in hand. We set that expectation very clearly from the start. When I talk to people, I’ll say, ‘The business is growing quickly, and that creates new opportunities for everyone – new roles, new challenges, chances to try new things. That’s one of the biggest perks of being here. But it’s hard work and agility is critical as the business can pivot quickly based on performance. If the culture is set up that way from day one, right from the interview process, people know what they’re signing up for, whether they are in a junior or senior role. We’re a fast-moving, high-growth business, and it’s not for everyone. Growth companies can look shiny and exciting from the outside, and they *are*, but they’re also demanding. We’re clear about that because it’s part of who we are. ***Throughout your career, you’ve worked alongside some highly influential leaders. Who has had the biggest impact on your leadership style?*** My boss at Apple had a huge impact on me. He took a risk in hiring me, and I was always massively grateful for that. He saw my natural curiosity and energy to join Apple, and he became probably the best coach I’ve ever had. He really invested in my career – not just as a manager, but as a coach. That made such a difference, and it inspired me to go the extra mile for him. It taught me a lot about the power of investing time and trust in people. I also really enjoyed watching Dara Khosrowshahi operate when I was at Expedia. The business was growing rapidly and was incredibly complex – truly global in scale – and his depth of insight was extraordinary. The way he could line everything up across such a vast organisation was like watching someone conduct an orchestra. That’s ultimately what the role of a CEO is about: bringing all the different parts together, in sync, to deliver something cohesive. His attention to detail and precision was remarkable, and it was genuinely inspiring to watch and learn from that. ***LE: What are some of your priorities as a leader? What does a successful leader look like to you?*** One of the nice things about being a CEO in a venture capital environment is that you get to spend a lot of time with other CEOs, which I find hugely valuable. It gives you the chance to talk through challenges, compare approaches and share ideas. I’ve learned the most from leaders who spend a lot of time listening, and who have the generosity to share their learnings and perspectives openly. From my experience, leaders in the US are particularly good at this. They’re much more inclined to talk to peers across industries, to document what they’ve learned and to share that knowledge more systematically, not just over informal chats. I’ve taken a lot from that approach, and I’ve realised how important it is to make the effort to engage in those kinds of exchanges. Being a CEO can be lonely at times, but spending time with others who are equally immersed in similar challenges really helps. I try to connect with people who share similar values, as well as those who bring completely different perspectives. Both are valuable in different ways. Most CEOs are incredibly generous with their time, particularly when it comes to helping others progress into senior leadership. That’s something I’ve become really passionate about – supporting and developing the next generation of leaders and helping them navigate their own journeys towards becoming CEOs. ***You have a strong tech background. What’s the next big thing we should all be paying attention to, and how do you see it changing the way we work?*** The obvious answer is AI, but I don’t think most people are taking it as seriously as they should. If you use a computer for work, the next 3 years will be hugely transformative. I genuinely believe we’re about to see the biggest shift in white-collar work we’ve ever experienced. Too often, AI is seen as something only the engineering team handles, but everyone in an organisation, whatever their role, should be exploring how to use these tools to improve their contribution. With the right tools, everyone can perform at an exceptionally high level. There is a flip side, though. Limited access to these technologies could widen inequality, so leaders need to ensure fair access and help people adapt. Many people’s first reaction to AI is fear. I see it even among students worried about their future roles. Our responsibility is to help people embrace the opportunities AI brings rather than fear them, and to make sure everyone can use these tools to reach their full potential. **Categories:** News **Tags:** automotive, Automotive Industry, Carwow, CEO, John Veichmanis, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Toby Poston](https://ennisco.com/leaders-who-drive-automotive-toby-poston/) **Published:** November 25, 2025 **Author:** Comms Team **Content:** One day he is the public voice of an automotive sector; the next he is helping entry-level employees solve problems. **Toby Poston**, CEO of the BVRLA, talks to **Al Clarke**, Chairman of the Ennis & Co Advisory Group, about the different sides to leading a trade association and his unusual pathway to the top job. ***AL CLARKE: What was your ambition when you started your career? Did you aspire to a leadership position from the very beginning?*** TOBY POSTON: If I’m honest, I would say I was not particularly ambitious as a child. I didn’t have any big ideas about status or money or people reporting to me, but I was very lucky because, from my early teens, I had a clear idea about the job that I wanted to do. I was an avid reader, a confident and quick writer and a nosy bugger, and, after watching correspondents reporting on the TV news, I remember thinking that I’d be good at that. From that moment, my aspiration was simple. I wanted to be a journalist. I knew it was a competitive environment, and I didn’t have any journalistic contacts, so I just had to apply myself to getting into the industry. After graduating with a history degree, I did some work experience, got a place on the postgraduate diploma course at the Cardiff School of Journalism and ended up securing my first job as a trade journalist before even finishing the course. I spent the next five or six years writing about either road transport or technology, and I absolutely loved it. I took to the job like a duck to water, and I’ll go so far as to say that I was good at it. I just felt grateful to be in a role where I could excel. ***AC: Being a journalist is in many ways a solitary profession where you’re often operating as a lone wolf hunting stories. So how did you move from that to becoming a leader of a team?*** TP: I guess it was a combination of luck and just being a pushy so-and-so. Even in those early days as a trade journalist, I found myself pushing for promotion on the basis that I was quick, I was reliable, and I was getting some great stories. After four years in the role, I had my first taste of leadership when I was given the opportunity to launch and edit my own magazine and manage a small team, which gave me even more confidence because it showed I had the trust of my bosses. After being made redundant in 2001, I thought about doing more of the same in a different trade magazine but realised that I needed to push myself out of my comfort zone. I applied successfully for a news editing job with Ariel, the BBC’s weekly internal staff newspaper, which was the start of six years at the BBC. After a year at Ariel, I became a business editor and producer working across different channels and later a reporter and editor for BBC News Online. I was still ambitious, but trying to progress in a huge, global organisation like the BBC is not easy. The talent pool is massive, and there are a lot of incumbent people who aren’t going anywhere because a job at the BBC is seen as the top of the profession. It was a period of my career where I had to get used to the fact that merit on its own is not always enough and that sometimes you have to go sideways to go forward. I started to question whether I really had the patience to keep pushing to get where I wanted to be. My circumstances then changed when my wife and I had twins. I was increasingly fed up with working unsociable hours for not very much financial reward, and so I took the decision to leave the BBC and cross over from journalism into public relations. After a short period as a freelance PR consultant, I joined the BVRLA as Head of PR and Media in 2008. Again, I was very lucky. I hesitate to say it, but the organisation was a bit sleepy when I joined it. It was a small trade body for a particular niche of the automotive sector that really didn’t have a huge amount going on, and I was lucky to be bringing a skill set that was all about telling stories and communicating what was going on in the world. I also arrived at the start of a period of unprecedented technological, economic, political and regulatory turbulence in the automotive industry, and so I was fortunate to have the opportunity to ride that wave. My journalistic skills and experience helped me progress because I was used to dealing with turbulence. Working in a 24-hour newsroom, every day was different, and every hour was different. I was also in an environment where I was having to monitor and pick up information, analyse it, dissect it and then deliver it back to a certain audience at scale very rapidly. Applying this to the BVRLA, I had all the experience and confidence I needed to respond to the turbulence. I just had to make sure I had the right resources internally and the right support to do the job. ***AC: A trade association is obviously a very different environment from the media. As you progressed within the BVRLA, were you conscious of gaps in your skill set? If so, how did you address them?*** TP: One of the areas I definitely needed to develop was my emotional intelligence. When you’re a journalist, you can hide behind your press credentials or the media organisation you’re working for, whereas when you’re working with members, you need to be a lot better at listening. You need to listen with open ears rather than just listening to the parts you want for your news story. You need to show empathy and be patient and concentrate on building coalitions. Being patient was the area where I struggled most early on because I was used to having immediate deadlines and then moving on to the next thing. When you’re working for a trade association, you have to learn that some projects or campaigns might take two or three years to come to fruition, and sometimes you need to compromise for the greater good. Although we live in a fast-moving world in terms of the changes that are taking place in the industry, we as a trade association need to be robust in terms of our internal processes. We’re run with the input of committees; we need a mandate from our members to do things. In many cases, we can’t do anything until we have a consensus, so you can only move as fast as your slowest member. On the commercial side, I never needed any commercial skills as a journalist. You’re there to be objective in your reporting, and the idea of being commercial is anathema to that. Having said that, I did have a bit of a commercial background because my father owned his own business, and, in my school holidays, I used to help out in various functions such as purchasing, accounts, bought ledger and sales. Given the fact that half of our members are small businesses, I therefore had a natural affiliation and understanding of what makes small businesses tick. As a journalist, I’d also written about how big organisations work, so I had some knowledge of the corporate world. What really had a big impact on my career was being sent on the Advanced Management Programme at Henley Business School 12 years ago. The course was described as a micro-MBA, and it proved a game-changer for me because it opened me up to traditional management and business theory that I’d never been exposed to before. It taught me about emotional intelligence, it helped me understand my management profile, and it gave me the confidence to look outwards beyond my PR and communications specialism. I’d always thought that I would stay in my communications channel and maybe end up as a Director of Comms or a Director of Corporate Affairs, but doing the course made me realise that there was a route to the top and I had the potential to get there. Another course that I did two years ago was also a phenomenal experience. It was on the language of leadership at the Royal Academy of Dramatic Arts, and I spent three days way outside my comfort zone singing, dancing and performing with a bunch of actors. It was all about learning how to use your voice and body and to control your breathing, and it really helped me complete the last part of the journey to leadership. As a leader, you can find yourself in the spotlight with all eyes and ears on you, and how you perform can make all the difference. Doing the course gave me the confidence to be comfortable in that kind of situation. That was the final piece of the jigsaw for me. ***AC: To summarise your career at BVRLA, you arrived from outside the industry, and you were given opportunities for coaching and professional development that carried you all the way to the top. Would you say that pathway is still available within trade associations?*** TP: I think it depends on your board. From what I hear, the boards of some trade associations approach recruitment with quite a predetermined, almost blinkered view of who the right person should be, whether it’s a finance person, a turnaround specialist or whatever. Like any business, trade associations find themselves in different situations with different requirements. They might be looking for a CEO just to carry on the great work of the previous incumbent, or they might be looking for someone to lead a transformation who can make tough decisions. They might be an organisation that has solid underpinnings but just needs some fresh thinking to give it a creative reboot. In my case, I think my appointment was a combination of needing to sustain success, which I had contributed to in my previous roles, and having a people person with empathy and emotional intelligence who could tell a better story to members. Fortunately, I was able to persuade the board that I had the credentials for the job. ***AC: You’ve talked about the leadership skills that you’ve developed from your early days working in the family business and then as you climbed the ladder in the BVRLA. Do you think those skills would have prepared you to be a CEO of any organisation, or are they specific to a trade association?*** TP: The BVRLA has 36 employees and a turnover of just over £4 million, so we’re an SME. I’ve never managed more than 36 people, and I haven’t come up through the finance side, so if I’m realistic, it’s unlikely I would be equipped to lead a much larger organisation. Having said that, and as I pointed out in my interview for the CEO role, being a trade association person means that one day you are representing an industry and speaking like an industry boss, and the next day you’re rolling up your sleeves and helping people in your SME solve issues who are at entry level. It’s a strange contrast, and you have to pivot from one aspect of the job to the other. ***AC: How do you develop people in this turbulent climate where there is constant change in terms of technology, legislation and all the elements that go with it?*** TP: It’s really tricky. We’ve definitely found that in certain areas, particularly our lobbying and the campaigning and regulatory part of our business, it’s harder to recruit good people and keep them. I think that’s mainly because the pressure is so intense, and it’s getting tougher every year. Things are so fast-moving, and the expectations are so high to support the members and deliver change. One of the things we’ve tried hard to do is to develop operating models that we can plug our new recruits into to ensure continuity – a kind of tried and tested blueprint that sets how we lobby and how we engage in campaigning. At the same time, we have to make sure that their job is not automatic or machine-like. Within the modus operandi that we set for them; we try to give them the freedom to do their job in their own style and bring their own personality and creativity to it. Like most trade associations, we are all about the people working in the organisation, and 75% of our operating cost is people. We live and die by the quality of our people, so we have to pay more than the average business, and we have to get our recruitment right. ***AC: Do you see any gaps in the skills of people coming through?*** TP: I’d say the most common gap is the ability to write for different audiences in different circumstances, which is probably just a symptom of how society has changed in terms of the decline of long-form writing, people reading fewer books and the rise of social media where people communicate more in the vernacular. Alongside that, I also see gaps in the ability to handle data and use it effectively to produce insights or metrics. That is an ongoing challenge, and it’s an area where we struggle to find people with the right skills. Because trade bodies are there to serve a sector, we don’t tend to attract the cut-throat commercial leaders of this world because they know they are not going to get the pay or the excitement they are looking for. The people we attract are more likely to be team players who are motivated by being part of a group and moving in a common direction. We need those kinds of people, but we also need creative people and commercially minded doers who are prepared to make a decision and stand by it. Fortunately, we’ve had some success in recruiting those types of people in the past year, and it has made us realise what we’ve been missing. ***AC: In some large automotive organisations, it’s seen as a strength if future leaders spend time in different functions to broaden their skill base. Is this also true in a trade association environment?*** TP: I can definitely see the advantages, but we don’t have a lot of it. I know it’s very common in larger organisations, but you don’t tend to see it in organisations like ours because we’re just too busy to be able to rotate people into different departments. We do have a cross-functional team working on particular projects, but we’ve never had a programme where someone from our training team spends a year in our dispute resolution team or in our communications team. It would be wonderful to try, but to be honest, we just don’t have the bandwidth. ***AC: If you look back on your career to date, is there a piece of advice you wish you’d received earlier on in your career?*** TP: I was very naïve in the early part of my career. I thought that if I was good at something, I would get noticed and would progress naturally. I was in a fortunate position where that did happen in the first part of my career when I was working as a trade journalist, but it definitely didn’t happen at the BBC. What I learnt is that you must take responsibility for yourself and your career. You can’t just sit back, and hope things will happen, particularly if you’re working for a larger organisation. You need to develop sharper elbows – not in a negative sense of undermining the people you work with but by being proactive, whether that’s through networking, gaining experience in other functions or finding ways to highlight the good work you’re doing. I think that is even more important now than it was when I was starting out in the 1990s and 2000s because the world is so much more competitive. ***AC: Who has inspired you during your career, and what impact did they have?*** TP: I was inspired by a teacher at my school and also my second editor when I was a trade journalist. In both cases, it came from the praise they gave me. They took the time to recognise when I’d done a good job or had tried hard. Praise can be so powerful, and I try to apply that to the way I manage my team. I’ll point out when they’ve got things wrong, but I’m a great believer in the maxim that people remember criticisms far more than praise, so I’ll try to give as much positive praise as I can, but always in an authentic way. **Categories:** News **Tags:** automotive, Automotive Industry, BVRLA, CEO, Leaders who drive automotive, Leadership, Toby Poston --- ### [Leaders who drive automotive: Paul Philpott](https://ennisco.com/leaders-who-drive-automotive-paul-philpott/) **Published:** November 21, 2025 **Author:** Comms Team **Content:** **Paul Philpott,** President and CEO of Kia UK, has seen his organisation grow by sales volume in 16 of the last 18 years since he first joined the company. He tells **Al Clarke,** Chairman of the Ennis & Co Advisory Group, the secret is to build sustained progression with achievable milestones, not dash for high volume. **AL CLARKE: When you set out on your career, did you have a big idea about what you wanted to do?** **PAUL PHILPOTT:** No, I was a 22-year-old, wet-behind-the-ears graduate who had studied finance at Loughborough and didn’t know what to do for a career. The only thing I knew was that I didn’t want to be an accountant. I applied to several different organisations, and at the ‘milk round’, I came across Ford Motor Company, who were recruiting for their sales and marketing graduate trainee scheme. I thought it looked interesting, applied successfully to join the scheme and have been in the automotive industry ever since. **AC: After joining the industry, did you just go with the flow, or did you decide that you really liked it and wanted to stick with it?** **PP:** I think the automotive industry is very difficult to leave. One of the good things about our wonderful business is that everyone’s got a view about it, and if you say you work in the automotive industry, it’s always an interesting topic of conversation. That keeps people pretty loyal to it. I’ve been blessed with the opportunities that have been put before me, and I’ve been lucky with the ones that I said ‘yes’ to and the ones that I didn’t say ‘yes’ to. There have been a couple of times in my last 37 years when I’ve been approached about roles outside the industry. I’ve thought about it but have always come round to the realisation that my knowledge and experience in a very dynamic industry sector are worth an awful lot. It would take something quite special to take me away from that. **AC: You took a blue-chip route in your early career, first with Ford and then with Toyota. Was it a conscious decision to work for big, multinational organisations?** **PP:** I joined the Ford graduate scheme straight out of university in 1988, and this proved a fantastic training ground. There were some great people at Ford at the time, and I learnt from them every day. Ford was big enough back then to provide so many different opportunities for young graduates, and in the nine years I was there, I did eight different roles in sales and marketing. That gave me a strong foundation to build on later in my career. I’m sure I would have had a good career if I’d stayed with Ford, but, at a certain point, I was approached by Toyota. They had just moved from being an independent distributorship in the UK under Inchcape to being Toyota Motor Corporation-owned, and they were looking for further growth. As the market leader, I guess Ford was there to be shot at. In the nine years that I was with Ford, it was clear there was no growth potential for the business coming from such a high base. We had a 30% market share when I joined, but it was less when I left, and it’s a lot less now. The opportunity to join an organisation that had growth potential, as Toyota (GB) had back in 1997, was therefore very attractive. It was also a bigger role in a slightly smaller organisation and, like Ford, had UK production, which was interesting as well. Ultimately, though, it was their big growth ambitions that persuaded me to jump ship. Whenever opportunities are presented to you, you should always take them seriously. You need to do your due diligence to make sure they’re going to be good for you for the right reasons and focus on the opportunities that are going to give you a broader experience and develop you as a leader. **AC: Obviously, Ford no longer has the same footprint that it once had. Do you think it’s still possible to follow the same pathway in terms of the broad range of opportunities you were given as a graduate trainee during your nine years in the company?** **PP:** I can think of plenty of examples in our company where young managers have joined after three, four- or five-years’ experience with another brand who are seeking a new opportunity. Likewise, we lose people to other brands, which is always a sad moment. Back in the 1980s, Ford was obviously a dominant organisation with a 30% market share that just doesn’t exist anymore. Even the market leader, Volkswagen, has something south of 10%. Nowadays, you would probably have to consider more moves in your career to gain the breadth of experience I got at Ford. Having said that, with the amalgamation of brands into large groups, there are likely to be opportunities to move easily across different brands. Automotive is still a great career for bright, young graduates, and, absolutely, there are very good opportunities for career development and breadth of experience. The difference is that you probably have to be a bit more nimble now than when I was starting my career. **AC: After rising through the ranks of Toyota (GB) to become Commercial Director, you joined Kia Motors UK as Managing Director. You were still very young at the time. Did you feel you were ready for such a senior role, or was it more a case of being brave and stepping into the unknown?** **PP:** No, I wasn’t ready, but it was all part of my career journey. Looking back, what persuaded me to leave the world’s biggest car manufacturer to join Kia UK back in 2007 was the opportunity to be a bigger fish in a smaller pond and to take on a true leadership role that was highly entrepreneurial. The company was pretty small then and a bit broken. We had high staff turnover, high dealer turnover and were a poorly perceived brand. It was about pushing supply rather than creating demand. But there were three things that attracted me to Kia back then. One, we’d just opened a new state-of-the-art manufacturing plant in Slovakia, our first European plant. It was a billion-euro investment, so there was a clear commitment to future growth. Secondly, the company had just produced the first car out of that Slovakian plant, which was the first-generation Ceed, designed and developed for Europe only. It was backed by a seven-year manufacturer’s warranty, which was pretty much unique in the industry and was a clear demonstration of the belief Kia had in its quality of manufacturing and its quality of products. That really helped with the whole journey that we’ve been on in terms of convincing customers to consider a new brand. Thirdly, Kia had just recruited a new global head of design from Audi, whom I met before I joined the company. He had been given a blank sheet of paper and told to go make car design an integral part of the Kia brand – to make it attractive and desirable. Taken together, those three things were powerful attractions, along with the challenge of heading up a business that I knew wasn’t in good shape. I knew it was going to be a bit of a baptism of fire when I got there, but my first three months at Kia UK were probably the most challenging of my 37 years in the automotive industry. Everywhere you looked, there was trouble, and the immediate task was just to steady the ship. Then it was about giving some belief to the people there who still had faith in the future of Kia, having been through a succession of different senior management teams – putting together an easy to understand growth strategy and a vision for people to believe in. Someone I worked for at Ford said to me that if you’re leading an organisation, always think about your body language because the whole organisation will be looking at you. Don’t arrive in the morning with your head down, a glum expression and looking like you’re carrying the weight of the world on your shoulders. Even if that’s how you are genuinely feeling, don’t show it, because people will start worrying about the future of their jobs and whether they should be looking for another job elsewhere. If you’re feeling under pressure on the drive to work, take a moment in the car park and give yourself a talking-to. Tell yourself that things may be tough, but you can do it. Then walk into the office with your head held high. If you can do that, people will recognise your positivity and run with you. Since those difficult early months, that’s something I’ve always taken forward during my whole time at Kia. **AC: What you’re talking about is resilience. How do you build that when you’re in a situation like the one you’ve described when you first joined Kia?** **PP:** It helps to have a supportive family around you. When I joined Kia, I had a four-year-old and a two-year-old, so it was good to have that diversion and experience different challenges at home. It’s also about having a few trusted right-hand people around you. Although I inherited a senior team, I brought in a trusted director from Toyota and another from Ford, and they became my right-hand men. I don’t think any leader can do it on their own. You need the right people around who, particularly in those tough times, can help build you back up again and remind you that things are so much better than they were before. Throughout my career, I’ve learnt the importance of having good people around you in senior roles to help keep all the troops running in the same direction**.** **AC: You have worked in American, Japanese and Korean organisations. How different is the leadership style between each of them, and what is your advice for people to succeed within internationally owned organisations?** **PP:** They were very different, and if you visited New York, Tokyo and Seoul today, you would feel the cultural differences. Kia is a South Korean company, and that’s where the ownership sits. You have to respect the company, its culture, its roots and its beliefs. There were some big differences between American management, Japanese management and South Korean management at the time that I experienced them, though I can’t comment on whether those differences persist to this day. What I can say is that as a young, naïve graduate at Ford in the late ‘80s, I found that I had to be on the front foot because the culture was a bit ‘he who shouts loudest gets heard’. At Toyota in the late ‘90s, the Japanese culture was very different, and there was a lot of consideration before decisions were made. Only when there was a consensus was a decision taken, which often took a long time. But, once a decision was made, it was final, and there was complete alignment behind it. The Koreans are different again. There’s more urgency about what South Korean companies want to achieve, and they’ve been very successful at it. There is probably a greater readiness to make the odd mistake along the way, so long as they learn from it. I’ve seen Kia develop from quite an immature, Korea-centric organisation back in 2007 into a business that is part of the third biggest global manufacturer in the world today – the Hyundai Motor Group. I’ve seen the Korean culture develop very rapidly into what it is today, and I’m delighted to have been part of it. **AC: In between your MD role and being promoted to President and CEO of Kia Motors UK, you spent three years in Frankfurt as Chief Operating Officer of Kia Motors Europe. How important do you think it is in today’s environment that would-be automotive leaders gain some experience of working abroad?** **PP:** Having got Kia UK onto a growth path, I was lucky to be given the opportunity to move to Frankfurt as COO from 2009 to 2012 at a time when Europe was starting to grow. The experience I gained there of how both the European head office and the headquarters in Seoul operate was really valuable. When you’re running a single-market organisation, what’s important is the people around you, the dealer network and your customers. What’s important in a European head office is the relationship upwards and the relationship with your markets. You have far fewer relationships, but your influence within those relationships is key. Not only did it give me an understanding of how the global organisation fitted together, but it’s also helped me to share best practice with other markets across Europe. In that sense, although I’ve been working as the CEO of Kia UK for the past 13 years, I feel I’ve had an indirect influence on the growth of Kia in other markets. **AC: Kia has been on quite a journey from challenger brand to leader. Those are two very different animals in terms of mindset. As a leader, how were you able to sustain your team on that journey from one mentality to the other?** **PP:** It’s all about going step by step, delivering sustainable and progressive growth. In our industry, it’s very easy to grow significantly over the next year, as some of the new entrants are finding. It’s quite an open market, and you can go in, establish yourself and grow very quickly. Sustaining it for two, three and four years is a completely different set of challenges. One of the things I’m most proud of is that since I joined Kia 18 years ago, we have grown as a business every year except for two years. We couldn’t maintain growth in 2011 because it was the year after the scrappage bonanza, and the pandemic meant we went backwards in 2020. But in every other year, sales have grown incrementally. To me, the lesson is clear. Don’t take people on a journey that promises we will be market leaders tomorrow because that simply isn’t going to happen. Instead, we have taken them on a journey that says, ‘We want to be looking a bit like this in five years’ time.’ The targets that you set cannot be too hard and fast because if you start to fall behind, it can lead to wrong behaviours that do not deliver sustainable growth. When I came back from Europe in 2012 to take over the CEO role, I established the ‘magic 100,000’ vision, which was a target of selling 100,000 new cars a year, though I never committed to a year when we would do it. At that stage, we were selling about 65,000 units, so a fair amount of growth was needed to get there. We finally got to 100,000 units in 2022. Since then, we’ve had further growth in 2023 and 2024, and we will grow again in 2025. Achieving progressive growth is about setting milestones that people believe in and putting simple steps in place so that people can understand their role. What are they going to do? How do we take the dealers with us? How do we take the customers with us? We’ve faced issues such as Brexit and Covid that we couldn’t have foreseen when I returned to the UK in 2012, and we’ve faced uncertainty over electrification. It’s therefore about setting a clear direction for growth, breaking it down into five-year chunks, having clear annual landmarks and making sure that everything you do in the current year keeps half an eye on next year and the year after. One of the reasons I’m still at Kia is that there is a lot of growth potential for the brand, and what we are doing today has a solid foundation. That’s very exciting. **AC: What, if any, are the gaps you see in future leaders who aspire to your level? What are the common things they need to learn to make the step up?** **PP:** Studying finance at university has been very useful to me. I’ve never worked in finance, but having an appreciation of how the financials of the organisation work has been key. I think having experience across the different functions of the automotive industry is also important. If there is an issue with service capacity, for example, you are able to understand the reasons and how to guide people in a certain direction to resolve it. The other thing I would say is, as you get further up within an organisation and become the leader, don’t always look for quick fixes. Have the self-confidence to believe that you are going to be there some time. Some organisations really suffer from too fast a turnover of their leaders. A new leader comes in, they take the first year to assess what’s going on, they make a load of changes in the second year, and in the third year they’re looking for their next promotion somewhere else in the world. Actually, all they have to do is report good numbers to the global head office to get their next job. Having changed brands just three times in 37 years, I’ve learnt the value of building for the long term and not being too urgent. We develop our products on a six-year change cycle, so if I were to have any influence over our future product cycle, it’s at least three years away. **AC: We live in a world now where there is a lot more self-promotion and where a perception has perhaps taken hold that if you stay in a role for more than two years, you’re getting stale. How do you persuade people that it’s better to build a solid progression instead of being in a hurry to move on?** **PP:** It comes down to what you want out of your job at different times of your career. Having been at Toyota, then Kia UK and then working for Kia Europe in Germany, I had reached a stage in life where I wanted some continuity. When I returned from Germany at the age of 45, I knew I would be working for the next 20 years, and I wanted to build something that would be a legacy. I wanted to be able to say that I took something that was really small to being four times as big by the time I retired. That was my personal motivation. There are some people who aspire to global careers and are happy to jump from job to job, but that wasn’t for me. **AC: Who have been your most significant mentors or inspirations? What was it about them that made them memorable?** **PP:** I don’t think I would single out any individual from my professional life. I’ve worked with some fantastic managers and built my leadership style on the good things I’ve seen demonstrated and the not-so-good things that I’ve tried to avoid. One person outside my career who has been a positive influence has been Baroness Tanni Grey-Thompson – not that I know her very well these days. In my final year at Loughborough University, I was president of my hall of residence, and I remember Tanni arriving as a fresher. Since then, I’ve always followed her career with great interest – her triumphs as a Paralympic athlete, her disability advocacy, her charity work, her role as a TV pundit and her political life in the House of Lords. From humble beginnings, the influence she has had has been dramatic. She didn’t need to go outside the country to ‘go global’. She’s had a huge influence on people by staying in the UK, and I find her story compelling. **Categories:** News **Tags:** automotive, Automotive Industry, CEO, Kia UK, Leaders who drive automotive, Leadership, Paul Philpott, President --- ### [Leaders who drive automotive: Matthew Wrigley](https://ennisco.com/leaders-who-drive-automotive-matthew-wrigley/) **Published:** November 19, 2025 **Author:** Comms Team **Content:** **Matthew Wrigley,** Chief Marketing Officer of Lithia UK, was told by an early mentor to listen to people and never stop learning, and he follows that advice to this day. He tells **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, that emotional intelligence is the key to great leadership. ***Lynda Ennis: You have what I would call a traditional marketing background, but obviously marketing has changed considerably since you began. Tell me about those early days of your career.*** **Matthew Wrigley:** I became interested in marketing when I was studying for a business studies degree at university in the mid-90s, though marketing then was very different from what it is today. We were still on the cusp of the digital era, and I don’t think I even had a mobile phone at the time. When I was looking for jobs, I remember waiting for the Sunday paper to come out and scouring the job listings. I would then drive to businesses to drop off a printout of my CV and ask for a chat about the job they were advertising. One of the jobs I spotted was a Marketing Executive role at a car dealership, Hartwell Bath. After visiting the site and meeting the General Manager, I was offered the job. Although I had plenty of theoretical knowledge about marketing, I had no practical experience whatsoever. The GM, who was a quintessential, old-school English gentleman, turned out to be a great influence on my career. Instead of throwing me into the marketing deep end, he put me into different parts of the business to learn how everything was done, which was a great foundation. I worked in all areas of the business while simultaneously building up my marketing work. I will always remember him telling me not to underestimate the power of my youth. I had no ties or risks to worry about, and there was nothing I couldn’t do. I just had to say yes to everything, listen to people without being judgemental, learn as much as I could and then do my own thing. I’ve followed that advice ever since. Two and a half years later, I left to join a marketing agency, which again was an important stepping stone in my development. I always say to anyone starting in marketing that they should go and work in an agency because you learn more in a short period of time about all the different elements of marketing than you would working for a brand. The agency experience gives you all the rocket fuel you need. One of the key things I learnt at the marketing agency was attention to detail, which is something I don’t see as much of today – people have become reliant on digital channels and the art of stopping and using your own judgement seems to have fallen down the pecking order. I used to do the Auto Trader ads, reviewing bromides before everything moved online, checking them against a long list of cars before sending them off to be printed. If I got anything wrong, there was no way of changing it. In the online world, you can correct mistakes instantaneously, and I think that has resulted in people paying less attention to detail. That’s one of my bugbears. I worked for three marketing agencies but was keen to return to the client side, and I got the opportunity in 2003 while working with Mercedes-Benz Retail Group and discovering that they were looking for a smart Brand Manager. The business was a good hybrid of retail with OEM backing, and so I got to learn all about the Retail and OEM world at the same time. As Brand Manager for smart, I was essentially left to my own devices and spent a lot of time asking General Managers to explain how certain things worked because I didn’t know the answers. This gave me a spectrum of views to which I could then apply my own thoughts. ***LE: Over the next 13 years, you progressed from Brand Manager to become Group Marketing and CRM Director before being headhunted to join Jardine Motors Group as Group Marketing and Innovations Director. Following JMG’s acquisition by Lithia, you now hold the position of Chief Marketing Officer for Lithia UK. Tell me about how your leadership skills have evolved as you have risen in seniority.*** **MW:** For me, leadership isn’t about being the leader or boss. It is about listening to everyone, irrespective of who they are and what their role is. Everyone can have a view, and everyone can make an impact. I suppose what I’ve developed over time is a better understanding of where people’s views can add value and how you can collectively move things forward. Going back to the early advice the GM of the Hartwell dealership gave me, I feel the learning never stops, and I’ve always wanted to understand different aspects of the business. Although I’m classically trained in marketing, I’ve done other things such as training and development, customer service and contact centres – things that would not normally fall into the realm of marketing. I guess they all track back to the customer, and what I have always enjoyed most is the retail aspect. It is in retail where you are closest to the customer and where things have to be done with agility and at pace. ***LE: The retail world is obviously going through a lot of transformation, whether it is acquisitions of retail groups, changing attitudes of customers as to how they want to consume mobility, new retail models or new technologies. Marketing is at the coalface of all these changes, particularly with the advent of AI, so how do you make sure you keep up with the transformation in terms of your marketing strategies?*** **MW:** It all comes back to customers. There are still pretty much the same number of customers around; it’s just that there are different models to service them. There are different ways to deal with this, but my approach is to split the team into two elements. I have an operational excellence team who deal directly with the OEMs to make sure we’re adhering to the brand and how they work. Then I have subject expertise that overlays everything with responsibility for digital, CRM, data, customer service, internal communications and design. Separating these elements means, for example, that I have experts in the digital team who can focus on AI while the operational teams keep the cogs moving in terms of OEM requirements, the activities of disruptors or aggregators and what’s happening in the different industry bodies. Our digital team have implemented a clever layer that will integrate everything across the different platforms, whether it’s the CRM system, the website or whatever is being used at a store level. Strategically, that means we’re in control of our own destiny. We have all the data in the background of our own systems, and we’re not relying on the various manufacturer systems – 35 of them in our case. It also means that we can look at the data that goes across all the brands and take all of that learning together. ***LE: To do that effectively, you need a high-performing, multi-skilled team. How do you motivate and energise your team, and what are you doing to anticipate the next generation of skills that you are going to need in this environment?*** **MW:** I always say that you can teach marketing because a lot of it is straightforward, but I can’t teach attitude. For that reason, I’ve asked the team to recruit on attitude, which makes the training part so much easier. I’m a firm believer in investing in the team’s training, and obviously we keep up to date with developments and where we need to be as a marketing team. It’s also about making sure that the team are agile enough so that we can move them around into different areas such as customer services, marketing and data to make them more rounded as individuals which provides engagement and also opportunity for everyone. ***LE: In your career, you have experienced an OEM-owned retail group, the transformation of a retail group to a premium position, and recently its sale and expansion under American ownership. You must have experienced very different styles of leadership. What style of leadership behaviours have you seen, and what are the things you learnt from them?*** **MW:** I’ve learnt that no-one is wrong and that there isn’t a definitively right or wrong way of dealing with things. I just take the good bits from each of the leadership styles I’ve encountered. In the world of Mercedes-Benz, for example, I learnt the importance of structure and process whilst Jardine taught me how to operate in a matrix style organisation and environment. The thing that I like about our current culture is the notion of the inverted pyramid. The most important people are the customers, and whilst everyone is important the most important employees are those who are closest to the customers. You then work your way through the inverted pyramid until you get to the chief executive It works because everyone understands that we’re working collectively to drive power to the people who are closest to the customer and therefore servicing the customer to the best of our abilities. That’s what defines success. You’re responding to your customers’ needs, you’ve got experts in the right areas to do that, and you’re listening. The listening piece is crucial, and it doesn’t work if you don’t have humility. It’s never going to work if I go into the office and just tell people exactly how to do the marketing strategy. You need to be agile enough to say, ‘Okay, that’s working to about 80%, but if I tweak that by 5%, that will really work for the people at the top of the pyramid.’ One of the key challenges for a new business that has only been in existence for 18 months has been bringing together the two cultures. Neither culture was right or wrong, however people were used to doing things in a certain way, and no one really likes to change or compromise. In the marketing team, we ensure that everyone has a voice and everyone can be heard. Every month, I will sit down with a random selection of team members and invite them to provide feedback on what they think is and isn’t working. One of the positives of bringing together two teams means you can get different ideas and viewpoints on how things are which in turn may take you down a different path. If you step away from the development of a new company / team the challenges facing us are the same across the industry. We’ve got commission disclosure and redress schemes being announced, we’ve got the government changing the way company car schemes work, and we’ve got the electric mandate to deal with, and all the complexities that go with it on top of the running of a profitable automotive retailer. Part of the enjoyment of my job is that there is always something different to deal with in this industry, and you have to be able to react to it in a fresh way. You can’t just rely on how you’ve done things in the past. ***LE: Reflecting on your experience, what do you think will be the most effective and relevant elements that prospective marketing leaders need to develop and master? And what advice would you give your younger self?*** **MW:** To be a future marketing leader, I think you must have a great understanding of your customer, your business and its processes, combined with versatility, but, above all, you must have emotional intelligence. This refers back to what I was saying about recruiting on attitude because no matter how good you are at what you do, if you’re not listening to others, then you’re never going to be the best you can be. The advice I would give to my younger self is ‘Don’t be afraid to fail.’ In the early part of my career, I thought failure was just bad, but there came a point when I realised that I actually learnt more from failing. When I talk to my team, I tell them I don’t mind them making mistakes so long as they learn from them because it at least shows they are trying to make things happen rather than just playing it safe. Speed to market is always going to be the thing that wins. If you’re pushing boundaries, then great, but if you’re too far away from those boundaries and too worried about making mistakes, then you’ll always be off the pace. ***LE: You’ve been talking about recruiting on attitude. Is there any advice you would give to young marketers in terms of whether to be a marketing generalist or a specialist? Are there any trends?*** **MW:** The reality is that 90% of people coming out of university have no real idea about what they want to do in their careers, unless they’ve been studying a vocational degree. If you take the approach of learning and listening, then you will work out whether you want to specialise or take the generalist route, though I would say that there is a definite focus towards specialisation in areas such as data and digital. If you want the security of constant employment throughout your career, my advice is you need to be in that digital space because it’s a huge growth area regardless of the chosen industry. Obviously, if your ambition is to be a Chief Marketing Officer, then you need to understand the bigger picture. My job is essentially about strategy, empowering the team and supporting them to break down barriers to achieve what they need to achieve, and you can’t do that unless you understand the wider business. For example, my job goes beyond marketing and integrates with IT to the extent that I’m called ‘Shadow IT’ by our CEO and CTIO. However, you can’t do that kind of integration without understanding how that is going to work at the top level. ***LE: Who has inspired you during your career, and what impact did they have?*** **MW:** I’ve talked about how the GM of Hartwell Bath inspired me at the start of my career, but there are many individuals that have shaped me as an individual or inspired me and they’re not all ‘leaders’, If you reflect on all your interactions, either in the moment or further down the line I think we all would recognise that people have influenced or inspired you at some point in your career and that will continue to happen throughout your journey. ***LE: As someone who has known you a long time, my observation is that what makes you an exceptional leader is that you’re incredibly intelligent, but you don’t have any ego, and you treat people with dignity and respect. The way you take time for people and the way you listen and feed back in a positive way is a rare quality that I’ve only encountered in one or two leaders in my career. I wonder whether your team understands the value of your leadership style.*** **MW:** I can’t answer for the team and would definitely not consider myself intelligent. What I would say is that I follow the same approach that was taught to me by my father, which is to treat people how you would want to be treated and seek first to understand. To give someone time, respect and listen to what they have to say gives you the chance to see an alternative perspective and, if the roles were reversed, is all that I would want. **Categories:** News **Tags:** automotive, Automotive Industry, Chief Marketing Officer, Leaders who drive automotive, Leadership, Lithia UK, Matt Wrigley --- ### [Leaders who drive automotive: James Cameron](https://ennisco.com/leaders-who-drive-automotive-james-cameron/) **Published:** November 11, 2025 **Author:** Comms Team **Content:** **James Cameron,** CEO of armed forces charity Mission Motorsport and advocacy body Mission Community, honed his leadership skills during a 17-year military career before switching to the third sector. He talks to **Al Clarke,** Chairman of the Ennis & Co Advisory Group, about his pathway and the skills that make great leaders. ***AL CLARKE: You’ve covered a lot of ground in your career. Obviously, there’s your 17-year Army career, where you rose to the rank of Major. You’ve worked as a journalist and as a motorsport instructor, you’ve done advocacy work, and now you are a CEO in the third sector. Did you have a set plan about how your career would unfold?*** **JAMES CAMERON:** I don’t think I’ve ever been sufficiently strategic to stand back and think about my life goals. Instead, I’ve just followed the things that I’ve been passionate about. During my military career, I found things that I loved doing, and the same goes for the automotive, which appeals to me on an emotional level. So, passion has been the thing that has guided me rather than having a master plan about being in the Army for a certain period of time and then stepping out and entering the third sector. The common thread in terms of how my career has unfolded is that everything has been about people and taking responsibility for people. In the military context, that is clear and straightforward. People always tend to obsess about kit when they talk about the military, but it’s people who operate the kit, and it’s the people of the armed forces that are really important. The third-sector work that followed my military career was really an extension of that. ***AC: A lot of people who have had high-ranking careers in the military have had successful careers afterwards. What are the elements of military leadership that are most transferable to other areas of life?*** **JC:** Leadership is something that’s talked about a lot in the military, and it’s something that I think other industries really struggle to talk about in the same way. In the military, leadership is formally taught as part of your training. The type of leadership most people associate with the military largely involves shouting and getting people to run up hills in the pouring rain, but there are many more types of leadership than that. You need an entirely different form of leadership when soldiers are on their fifth month of a tour in Helmand and they’re thinking about home. The idea that you can get people to do what you want them to do just by shouting at them falls apart the moment you go on operations. Instead, you’ve got to help an individual to understand why you want them to behave in a certain way and for them to see it and believe in it to the point that they do it of their own volition. You need people to behave in a certain way without necessarily having to tell them what to do every step of the way. It’s about helping people to understand the purpose of what they’re doing. The military is really good at making sense out of chaos. You turn up in a situation that’s less than ideal; it isn’t what you’ve trained for, and it’s an evolving situation. You’re always under pressure in terms of quantity, quality and logistics because you’ve never got enough of what you want to have, but you just have to get on with the things you need to do. Ultimately, it comes down to how to motivate soldiers. When you look at the United States, there is a lot of flag saluting and singing of the national anthem that goes on in schools, but it’s a different culture in Britain. You can’t motivate soldiers through soaring rhetoric about Britain as a nation. It’s more about doing it for your mates and those around you. Helping everyone understand the part they play in the collective effort and helping them understand why it is important to do things in a certain way is crucial. It’s also important to lead by example because a fundamental aspect of human behaviour is that people will do something for you if they think that you would do the same for them. Those kinds of leadership skills transfer seamlessly into civilian life in terms of helping people to understand the purpose of what they’re doing and taking them on the journey. In my current role, I spend a lot of time trying to motivate volunteers. If you can convince them of the purpose and your personal conviction, and they feel that they are supported by you, it’s amazing the lengths that they will go to in support of the common goal. ***AC: I’m hearing purpose, I’m hearing trust and I’m hearing the ability to deal with pressurised and changing situations, all of which are great leadership skills and traits. But are there any gaps in terms of leadership skills when you move from military to civilian life?*** **JC:** There’s a big culture difference for sure. In the military, you are either actively engaged in operations, or you are training to go on operations. Apart from when you are in a recovery period after intensive training or intensive operational stuff, those are the only two kinds of activities. It’s therefore a bit of a shock when you come out of the military to discover that people are in operations the whole time, though in low-intensity operations where you are less likely to die because of it. For a lot of people, the passion and intensity just aren’t there, and so finding meaning is one of the single biggest challenges when you enter civilian life because you find that some people around them are coasting or free-wheeling – either knowingly or because that’s the way they’ve always seen it done. If there is no sense of common purpose, and you’re used to having that in the military, it’s easy to feel a bit lost. Finding meaning and purpose is really important to service leavers because they’re used to an all-encompassing job in terms of what they do, where they sleep, the people they socialise with and the structure that is around them. To give you an example, if you’re a young man who’s in the Household Cavalry Regiment and who is perhaps on ceremonial duties based in London, you eat, you sleep, you breathe and you work in a way that is unique to being a Household Cavalry soldier. Nobody else lives on the edge of Hyde Park and goes out riding at ridiculous times in the morning. No-one else has to sit on a horse and be an exemplar for the nation by tolerating misbehaving tourists. There isn’t anything like that in the civilian world and there isn’t a civilian job anywhere that is so unusual and extraordinary. Anyone who is stepping out of that all-enveloping environment and looking for civilian employment is always going to face a big culture shock. To a certain extent, a lot of people who leave the services have an almost unrealistic expectation of civilian employment and think they will find a job that will be just as encompassing and defining as their service career. But leaving the services is also about finding yourself, finding the thing that defines you, as much as it is about finding a job. Whatever we can do to help people make a successful transition will pay off for the business employing them, for the individual and fundamentally for the country. ***AC: If you’re a leader in an automotive organisation who is open to hiring someone with a military background for a leadership position, how would they go about finding a suitable candidate, and what would they need to think about when they’re looking for that person?*** **JC:** The first thing I would do is look in the places that we’ve already paid for as taxpayers, such as the Career Transition Partnership or Op ASCEND. As a nation, we do actually spend a lot of money on ensuring there are good outcomes for those who have serviced in the forces, along with their families. But there are all sorts of other ways to access ex-military people, and there’s also help available to support you in making recruitment decisions because deciphering a military person’s CV can be really difficult. Even I would struggle to read a Navy CV and know what it means because I don’t understand the ranks. I also get a lot of CVs from ex-forces people who grossly oversimplify or gloss over what they were doing while serving. JLR is an interesting case in point because they were looking to bring people with a military background into leadership roles across the business. Most companies find that they don’t tend to attract job applications from ex-military people because the job descriptions are often written in industry speak, which is intimidating for somebody coming from outside the corporate world. JLR navigated that issue by investing in armed forces community engagement and by recognising and empowering their veterans have developed a reputation for being a forces-friendly company. The lesson is to do more to engage with the armed forces community, even when you’re not hiring. In terms of recruiting the best candidates, you need to look beyond CVs. If it’s written by a recent service leaver, the chances are that it’s the first time they’ve ever produced a CV and the first time they’ve written about themselves in the first person, so it’s unlikely to be a perfectly articulated portrait of themselves. The single best way to get around that is to deal with candidates face to face and have conversations with them. Once you have an armed forces community within your organisation, you can use them to help read military CVs because they speak the same language. ***AC: How successful is the transfer of skills and people in terms of adapting to work beyond the armed forces? Is there any data on whether they stick and succeed? Are there any specific challenges they face that may require support from the business?*** **JC:** I can only talk in generalisations, but people who have served in the forces are used to being on a ladder where there is clarity about where they sit, what the next rung is, what qualifications they need to make the next step up and what the overall pathway looks like for them. What service therefore teaches them is that the route is upwards, and so they see a pathway to progression by sticking with the business. Taking an alternative route by hopping from employer to employer is completely alien to many service candidates because that is simply not what they are used to. They’re much more likely to see progression in terms of remaining in the business rather than stepping outside. Of course, there will be some candidates who struggle to manage the huge cultural change after leaving service for many of the reasons that I’ve already talked about. For people like that, the better the support you give them and the better the community that you can put around them, the more likely they are to succeed. ***AC: It’s interesting to hear about service leavers generally favouring a sequential route to promotion. A number of senior leaders we have spoken to have gone outside their comfort zone and done different things. For example, a head of marketing might move across into operations. The ones who succeed are the ones who are prepared for that leap of faith rather than sticking to what they know best. Is that something that is also familiar in the military?*** **JC:** Heavens, yes. The military is such a broad place, and people can find themselves doing extraordinary things simply because that’s what they’ve been sent to do. You’ve got people like the Household Cavalry soldier at the beginning of their career who I spoke about earlier. Or, at the senior end, I have one friend who is very senior Navy Submariner who for the last 20 or so years has been doing an incredibly critical role around managing Britain’s strategic nuclear deterrent. Officers can often be posted around in different areas of responsibility. It’s possible that in some of the more technical areas, people are more likely to stick with their speciality. For others, there could be a change every two to three years, often involving moving around the country or abroad with family in tow. You are constantly being dropped into jobs where you’re lucky if you get a bit of handover, and you can find yourself spending a year just getting your head around the subject. Just when you’ve got the hang of it, you’ll be posted off to somewhere else. This can drive a certain behaviour, with some people getting itchy feet at the two- or three-year point and seeking a new challenge to give them an opportunity to develop. ***AC: Reflecting on your career, what pivotal moments or decisions have most significantly shaped your leadership style?*** **JC:** There are many and varied. I’m someone who hoovers up information all the time, and I’m at a fortunate point in my career because I get to interact with people who are in senior leadership positions, whether in politics or industry. It’s fascinating because you get to see people’s different leadership styles and how they apply influence in very different ways. Alison Jones, at Stellantis, is an example of one of the people I’ve quietly observed. She’s an empathetic leader who is extremely professional and effective. I’ve seen some incredible leaders in the military, but I’ve also seen some who were getting it incredibly wrong. Equally, in the automotive executive space, there are some extraordinary characters who I really look up to and others who I have little time for. A lot of that comes down to how people deal with people, and I always look at how they treat the least senior person in the room to get a good read on them. Seeing how some people take out their frustrations on the people around them is just beggars’ belief because it’s one of those things that’s so easy to get right if you have a sense of humility. When you see someone react badly to a minor frustration, it makes you wonder whether they can be trusted when things are really difficult and important decisions need to be made. It harks back to what I said earlier about leading by example. ***AC: Who have been your most significant mentors or inspirations in your career? What was it about them which made them memorable?*** I’ve been fortunate to have been helped by a lot of people at all sorts of levels, but I would single out Richard Nugee – a Royal Artillery officer who, by the time I first met him, had risen to the rank of Lieutenant General and was Chief of Defence People. He was effectively the HR director for the entire Ministry of Defence, not just those serving in uniform but the civil service as well. I first encountered him at an event where I was talking about some of our activities at Mission Motorsport, and he said he was interested in what I was saying and invited me to come and see him. We later had a half-hour meeting where he listened to me, asked some genuinely insightful questions and told me about some of his own experiences. He now chairs the Board of Trustees for our Mission Community advocacy arm. For someone so senior to have bumped into someone a lot further down the food chain, made space to listen and then changed the pathway of what he was doing and ultimately the pathway of what we as an organisation were doing is quite exceptional. I’ve had a lot of interactions with people of similar levels of seniority who, if they gave you half an hour of their time, would use it to give their opinions. Richard didn’t do that. He sat and listened to me, and what he did on the back of that meeting was transformational both for me and for the way he set things in motion at the MoD that has led to some of the amazing stuff we do now. **Categories:** News **Tags:** automotive, Automotive Industry, James Cameron, Leaders who drive automotive, Leadership, Mission Community --- ### [Leaders who drive automotive: Mike Hawes](https://ennisco.com/leaders-who-drive-automotive-mike-hawes/) **Published:** November 7, 2025 **Author:** Comms Team **Content:** During his time as CEO of SMMT, **Mike Hawes** has had to contend with Dieselgate, Brexit, Covid and numerous global pressures on the UK automotive industry. He talks to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, about the importance of remaining calm and consistent in a crisis. ***Take me through your career journey in the UK automotive industry. How did you get to where you are today, and were there any pivotal moments along the way? Did you have a clear ambition or plan at the start of your career?*** It was really more by accident than design. I’ve been in my role at SMMT for 12 years now, and I certainly didn’t get it because I was an expert in running a business or because I knew the ins and outs of engineering and designing vehicles. I wasn’t deeply familiar with production either. My background was communications, and has therefore been the main thread of my career in the automotive industry. If I rewind 30 years, I worked for Toyota, Bentley and Volkswagen, and before that in consultancy, focusing on PR and government affairs. Earlier still, I was in the civil service, which gave me some grounding in government affairs and eventually led me into public affairs consultancy. That broadened into PR, but after a few years I realised I wanted to go in-house. In consultancy, you only ever skim the surface, whereas I wanted something deeper. There were a handful of sectors I was interested in, and one of the opportunities that came up was with Toyota. I vividly remember the interview process with Toyota – it was long and tough. At one point, I commented on how lengthy the process was, and they replied, ‘You think it’s difficult getting in? Try getting out.’ And that’s true: once you’re in, people do tend to stay in this industry because they love it, even if they move between roles. For me, it was more serendipity than a pursuit. I always had an interest in cars, partly because I grew up in Australia and New Zealand, where public transport was poor, cars were essential, and when you’re young, you end up buying old ones and learning to look after them yourself. That sparked an interest. Working across the industry, I was mostly on the comms side. During my time at Bentley, however, everyone was based out of one site, and my office was just 50 feet from the start of the production hall. It was a fascinating contrast because sales and marketing people tend to be very different from those in manufacturing. That mix of perspectives is part of the richness of the industry. As to why I gravitated towards communications, it comes down to doing what you enjoy. Communications cuts across so many areas – sales, marketing, operations, and sometimes purchasing when things go wrong – so you do need that breadth of understanding of the business. There’s also the pace of it which I love. Media works incredibly fast, and you have to be able to respond quickly. Engineering was never my path. My son ended up studying astrophysics at university, which still surprises me, while I’ve always been drawn to writing. Writing is at the core of good communications, and you need that skill. On top of that, you need the confidence to talk to audience, who are often looking to catch you out. ***LE: You’ve led in your current role for 12 years, navigating major industry moments like Brexit and Covid. What has been your biggest leadership challenge, and what experiences helped you manage it? What skills will the next generation of senior leaders need?*** **Mike Hawes:** Being a trade association, the biggest leadership challenge I face is managing the diversity of members. Usually there’s alignment but not always, and even within one sector, companies will have different strategies. The task is to hold that together into a coherent industry position. The most difficult situations are often not the ones you’d expect. Brexit, for example, was actually relatively straightforward. As an industry we were overwhelmingly against it, so there was a strong, united position. Harder situations are where opinions are split, such as the early discussions around EV mandates. Some saw them as a huge opportunity, while others thought they threatened their business models. Bringing those views into a position that no-one loves but everyone can live with is the real challenge. Dieselgate was another defining moment. Initially it was seen as a Volkswagen issue, but within a week the media and government narrative became, ‘If one’s doing it, they’re all doing it.’ That created real pressure, and it escalated quickly. We did multiple media interviews, looking to firewall the rest of the industry which, understandably could not engage, four select committee hearings, and hundreds of other engagements. At the first, MPs didn’t really know the questions to ask but by the fourth session they were much more forensic, and that was tough. Still, I found it valuable. It tested us but I hope we kept calm and communicated, supporting the industry through crises. Ultimately, leadership at SMMT is about demonstrating value to members. They fund the organisation, so you have to show you’re reflecting their priorities and earning their subscription every year. One of the things I’ve tried to instil in the team is something of a consultancy mindset – always asking what more we can do for members, how we can strengthen relationships and understand their needs. That constant focus on value and service is critical because, at the end of the day, their support is what keeps the organisation going. ***What attracted you to the SMMT, and how did your previous leadership roles prepare you for it?*** I started at Toyota GB, working in government and corporate affairs. I was then asked to set up Toyota Motor Europe’s office in London, which brought together the manufacturing, sales and marketing companies, and later the finance arm, to improve communication and coordination. From there, I moved to Brussels to continue in corporate affairs at a European level. I loved my time at Toyota. It’s obviously a Japanese company through and through and I enjoyed that immensely. But it operates globally, so the question is whether it will ever be truly international in culture. That’s not a criticism, just a reality. Once you understand the mechanisms, the culture, the processes, they’re very straightforward people to work with. After that came the chance to go to Bentley, which was a natural step, moving from a UK/European role into a global one. The appeal of SMMT was diversification. Car launches, which I’d been involved with, can become a treadmill. Another one comes along every year. Corporate affairs always interested me more because I find it’s more varied. For example, at Bentley during the financial crisis, the plant had to shut down for six weeks. Looking down a production line with no vehicles on it is a sobering sight, and the challenge was how to manage that message. That variety and challenge drew me into this type of work. I already knew my predecessor at SMMT from my time as a member and was aware he’d be moving on, so I understood what would be expected of me. The role is high-profile, which has its swings and roundabouts. It’s not just about government affairs or media relations, it’s also about running the company, managing relationships and setting the tone at CEO level. Reporting to someone else is one thing, but when you step into the leadership role, the responsibility sits squarely with you. My initial plan was to do it for five or six years but every couple of years it seems a crisis comes along. If you don’t enjoy dealing with crises, you’re in the wrong business. Over the years, we’ve dealt with plenty – Brexit, tariffs, Dieselgate and now cyber issues. ***Adapting your leadership style, I would imagine, is most likely part of your DNA at this stage. How do you go about adjusting your approach, whether internally with your team or externally with government and stakeholders?*** Different companies do have different cultures. I’ve worked for British, German, Japanese, and Australian companies, and they all have different ways of working, differing cultures. Like any good sales approach, you have to reflect the position and the environment you’re in. You obviously have to be mindful that you’re always working to the companies – or in my case now – the industry’s interests. When you’re talking to member companies that are competitors, you need to be supportive, but not so supportive that anything you say gives one of them an unfair advantage. You have to be consistent and fair. And with the organisation of the SMMT, you also need to be mindful of anti-trust and competition rules. Any company will have a culture, and that culture tends to reflect its leadership, which will vary depending on national and operational context. You also have to manage people according to the culture they come from, whether that’s sales, marketing or manufacturing as well as being respectful of their personal backgrounds and characteristics. Calmness is absolutely important, particularly when members are facing threats or criticism. They don’t want to see panic; they want to see consistency and support. The key is to navigate things thoughtfully, responsibly and in a way that serves the organisation and its members. ***What are your thoughts on the skills and people side of the industry? How can senior leaders better support skills development, diversity and the preparation of tomorrow’s leaders?*** As I mentioned, a company’s culture reflects the leadership team, and that can vary widely. In this industry, sales and marketing people and manufacturing people can sometimes feel like they’re from different planets. They think and operate differently, and the way you work with them has to reflect that. Years ago, plenty of meetings in the sector would never have got a PG rating because that was the culture then. It’s always been, and always will be a bumpy ride in our industry, so calmness in leadership is important. Take Dieselgate, for example. I was due to travel to Brussels five days after the story broke. I got on the Tube with my phone quiet and by the time I got off 20 minutes later, I had a string of missed calls. The media had completely erupted. In moments like that, you need to stay calm. That’s what people look for in leaders now. The days of shouting and berating people are gone. The industry is full of good people and most will understand the pressures you’re under as long as you’re honest, clear and have a solid basis for your decisions. On the skills and people side, there are definite challenges. We have intakes – apprenticeships, graduate schemes – and that’s vital, because we need young people and we need diversity. But once they’re in, the real challenge is retention. At SMMT, we try to give people opportunities to move within the organisation, though we’re relatively small. Because we sit at the centre of the industry, we often become the pond where others fish for talent, and that’s fine. If someone leaves us to strengthen the wider industry, they go with our best wishes. We’ve grown them, and that’s a good thing. ***What advice would you give to aspiring leaders coming into this industry?*** I would tell them it will be rough at times, but that’s part of the excitement. You have to keep on top of technology, maintain awareness and think laterally about how things are changing. If you came in as an ICE engineer, you can’t stand still. You’ll need to reskill. A good example was when one Brand retrained around a thousand engineers into software roles when there was a shortage. That adaptability is critical. Flexibility is key, as is broad experience. If you want to be a senior leader, you’ll need to understand finance, to be able to read a balance sheet, grasp how sales work, and understand the fundamentals of the business as well as the technology. You also need resilience. That doesn’t just mean being tough. It’s about maintaining your drive and your passion even when the challenges are intense. This industry will likely occupy the majority of your working life, so it’s important to enjoy it. And the truth is, most people really do. ***In 2024 you were awarded an OBE for your services to the automotive industry. What did that recognition mean to you personally and professionally?*** Clearly, these things don’t just happen of themselves. You have to be nominated, and that nomination has to be supported by senior people. This in itself was humbling – to be recognised in that way by peers and leaders in the industry. I’ll be honest, I’ve never been very good at talking about myself. Even when I speak about the industry, I usually do it in the third person – it’s always ‘we’, not ‘I’. You can’t achieve anything in this sector alone and, for me, it was always about collective effort. So, while the OBE was hugely flattering, I really saw it as a reflection of the industry and the people I’ve been fortunate enough to work alongside. When the letter arrived, six weeks in advance, my wife actually opened it first. We didn’t tell the children until the day it was formally announced and, even then, I had to do it on a Teams call and struggled to get the words out. It’s just not in my nature to put myself at the centre of things. The day itself, though, was remarkable – a fabulous experience. What struck me most was being handed the list of honourees for that ceremony, with 80 to 90% of them working in fields such as academia, the NHS and medical research. All of them were making important contributions to society. The number of industry awards was tiny by comparison, and that really brought home what a big deal this was – bigger than I’d perhaps realised at the outset. ***Who has inspired you the most in your career, and how has that shaped your leadership style? How do you, in turn, inspire others, and is there a piece of advice that has stayed with you?*** This is a great question. I think I have to look back at the leaders I’ve had strong relationships with. My first boss, Mike Moran, was a real force of nature, and Graham Smith was another significant influence. There were many Japanese leaders too. Some of my Japanese bosses also shaped my preferred management style. Their approach was very considered, calm and deliberate, carefully evaluating each decision and its implications while being highly supportive of their teams. At Bentley too, there were so many people who guided me through the complexities of that industry, here and abroad, helping shape the style one adopts as one’s own. I’ve also learned a lot from people whose leadership style taught me what *not* to do. Before my automotive days, one particular boss taught me a lot about leadership and operational management mainly because I was determined NOT to do it their way as it was deeply unpleasant, arrogant and aggressive. There are, however, many people I admire deeply in the wider world, of government, media and other related sectors, whose support and professionalism are truly inspirational. ***LE: Looking back on your tenure at SMMT, what do you hope will be the defining hallmark of your leadership? How do you define success and what are your key goals as a leader?*** Reflecting on my career, I’ve definitely had to navigate some very choppy waters. Brexit, Covid and other international pressures have made this period incredibly challenging. I inherited a strong organisation with a good reputation, and I hope I’ve been able to enhance that. Given the reduction in size of the UK automotive industry due to global pressures, my goal has been to ensure that SMMT has done everything possible to safeguard and secure the future of the sector. Personally, I’m conscious of the finite nature of a career. At this stage, when my tenure here ends, it is highly unlikely I would return to a full time corporate HQ role. But I want to use the insights and experience I’ve gained to benefit other companies, keeping my mind active and my interests sated. It’s crucial to stay engaged rather than stopping abruptly. I’ve always been told that stepping away too suddenly, as can happen with athletes or those in high-pressure roles, isn’t ideal and can lead to years of regret. No one wants that. The social and interpersonal aspect is also important. I can’t work from home full time. I enjoy meeting people and engaging face-to-face. While not the biggest extrovert, I value these interactions and the opportunities they bring. I’ve also observed that other societies tend to keep people engaged for longer, drawing on that experience rather than being put out to pasture. I hope to incorporate that into my own future. **Categories:** News **Tags:** automotive, Automotive Industry, Leaders who drive automotive, Leadership, mike hawes, smmt --- ### [Leaders who drive automotive: Mike Flewitt](https://ennisco.com/leaders-who-drive-automotive-mike-flewitt/) **Published:** November 4, 2025 **Author:** Comms Team **Content:** **Mike Flewitt,** former CEO of McLaren Automotive and now a consultant and board chairman, says he has never considered himself the best at anything but has achieved results by harnessing the talents of others. He tells **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group, that leadership is essentially about people. ***You’ve had a remarkable career, from early engineering and operations roles through to becoming CEO of McLaren Automotive, and now chairing boards and advising businesses across automotive, aerospace and technology. Can you walk us through your career journey?*** Looking back, it feels like a long story, but at the time it didn’t. I was fortunate to enjoy almost everything I did. I began as a production operator at Ford in Liverpool, building Escorts. After a year, I joined a three-year training programme to become a foreman or engineer, rotating through different roles while studying engineering. I eventually returned as a foreman and worked my way up to managing the entire body shop, with about 1,000 people producing more than 1,000 cars a day. That period was formative because it was all about managing people. As an operator, I controlled quality and speed myself; as a foreman, I could only influence others. That’s what leadership is about – achieving results through the efforts and abilities of others. It taught me to lead through direction, motivation and coaching. I’ve never thought I was the best at anything, but I’ve always aimed to get the best from my team. I later joined Rolls-Royce and Bentley as Production Director – a very different environment with low-volume, highly skilled teams working in wood, trim, chrome and assembly. After Volkswagen acquired Bentley, I moved to Sweden as Managing Director of a Volvo subsidiary, which was my first general management role. The culture there was less hierarchical and more autonomous, which tested and developed my leadership style. Ironically, Ford then acquired Volvo, bringing me back as European Quality Director in Cologne. I later ran a Turkish subsidiary producing commercial vehicles and managing an engineering centre, where the team delivered strong results even through the 2008 financial crisis. I then moved into a corporate role overseeing manufacturing across Europe, including joint ventures in Russia and Turkey. In 2012, Ron Dennis approached me to become CEO of McLaren Automotive, which had launched just a year earlier. Initially, I said no, because I was running 23 factories producing nearly 9,000 cars a day, but the opportunity was too exciting to turn down. Competing with Ferrari, Lamborghini and Porsche, McLaren’s focus was technology and creating the best driver-focused cars. Between 2012 and 2019, the business grew strongly, and we steered it through Covid to ensure survival. I ‘retired’ in 2021 but soon took on new opportunities. I recently became Chairman of Bonhams Cars, I’m also Chairman of Ricor Automotive. I advise several companies through my consultancy, including Halcyon (EV conversion) and Longbow (lightweight EV sports cars). Across it all, the constant theme has been people and teams. I may not be the best at any one thing, but I can achieve outstanding results with the right people around me. ***Looking back over your career, what has been the biggest challenge you’ve faced as a leader? How has that experience shaped the way you lead today?*** Covid was a shattering experience. It was all about learning how to manage a team and a business to survive when you had no idea where things were going. I’ve always been someone who likes to talk to people, so one of the first things we did was put in place a weekly call with everyone. We did it religiously every Monday morning. I was very honest about what we knew and what we didn’t, explaining decisions around safety, work practices and, when necessary, redundancies. I always tried to make the rationale clear – why it felt like the right decision for the business. My view has always been that if you’re not prepared to explain your actions, you’re probably not doing the right thing. Not everyone will agree, but people need to understand the reasoning behind decisions. During that period, we navigated a rollercoaster: closing the factory, stopping production, restarting under restrictions, borrowing money to survive and eventually bringing in new investors to pay down debt. It was a huge test of resilience and leadership. By the time I left in 2021, the company was solvent and running again. There was still a lot of ground to recover, but I felt we had survived. I’ve met many people since who were affected by redundancies, and they understood why certain decisions were made. That is all you can really ask for in those circumstances. That experience, and others like it, definitely shaped how my leadership style evolved. You can’t avoid challenges as a leader; you have to be robust enough to manage them. The key lessons were about transparency, communication and showing people that you’ve thought things through. It reinforced for me that leadership isn’t about doing everything yourself. It’s about guiding your team through uncertainty and making reasoned decisions while maintaining trust and accountability. ***Today, you chair Bonhams Cars, advise innovative companies and run your own consultancy. How different is leading as a CEO compared to guiding as a chairman or adviser?*** As an adviser, you do have the luxury of making choices. When I retired at the end of 2021, I was comfortable knowing I could survive and didn’t have to work for a living. That meant I could focus on the choices I really wanted to make – working with people I like and respect and taking on projects where I believed I could make a difference. Going into areas that had been challenged and seeing real change was incredibly satisfying. I’ve never been drawn to situations where things grow by only one or two per cent a year. What excites me is making a meaningful difference alongside people I enjoy working with. Those have been my guiding principles in deciding what to take on. When I was first approached to be a non-exec, I was surprised to learn that the role meant sitting and making suggestions rather than doing the work yourself. If I saw something that needed doing, I wanted to go and do it. I had to adjust my style, which was a learning curve, but it taught me the value of good governance and ensuring things are done properly in the right way. You still need to guide, influence and care about results, but it’s about how you achieve them rather than doing it yourself. It’s a different way of leading. It’s one step removed from execution, but it’s equally rewarding. ***You’ve worked in established automotive manufacturers as well as in pioneering fields such as electric vehicles and aerospace. Are there any differences in terms of how you lead across these environments? Do you have to adapt your style?*** I don’t fundamentally believe there should be a difference in leadership. You often see differences, but usually it’s because different people are attracted to different businesses, or the nature of the business demands a different leadership style. Some businesses are more commercially competitive than others, and that naturally influences the approach. To me, leadership is always about people – managing behaviours, skills, talents and the team as a whole. Management is where differences really emerge. When I moved to aerospace, for example, the technologies – composite structures, high-voltage batteries, motors – were similar to automotive but the application and the certification process was much more complex. Aircraft require incredibly stringent processes, and project cycles are very long. Initially, it doesn’t feel like it has the pace and rigour of automotive, and yet the fundamentals of leading a team are the same. Automotive, by contrast, has always been intensely competitive. Over my career, I’ve seen competition from UK, Japanese, Korean, and now Chinese manufacturers. People come in with highly competitive technology, often at lower cost, and it forces the business to adapt or risk failure. That relentless competitiveness, combined with legislation, tariffs and technological change, makes automotive one of the toughest sectors to lead in. Across all these environments, the core principles of leadership remain constant: understanding people, motivating them, aligning them to a shared purpose and guiding them through challenges. What changes is how you apply those principles to the pace, complexity and competitive pressures of the business. ***Reflecting on your career, what have been some of the biggest lessons in your own personal growth and development? How has that ongoing process of learning influenced the way you lead?*** This might sound clichéd, but I’ve always believed that you’re constantly learning – whether that’s about technology, about people or about cultures. My career has been a continual journey of learning: high-volume and low-volume manufacturing, luxury and mainstream cars, different countries and markets. You have to stay open to it all. I continued to learn when I moved from Ford to McLaren, where the biggest shift was understanding the customers. At Ford, you never really knew your customers personally. At McLaren, every single customer mattered. Winning and retaining them became my top priority, and that was a steep learning curve. As a CEO, you realise that you have as much, or more, to learn than anyone on your team. You have to accept that, embrace it and recognise that the role carries huge responsibilities: organisational, operational and external-facing. You’re constantly thinking about problems, often waking in the middle of the night with solutions popping into your head. But leadership isn’t about doing everything yourself. It’s about learning, growing and being of value to the organisation so that when the opportunity comes, you’re ready. ***You’ve always been strong at fostering diversity in your teams – not just in terms of gender, but more broadly – and encouraging the next generation to adopt that mindset in their leadership. What do you think has made you so effective in this area?*** Inherently, my approach comes from the beliefs my parents instilled in me – that everyone is equal, and nobody is better or less. I carry that perspective into life and into work. When I’m looking for people for a role, I focus on finding the very best person for the job, regardless of background. It’s circular in a way. If you want the best results, you need the best people, and to get the best people, you need a strong, diverse talent pool. That’s why the work I did around diversity with Mandeep Dhatt, my CPO at McLaren, was so important. It’s critical for building and developing the pool of talent so you can select the right people for the right roles. I’ve also always been a firm believer in using local expertise when entering new markets. For example, the McLaren team in England couldn’t fully understand the Korean market or the Taiwanese market, so we employed local experts who knew the culture and could guide us. The results were outstanding, and we built some of the best dealerships in the world by combining local knowledge with our diverse teams. Open-mindedness and valuing diverse perspectives are crucial, because the broader the base, the stronger the top of the pyramid – and the better the results for the business. ***The industry is undergoing major shifts – electrification, new ownership models, digital retailing and even flying mobility concepts. From your perspective, what qualities will the next generation of automotive leaders need most?*** I often ask myself whether the next generation has the same level of ambition and understanding of the work it takes to succeed, and it’s a real challenge. You have to work incredibly hard to reach senior leadership. Sometimes that means long hours, and sometimes it’s a 24/7 responsibility. As a chief executive, you’re constantly trying to solve problems, juggling organisational responsibilities and thinking about customers, shareholders and external pressures. It never really goes away. I never planned to become a CEO or MD. In fact, I’ve held that role four times almost by chance. Early on, someone advised me that if you enjoy what you do, you naturally apply yourself. I worked hard at the roles I enjoyed, improved as I went along and opportunities came my way. At Ford, for example, I started as an operator and progressed through foreman, superintendent, and shift manager – not because I was chasing titles but because I was improving myself and learning constantly. That’s the key. You have to keep learning and improving and giving value to the organisation. If the organisation needs you, you step up and do it well. That may lead to senior executive roles, or even CEO positions, but that shouldn’t be the ultimate goal. Leadership is about contribution, continuous development and supporting your team. Your colleagues may even be better at their roles than you, and that’s okay. Success comes from recognising that, applying yourself where you can make a difference and being ready when the opportunity arises. ***If you were designing the ‘perfect leader’ for the future, what key attributes and skills would you prioritise?*** That’s a hard one for a number of reasons. Fundamentally, there are no perfect people. We all have strengths and weaknesses. The best leaders are those who recognise and manage their weaknesses. For example, I’m naturally quite shy and not particularly socially confident, yet as a CEO, you have to be constantly engaging with people. You learn to cope with it and find ways to make it work. A great leader, in my view, must genuinely appreciate other people and not be egotistical. It isn’t about you. You have to understand your context and recognise that leadership is about building a strong team, often with talents exceeding your own in their areas of expertise. You need the ability to focus, motivate and support your team, while adapting your style to get the best out of people. Some people need encouragement, while others require a firmer, more demanding approach. A common pitfall I’ve observed in CEOs is egotism. They think they know everything and fail to appreciate that the knowledge and capability lie within their team. I’ve always preferred recruiting people who are better than me at certain things. It makes everything far easier and ultimately strengthens the organisation. ***Across your career you’ve worked with, and no doubt observed, many influential leaders. Who had the greatest impact on shaping your own leadership style?*** There have been a whole variety of influences on my leadership but I always credit my parents. They were very different characters yet they had a phenomenally strong impact on me. Their core belief that everyone is equal shaped my perspective. Nobody is better or less, and that has guided how I approach people and leadership. From my career, Graham Morris, the CEO at Rolls-Royce, was hugely influential. He was incredibly detailed and disciplined, but what set him apart was the way he made everyone feel part of the team. When he walked around the shop floor, everyone, from operator to executive, felt included. As a result, people would do anything for him. Alan Mulally, at Ford, also shaped my thinking. He introduced the ‘One Ford’ concept, uniting a global organisation of 350,000 people behind a single vision. His ability to communicate, align and motivate without aggression was staggering. People never felt threatened, only included. That experience taught me the power of vision and alignment at scale. Other influences include John Fleming, a strong manufacturing leader, and Ron Dennis at McLaren, who emphasised brand stewardship and personal accountability. ‘People buy from you, not just the brand,’ he would say. I learned from all these leaders by observing what worked, adopting it where it suited me and adding my own style. **Categories:** News **Tags:** automotive, Automotive Industry, Bonhams Cars, CEO, chairman, Leaders who drive automotive, Leadership, McLaren Automotive, mike flewitt --- ### [Leaders who drive automotive: Andy Goss](https://ennisco.com/leaders-who-drive-automotive-andy-goss/) **Published:** October 31, 2025 **Author:** Comms Team **Content:** After a long and successful leadership career on the brand side at Toyota, Porsche and JLR and the retail side at Vertu Motors, **Andy Goss** tells **Al Clarke**, Chairman of the Ennis & Co Advisory Group, that experiencing life on both sides of the fence brings huge added value to aspiring automotive leaders. ***AL CLARKE: You’ve had an amazing 40-year career in the automotive industry, holding senior leadership positions with iconic brands before crossing to the retail side. Going back to the start of your journey, did you set out with a grand plan about how your career would unfold?*** **ANDY GOSS:** No, I didn’t. I never had any career advice growing up, and it was only when I went to university to study economics that I got an inkling of what I wanted to do. I remember doing the careers ‘milk round’ and being attracted to British Leyland, not because I liked cars in particular but because they had a very charismatic South African CEO, Michael Edwardes, who had effectively saved the company. After graduating from The University of Manchester, I moved straight to Birmingham to begin my career at BL’s Longbridge factory as a graduate trainee. Not long after, my father died, and, as a rather immature 21-year-old, I suddenly had to grow up very fast. The following year I moved to London, but at that stage in my life there was still no grand plan. Things seemed to happen to me by default more than by design. ***AC: You’ve had many roles in your career, but what were the ones that stand out for you, and what was the thinking behind the career decisions that you took?*** **AG:** I suppose I would have to start with my landing my first C-suite role 33 years ago, which was really a launchpad for my career. I had just started working for Nissan in Amsterdam on a project that I very quickly realised was ill-conceived, and so I decided to write to the Managing Director of Toyota (GB), Trevor Taylor, who I remembered from his time in charge of Austin Rover commercial operations. I didn’t know him that well because I had been very junior when our paths crossed, but he made a big impression on me as an influential leader, and I saw him as a bit of a god. Amazingly, he remembered me, and days later I was sitting in front of him for a job interview. Twelve months after that, I got a massive uplift when I was promoted to Sales Director of Toyota (GB), which was – and still is – a phenomenal organisation. A lot of that was down to Trevor, who has played a huge part in my career. ***AC: What were the main things that you learnt in that first C-suite role?*** **AG:** Well, there were some obvious hygiene factors. I’ve always been extremely results-driven, so getting the job of Sales Director at the age of 32 and with such a fantastic brand was an incredible opportunity for me. I was a square peg in a square hole. Those were the days of Supra, Celica, Land Cruiser, MR2, and RAV4, so the product range was unbelievable. The biggest thing I learnt from Trevor was the importance of network relations. Trevor was a master at building great relationships with the dealer partners because he listened. Of all the things I’ve done in my career, dealing with the retailers has always been the most enjoyable because they are absolute professionals at what they do. In fact, they have become more professional over the years, to the extent that they are more at the cutting edge than the national sales companies. Building relationships with the dealers is about listening to people, applying the learnings from that to your policies and processes and working with them to get the right solution to the marketplace. That, for me, was the biggest learning I took from my period as Sales Director, and it has always stayed with me. ***AC: You worked on the brand side before crossing over to the retail side when you joined Vertu in 2018. How important do you think it is for commercial leaders to experience both sides of the fence?*** **AG:** I think it’s absolutely essential. I waited until the latter part of my career to move to retail, but I think I’ve learnt as much in the last seven years with Vertu as I did in the previous 20. Retail is incredibly complex and full-on. We operate in a world where the margins are so wafer-thin that you have to be really diligent on every issue, and that’s not easy. To a large degree, you’re on the receiving end of policies from the government and the manufacturers, so you’re not always in complete control of your destiny. If I’d known 25 years ago what I now know working in retail, then I would definitely have done some things differently. I believe strongly that if there was a way of creating a process of cross-fertilisation, with manufacturing people moving to retail and vice versa, then both parties would be substantially better off. You really do learn a lot from experiencing the other side, and people with a retail background who have then gone to the manufacturer side bring a lot of added value. But, thereafter, you’ve got to keep in touch with the retail side. You’ve got to go out and listen to people to avoid many of the errors, wastage and over-complexity that have been created over the years. Go out there and really listen and take it in. Don’t just tick the box. ***AC: If you were advising your younger self, how would you go about getting that experience of the manufacturer side and the retail side? Would you do a kind of tour of both at the start of your career, or is it better to get a reasonable amount of experience in one before switching codes?*** **AG:** Ideally, I think you need to get to a certain level on either side and be sufficiently credible so that when you make the move, you’ll be in a position where you are involved in key decision-making and are able to take a proper look at things. I don’t think it matters which way you do it – retail side first or manufacturing side first – and you can, of course, move from one to the other more than once. But the important thing is to do it. It brings huge value to you as an individual, and it also helps the partnership between manufacturer and retailer. ***AC: You’ve had a lot of cross-cultural experience in your career. You’ve worked with Japan, China and Germany, and you’ve lived in the United States and Europe. Given the dominance that China is now exerting in the industry, would you advise aspiring leaders to go and spend some time in China?*** **AG:** I certainly would. I first visited the country when I was at Porsche, and I went to China more than 30 times when I was with JLR. I was one of the three JLR directors in the joint venture with Chery, and, from a commercial perspective, I was out there for a full week every month. You learn a lot by going out there because it is very, very different. The culture is different, the decision-making is different, and interpretations about whether or not you have an agreement are different as well. In the world in which we as an industry are moving towards, living and working outside in the UK has become increasingly critical because of the amount you learn. I was fortunate to spend three years in the US, which I absolutely loved, and before that I lived in the Netherlands. I also feel as if I’ve lived in China because of the amount of time I’ve spent there. Because of the growing influence of China, I would say it’s a very good idea to go there if you want to build your career. It’s not for the faint-hearted, not least because of the language differences and the near impossibility for Europeans to learn Mandarin, but you will learn a lot, and the experience will be invaluable. ***AC: Looking back to when you were in your 30s, you had landed your first C-suite role as Sales Director of Toyota (GB), and then you had the opportunity to lead a business as CEO of Porsche Cars GB. What made you decide to take the leap into the No. 1 role, and what were the key differences compared to your Sales Director experience?*** **AG:** I was head-hunted to go to Porsche, and I learnt more there than at any other point in my career. People might assume that going to Porsche would be straightforward because the brand is so great, but, believe me, it’s tough. Yes, it’s a fantastic and hugely enjoyable place to work, but it’s tough because Porsche is all about lean, and you don’t find lots of layers of management. On our UK board we had global big-hitters like Dr Wolfgang Porsche, Dr Hans-Michel Piech, Wendelin Wiedeking and Hans Riedel. Hans was the Global Sales and Marketing Director, and he became one of the biggest influences on my career. What you learnt at Porsche was the business case and how to fight for a decision. You went into a meeting with your biggest sword, and you fought to the death until a decision was made. Every decision that was taken was made on a business case, and so you really need to know your stuff. What is the situation? What’s the assessment? What’s your request for decision? What’s the budget? What’s the timing? You went into the meeting, you were grilled about everything, and you either won or lost. But once the decision was made, there was no going back. The culture was tough, and the meetings could be very bloody, but once they were over, there was great camaraderie. You’ve felt you were standing shoulder to shoulder with this amazing, talented global team. ***AC: How different was the Japanese culture at Toyota from the culture you’ve described at Porsche?*** **AG:** First of all, Porsche and Toyota are the best brands I’ve ever worked for – by a million miles. Like Porsche, Toyota is a fantastic, world-class organisation, and they really do mean it when they say they want to look after the customers and the network. They don’t put themselves first at all, and, to my mind, they deliver the best A-to-B motoring in the world to this day. The decision-making at Toyota is different from Porsche, though. In the Japanese culture, you often find yourself in situations where you’re unable to get a decision. Sometimes the need for a decision at all is questioned, and so the issue rolls on unresolved. In the German culture, a decision is taken on the day, and you go in and fight for it. ***AC: After more than 11 years at Porsche, you decided to go to the United States as President of Jaguar Land Rover North America. You had a lot of leadership experience by then, but you still had a lot on your shoulders as a Brit being parachuted into a different culture and taking on JLR’s biggest market. What did you have to do to adjust to your new role?*** **AG:** I had many advantages moving out there because clearly there is a common language, the Americans have a great work ethic, and they were looking for leadership. What I was doing essentially was making sure the voice of the markets in the US and Canada went back to manufacturing headquarters. Relaying the voice of the market to HQ remains a critical leadership skill today, and I sometimes get the feeling that it’s an art that has been lost to a certain extent because it entails managing upwards much of the time. There’s a way of thinking that the Brits are exporting Britishness or the Germans are exporting Germanness, but you need to understand what’s needed in the market as well. A classic example is that Jaguar had no four-wheel drive products in the US when I went there, so you’re already restricting yourself in the snow states. With the help of the Tata guys, we were able to get Jaguar more into four-wheel drive because they began to understand the voice of the market. ***AC: Then along came China because, although you returned to JLR HQ as Global Sales Operations Director, you were spending a lot of time in China as a non-executive director of the joint venture with Chery. What were your learnings from working in that very different culture?*** **AG:** Presence was very important. I had to put any personal responsibilities to one side and be in China for one week a month, plus all the travelling time. That’s just the way it was. There was really no alternative but to be there in person and put in the hard yards to keep the Chinese partner happy and ensure the joint venture stayed on track. As in the US, understanding the voice of the market was one of the big issues we faced. For example, Chinese customers hate the smell of a car interior, whereas we love it – particularly that old leather smell that you don’t get so much these days. Another example is the Chinese preference for sedans with a long wheelbase because they like to have lots of legroom in the back. That’s not the case in other markets. It just shows how much you need to understand the market to do business in China – what the consumer wants and how they want to consume it. It’s also a different decision-making culture there. Unless things are stamped, you don’t have an agreement with anybody, even though you think you may have. And you’ve got to work really, really hard and put in the legwork to build relationships with people, because that’s how you do business in China. ***AC: Do you think it’s still possible to follow the career path that you had, or has the industry changed so much that it’s difficult to progress to the top in the way you did?*** **AG:** I don’t really know the answer to that, though the way people buy cars now is not so different in reality. At the end of the day, you need a passion for the business, you need to be self-confident and driven, you’ve got to be a fantastic team member, and you’ve got to be true to your brand. I think people who aspire to be senior leaders need to do some of the things I’ve done. For example, you need to go abroad for a period of time to work in the industry. You also need to learn when to move on because it’s easy to stay too long in one position. I was at Porsche for nearly 12 years, but were it not for the economic crash in 2008, it would have been better to leave the organisation three years earlier. The business was so well run by then that it could have run itself. Although we’re now in a world of electric cars, the principle remains the same that you need to know when to go. I think after seven or eight years, it’s probably a good time to move on again. By the end of my time at Porsche, I really felt I needed a fresh challenge. I was head-hunted for the JLR role in North America, which fulfilled my wish to do something very different, and then when I returned, I got on the main board in the UK. Leaving Toyota for Porsche was probably a tougher decision because my wife also worked for Toyota, but, at the end of the day, who would turn down Porsche? For me, the biggest career change was moving from my executive role at JLR to portfolio work, but you have to face the fact that your energy levels are not what they once were when you reach 60, and my appetite for long office hours and constant travel had declined. There were also other aspects of corporate life that I was no longer enjoying. I was very fortunate, though, to have the chance to move to Vertu as Chairman while being free to do other things as well, and I have to say I’ve absolutely loved my time there and learnt so much. It’s been a privilege to work with the CEO, Robert Forrester, who is an unbelievable leader with a huge passion for the business. ***AC: Now that you have a board chairman’s perspective, what are the skills that you are looking for in the leaders who report to you in the boardroom?*** **AG:** Number one for me is always trust and transparency. Obviously, performance is critical as well, but the values and culture of the business are fundamental. It’s not about putting a set of values on the wall just to tick a box. They have to be embedded in the way the business is run. They were evident, for example, in the way Vertu communicated with colleagues during the Covid period and the way in which the board operates with total transparency on every issue. The culture of trust and openness runs deeply through the Vertu business, and, as leader, Robert lives those values. ***AC: Going back to the very start of your career with the world in front of you, would you do the same thing again? Would you spend your whole life in automotive?*** **AG:** I wouldn’t change anything. You cannot help but feel emotional about the brands and products; I don’t think I’ll ever get that out of my blood. It’s true to say the industry could be a lot better, because it’s an extremely tight-margin sector, particularly in the UK. I’ve also been disappointed at the ineffectiveness of some of the industry bodies in standing up for the industry, which has led to a series of ill-conceived government policies from the ZEV Mandate through to the latest EV incentives. The industry is great, and it could do better, but my goodness, how fascinating it is to be part of the biggest transformation to have taken place over the last 100 years. ***AC: You mention standing up for the industry. You took a very public stand yourself against the proposed congestion charge in London during your time at Porsche. How difficult is it these days for a leader to take a stand like that? Presumably, you need the support of the board?*** **AG:** As I mentioned before, one of the arts I think has disappeared is the ability to manage upwards. I don’t want to overgeneralise and tar everyone with the same brush, but there seems to be more of a command-and-control attitude among OEMs and NSCs nowadays, with notable exceptions such as Toyota and Kia. In certain areas, I think people haven’t fought hard enough for the market and for what’s right, which is why agency reared its head for a while and is now thankfully almost dead. If you want to be a leader, you have to stand on some principles, and you’ve got to be prepared to fight for what’s right – not for the sake of a fight but to educate people and point out the consequences. **Categories:** News **Tags:** andy goss, automotive, Automotive Industry, JLR, Leaders who drive automotive, Leadership, Porsche, toyota, Vertu Motors --- ### [Leaders who drive automotive: Andrew Burn](https://ennisco.com/leaders-who-drive-automotive-andrew-burn/) **Published:** October 30, 2025 **Author:** Comms Team **Content:** As a turnaround specialist, **Andrew Burn** has worked with several automotive suppliers and OEMs and has gained a first-hand view of the challenges facing the sector. He talks to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, about legacy leadership styles and the need for behaviours based on honesty and respect. ***LYNDA ENNIS: You’ve worked extensively in business consultancy and more recently in the automotive and advanced engineering sectors. Tell me about your career journey.*** **ANDREW BURN:** In my formative years, I always had an aspiration to be an entrepreneur and run my own business, but I was not in the financial position to do that when I was young. After studying mathematics and management studies at Brunel University, I decided to join an accountancy firm. Most of my friends were going into investment banking at the time, but I did not want to be at the mercy of economic peaks and troughs, and I saw accountancy as a safer option because it gave me a qualification to fall back on. I applied to the big four accountancy firms and was taken on by KPMG to work in their corporate recovery unit, working with struggling companies and dealing with insolvencies – mainly restructuring, selling businesses and solving problems. I did not know anything about it when I started, but I absolutely loved the job on the basis that I could be involved in running businesses in difficulty and work with the people in them without using my own money and knowing that I could not make it any worse because they had already hit rock bottom. In my first week in the job, I found myself running a pub! After being approached by a couple of firms about a move into corporate finance, KPMG asked me to stay and gave me a new role in its own corporate finance department. Just a few months into the job, I was had an unsolicited approach to join NM Rothschilds, which was obviously a no-brainer. I joined the bank in 2000, initially on the investment banking side, and was involved in various deals spanning private equity, privately owned businesses and a plc delisting. I learnt a lot about working long hours as well as the waste management industry being one half of the team in Manchester overseeing at that sector. I was then asked to move into the debt team in Leeds and learnt a lot about deal origination, syndication and portfolio management. I probably did not fully appreciate the opportunity at Rothschild at the time and after four years at Rothschild had a hankering to work for a small firm, so I left and joined a small accountancy firm an unmemorable year before I was approached by KPMG about returning to the firm to help develop the company-side restructuring team in Manchester. This was not dealing with insolvencies but more about trying to prevent struggling companies from going bust, and it really felt like a coming of age for me. I suddenly realised that I had accumulated a lot of experience – quite different to other members of the team I ended up leading the “special situations” teams during the Global Financial Crisis which was a real experience. I also realised that what I was doing felt more like a vocation than work – there is no better feeling than being able to solve problems with clients in my view. Following a secondment to London where I started to become increasingly involved in automotive engagements for clients I then went back to Manchester, but it was not long before I was on the move again. KPMG asked me to move to Birmingham to grow company-side restructuring practice there, just as I had done in Manchester. Alongside this, I also continued to develop the KPMG public sector restructuring business and lead some significant programmes in that time, but the highlight was going in as the Chief Restructuring Officer at a very large London based hospital. This felt a real accolade as there were a very small number of accredited individuals approved by KPMG at the time, given the risk management and senior approvals required to fulfil such roles. In 2021, the KPMG restructuring business in the UK was sold to private equity and I stayed involved for a year and then left. My initial plan was to just retire and look after my small holding and work with a number of farming businesses whose owners work tirelessly but never seem to get a commercial break. Much to my surprise I also got a few unsolicited calls from businesses looking for help and after a few months I decided to set up my own consultancy, Special Situations Group Limited, to provide companies with operational, tactical and strategic advice. I am, by nature, someone who needs to feel that I am contributing and adding value by supporting businesses and the people within them. I get enormous satisfaction from that. Since starting the company in 2022, my team and I have worked with numerous clients across different industries to help them fix problems, restructure or, conversely, to support companies in their growth aspirations or to prepare them for sale. Among our clients across a number of sectors are several businesses in the automotive supply chain, including Autins Group PLC, the Grainger and Worrall Group, and KW Special Projects. I continue to serve as Non-Executive Chairman of Grainger and Worrall and have recently stepped back from KW Special Projects, the latter being one of the turnarounds I am most proud of as the workforce came together so well, we eradicated all of the politics in the business and we became an extended family that delivered outstanding results. ***LE: Being fairly new to the automotive industry and having experience across a range of sectors. Does automotive differ in terms of leadership? Do you feel you’ve had to adapt your leadership style or approach to different projects?*** **AB:** That is a very interesting question. The automotive sector has developed over very different generations. In the 1960s and ‘70s, there were lots of issues with the unions, and there was a strong culture of getting hundreds of people together in a mass meeting. That has driven a certain behaviour, and it’s multi-generational. The world has changed significantly and whilst a lot of the sector has changed you still see these behaviours in pockets or manifest themes in some high-pressure restructuring situations. The automotive sector is changing at pace, and I would say that there needs to be a mix of sector knowledge and fresh thinking, either developed internally or brought in from other sectors. There is so much change taking place, for example the rapidly expanding impact of the Chinese OEMs. As a child it was all about 0-60mph times and now most EV’s can beat most combustion engine technology and so the focus is on other things. There is undoubtedly a growing emphasis on entertainment and experience rather than it just being about the car. It is almost as if we have got to work through the old or out-of-date behaviours and get into a new way of thinking that is not about masses of people and production lines. My view is that we will ultimately see more modular development such as common platforms, skateboard technology etc. There also needs to be more collaborative working in the supply chain because you cannot just beat the crap out of suppliers anymore. Is this fundamentally different from other sectors? Yes and no. The technology sector is obviously very different for example their approach to thinking about AI and engaging with their workforces and the office environment. In other sectors I have seen great results from collaboration with suppliers and the development of joint business plans where the customer and supplier set out what they want from their long-term relationship and are open about their aspirations. What I cannot stand in the sector are the politics. Yes, they exist across many businesses in many sectors, but they companies that eradicate as much of it as possible in my experience are the ones that survive. Being positive about the sector, the OEMs and suppliers that have dealt with this and have driven the right behaviours internally in my experience are the easiest organisations to deal with and typically the most successful. Speaking personally, I was born in Yorkshire and would rather have a reputation for being blunt, direct, but empathetic rather than being a player in corporate landscapes. I would rather be criticised for being honest and transparency when I’m leading teams or solving problems than play politics. I believe it is a philosophy that has enabled me to get the respect of the clients I work with and the teams that I lead now and in the past. ***LE: As well as being honest and direct, what other aspects of your leadership style do you think are important when you’re trying to effect change in a business?*** **AB:** On a day-to-day basis, I always want to keep a very close eye on the business fundamentals, whether it is KPIs or other reference points, so that I know when to intervene or speak to the teams to nudge them in the right direction. In preparation for meetings, I spend a lot of time thinking about the different dynamics that will be facing me in the room rather than going through lots of papers. I do this not to play politics but to think about what people will need from the meeting to go away afterwards feeling reassured and empowered, knowing that they’ve been heard. My aim is to try to come up with a collaborative way forward, and so, ahead of the meeting, I will spend a lot of time lobbying and listening to what people have got to say to try to find a way forward. The listening part is fundamental – understanding what is important to people and working with them to achieve the objective. It is not always possible and yes, there are times when you have to take a robust position which other parties may not like, but my view is where possible collaborate. It ends up paying off multiple times over in my experience. ***LE: In your experience, is the automotive industry on a journey in terms of leadership? Do you see younger leaders stepping up, or do you feel it is still dominated by an old-school culture? Are we doing enough to train and develop tomorrow’s leaders?*** **AB:** I think there is a spectrum. As I have said, I think there are some historic behaviours that are still present in the sector, and the further we get away from those behaviours, the better it will be for the industry. My worry is that the speed of change in the sector will just continue to accelerate and perhaps there is a benefit for having a greater mix of in sector and out of sector experience across OEMs and suppliers to deris**k them.** From my perspective I am not sure that the changes are happening fast enough, but perhaps the ability to change is being hampered by the stresses in the sector. In terms of succession planning and developing new leaders, I think the issue is complicated by the fact that there are a lot of people sitting in boardrooms who are worried about their jobs and do not want new blood coming in who could be a threat to them. You also often see issues around shareholders having differing views as to who they want as a successor, sometimes in conflict with their board. Whilst it is always a spectrum from great to bad, my experience is that there are many organisations that do not spend enough time thinking about the constitution of the board and having the right mix of skill sets. You must keep an eye on that to make sure the dynamic and chemistry are right. Are people actually being honest with each other? If you cannot eradicate the politics across the leadership team, you have not got a chance of eradicating the politics further down the organisation. ***LE: Some chief executives fail because they have come up through their specialism but lack the breadth of knowledge, and indeed the training, to handle the pressures of the top job. What do you think are the attributes and traits that you need from a chief executive today?*** **AB:** I will answer this by telling you about a former Royal Marine, who I met a few weeks ago. He became the youngest colonel in the British Army since World War II. He resigned his commission in principle after one of his marines was convicted of something. He had absolutely nothing to do with the incident, but as the commanding officer, he felt he had to take responsibility by giving up his career. I have immense respect for what he did, and I think he embodies what leaders should be. Too many, when confronted by a crisis, adopt the attitude of ‘It has got nothing to do with me’ or ‘I did not know about it.’ When things go wrong, weak leaders look for excuses or blame factors beyond their control. Looking at other sectors, you may recall the chief executive of the Co-op, who publicly apologised for the cyber-attack that resulted in the theft of personal data of millions of Co-op members. She held up her hand and said the Co-op had got things wrong and that she was really sorry. Judging by the commentary in the press and on social media, she has earned huge respect for fronting up, saying sorry and promising to do better in the future. For what it is worth, she very much has my respect. ***LE: When you go into organisations to carry out a restructure, how do you manage the existing leadership?*** **AB:** It comes back to trying to understand where they are. Sometimes you can do that quickly, and sometimes it will take time. A key thing for me is to be seen to be working in the interests of the company and all the stakeholders to achieve the objective. Throughout my entire career, I have never gone into situations thinking, ‘How can I land and expand? How can I maximise my fee?’ It is just about doing the right thing in my mind. To take the example of one company I have worked with, my first few conversations with the chief executive were to provide reassurance that I was there to provide support and that I was not after their job. My job is to come in and help fix things, provide as much support as I can and leave the organisation in a stronger place. As I said before, I see a key aspect of my role as listening, and an important aspect of what I do is talking to the shareholders about their frustrations about what’s been going on, or not going on, and the kind of changes they want to see. ***LE: Do you have a particular methodology when working on a turnaround?*** **AB:** The key to my approach is consistency. First, I will do my research, which generally means talking to every member of the board and every member of the executive team and immersing myself in data to carry out my analysis. Then I will sit down with them and give them my take on the situation so that we can then work out a plan. Turnarounds are not just about cost-cutting. It is easy to get rid of all the costs by closing the whole thing down, but that does not work. You have got to keep cost reduction in mind, but you also have to think about what is needed for the medium- to long-term success of the business. As well as saving the business, reducing the cost base and restructuring it, you must make sure the business is able to rebuild its resilience as quickly as possible, because at some point the market could change. ***LE: As someone who is at the sharp end of business every day, what do you think should be the priority for the automotive leaders of the future?*** **AB:** I remember talking to Stuart Rowley when he took over at Ford of Europe, and he told me that his priority was changing the cultural tone of the organisation. He was absolutely right. A leader needs to think about the cultural tone that they want and then change the behaviour of the executive team – or change the people if necessary – to align with that vision. That is exactly what I am doing when I go into businesses to help drive change. I am working with the Board or shareholders to change the tone of the organisation by changing attitudes of the leaders. I am thinking about helping to create the right culture and behaviours, and to remove all the politics to replace it with transparency and collaboration so that everybody works as a team and will die in a ditch for their colleagues. They need to have confidence in themselves without being arrogant. They need to understand their own capabilities and limitations. They need to show respect to the staff and be able to unite everyone around what is needed for the business. ***LE: Who are the people who have inspired you most in terms of leadership?*** **AB:** I remember being really inspired by a teacher at school, “Dusty” Rhodes, who, for some reason, I had a real connection with. He was blunt and direct but also very respectful, and he was a brilliant mentor to pupils. My first boss at KPMG was also a big influence. I remember him sitting me down when I first arrived and telling me that he knew I was a recent graduate who had never done the job before, but as long as I demonstrated that I thought through any decision I made, he would back me to the hilt, regardless of whether he agreed with me or not. But if I did not think things through thoroughly, I would be on my own. I’ve had the same conversation with every person I have managed ever since. Thinking about the automotive sector, I would also single out Duncan Eldridge, who I hired as Chief Executive of Grainger and Worrall. He has done a fantastic job in restructuring the business, resetting the operation and rebuilding the relationships with the customers, and the turnaround he has driven since I stepped back from being involved day to day has been remarkable. That is not something I could have done, and back to the honesty and transparency point, made clear to the c700 staff when he took over – that they deserved a better CEO than I could ever be. **Categories:** News **Tags:** Andrew Burn, automotive, Automotive Industry, Grainger & Worrall, Leaders who drive automotive, OEM, Special Situations Group --- ### [Residual Values & the Battle for Brand Credibility in the UK Car Market](https://ennisco.com/residual-values-the-battle-for-brand-credibility-in-the-uk-car-market/) **Published:** October 29, 2025 **Author:** Comms Team **Content:** *The new entrants arriving in the mature UK car and van market aren’t just rocking the boat, they’re challenging the established order in every aspect of distribution and retail. The most visible aspect is retail price, with headline grabbing numbers that pose an existential threat to some legacy brands and products.* *In a market where nearly every new vehicle is financed, the predicted residual value (RV) is the hot topic for every stakeholder in the sales process from OEMs and distributors, to finance providers, fleet buyers and most importantly the end customer.* *The demand for the skills required to manage the RV of a vehicle and brand has never been greater as Simon Harris, a valuations specialist and commentator on the market told Al Clarke from Ennis & Co Group.* **Simon Harris**: Residual values are at the heart of how the UK new car market works. They represent what a vehicle is expected to be worth at the end of its first ownership cycle, which is commonly three years. From that, they determine the monthly cost of around 90% of all new cars on the road today, because the majority of new vehicles are financed rather than bought outright. The predicted future value effectively underpins the affordability of that car. If a car’s residual value forecasts are weak, the brand has to subsidise finance rates to stay competitive, and that eats into the brand’s profitability. But residual values are more than just a financial measure – they reflect the market’s confidence in a brand’s desirability, quality, and sustainability. Managing them properly is one of the best indicators of how strong or weak a brand’s long-term position really is. ***Al Clarke: Residual values have always been central to any finance deal, so why are they now such a hot topic?*** **SH:** I would say the last five years have been a lot more volatile than we’ve seen for a long time. The used car market has gone through quite substantial change for both cars and vans. The pandemic caused major supply shortages of vital components, which sent used prices to record highs because there just wasn’t that flow of registrations onto the new car market – so used cars became more desirable. When production came back on stream, values started to normalise, but it’s more complex now. We’ve got a wider mix of powertrains – petrol, diesel, hybrid, plug-in hybrid and electric – and they all have varying depreciation profiles. Forecasting isn’t just about simple model cycles or brand reputation anymore; there’s a lot more to it with these different powertrain options. EVs are the best example of how that has materialised. EV values have been under significant pressure in the UK because the ZEV mandate has driven a surge in registrations, as manufacturers prioritise EV sales to avoid financial penalties if they don’t meet those targets. At the same time, low Benefit-in-Kind tax rates have made EVs very attractive to company car drivers, leading to higher fleet volumes of EVs. I would say that few businesses anticipated how all of these factors would combine, and with limited incentives and education for used car buyers, how that would affect the second-hand market for EVs. As a result, manufacturers are now supporting new EV registrations with discounts on leases, because that’s more cost-effective for them than paying the fines they’d incur if they didn’t sell the EVs. It’s a difficult balance, and it shows how the relationship between regulation, taxation, and consumer behaviour is becoming increasingly linked – everything now depends on another factor. ***AC: But the Chinese brands seem to have found a better balance in this equation?*** **SH:** New brands arriving in the UK typically have a lower price point, and when it comes to the residual value, you certainly can’t lose more than the amount of money that the vehicle costs. But it’s not an easy task for Chinese brands to break into a market where there is strong brand recognition. MG has been a relative success story because it has a long heritage in the UK and in Europe, and its Chinese ownership has been a relatively short part of that history. Most car buyers know what an MG is, either as an echo from the past or through a relatively high public profile – they recognise the badge and have an idea of what it represents. New entrants such as BYD, Omoda, JAECOO and others don’t yet have that advantage of familiarity. The products can be very strong, but brand familiarity takes time to build. Some early pricing strategies give the impression of good value retention, but that can be a function of competitor positioning rather than proven residual value strength. Another important factor, I suppose, is cultural. The ownership profile and cycle in China is different from the UK, with less emphasis on long-term resale value. That mindset doesn’t translate directly to the established UK market, where finance products depend on stable residual values. So, part of their challenge is to rethink their approach and pace their growth to ensure they protect long-term brand equity. To the uninitiated, there does seem to be an element of witchcraft about residual values and predicting the future. ***AC: What can companies do to manage RVs?*** **SH:** I would say the most important thing is taking control of the factors that lie within your power. The brands that maintain discipline over their own supply, sales channels, and marketing programmes are doing the best job of protecting their values. That means being selective about tactical registrations, maintaining a sensible balance between retail and fleet, and supporting their dealers with healthy used car programmes as well. It’s also vital for brands to communicate consistently with leasing companies and data providers, because transparency builds confidence – and confidence drives stronger residual values. Specification and pricing strategy also come into it. Launching a car with the right trim mix, avoiding heavy discounting, and planning product updates carefully all help preserve value. Ultimately, it’s about brand discipline. Every department within a brand – product, marketing, sales, aftersales – has its own part to play. It’s hard to address residual value issues after a brand has launched; it’s something that needs to be built into the strategy from the start. ***AC: How do you help brands to manage their RVs?*** **SH:** It’s about helping manufacturers align their ambition with market realities. That’s particularly valuable for those entering the UK or European markets for the first time. There are lots of products out there that have data for forecasts, and most of the big leasing companies have their own systems for predicting values as well. But the key is helping brands understand how their decisions on pricing, volume, lifecycle, and channel management all affect long-term value and perception. With many Chinese OEMs, for example, the local teams they recruit in the UK are already very experienced in these kinds of roles at other brands, so they understand how important residual values are. However, they can sometimes struggle to communicate that message to senior management overseas. Having an independent voice to reinforce that perspective can help bridge the cultural gap and protect the brand’s reputation before it’s even established. So it isn’t about guesswork, it’s about learning from history. It’s about strategy, discipline, and credibility, and getting it right from day one to lay the foundation for sustainable success in a very demanding market. *Simon Harris provides market insight & strategic guidance on evolving market trends. He brings hands-on experience in developing RV forecasting methodology and challenging established assumptions particularly regarding electric vehicle residual values.* **Categories:** News **Tags:** Al Clarke, Automotive Industry, brand credibility, car depreciation, electric vehicles, OEM strategy, residual values, Simon Harris, UK car market --- ### [Leaders who drive automotive: James Brearley](https://ennisco.com/leaders-who-drive-automotive-james-brearley/) **Published:** October 22, 2025 **Author:** Comms Team **Content:** From washing cars at a Ford dealership to running Stratstone, Inchcape UK and Lookers, James Brearley has enjoyed a spectacular career in the automotive industry, including 24 years at Pendragon. He discusses his career and his thoughts about leadership with Lynda Ennis, Co-founder and CEO of Ennis & Co Group. ***Lynda Ennis: Can you walk us through your career journey in the automotive industry, and share the key moments, challenges, and lessons that shaped your path and the way you approach leadership today?*** James Brearley: I had no vision when I first came into the industry. I just drifted into it. I had just left the army with literally no idea what to do next, and I got a job with a Ford dealership in the West Midlands cleaning cars and delivering vehicles around the country. I quickly realised that automotive was quite a lucrative industry for a young man, and when a vacancy for a sales executive came up about eight months later, I put my hand up and was given the job. I suppose I was a quick learner because I soon realised that I was reasonably good at selling cars. I found it was a big advantage to be genuinely interested in people, asking them about what they did, what they wanted and what was important to them. After a couple of years in the Ford business selling cars successfully, I got a phone call out of the blue offering me a job at a Rover business and decided to make the move. Again, I was reasonably successful, even if the quality of the cars left a lot to be desired! and the job of prospecting for BL Rover products was hard. I was approached again by the co-owner of a company called Bill Boddice Garages who has remained a lifelong friend. I agreed to join as a sales executive and found myself part of a young team that really gelled and did great things. The owners were highly entrepreneurial, having built the business from nothing, and it was a great education. I then had a massive stroke of good fortune because the owners decided to sell the business to Mann Egerton, which was part of Inchcape. The best thing that ever happened to me in my career is that I stayed in the business while everybody else left. I was still very young at the time, but when a vacancy came up for Branch Manager of a Saab business in Wolverhampton, I managed to convince Inchcape’s Regional Director that I was the best person for the job. I told him I knew how to sell and market cars, and I was technical and knew how the service department ran. I had spent a lot of time talking to people in the business about how each part of it operated because I already had a plan in my head to get a bigger job and grow my career. So, I took control of my first dealership at 22 years of age. Two years later, the same Regional Director offered me the opportunity to move to Jaguar in Worcester as Manager, which proved a phenomenal career move for me. It was a small but prestigious business located in a bit of a backwater. XJ40 orders had just dried up as the country was entering a recession in 1990, which is probably why I was sent there. It was a huge amount of hard work, but it was there that I really learnt how to sell used cars. In the two years I was in the business, we did well and made a bit of a name for ourselves, but when I was told that Mann Egerton was going to be cutting 100 businesses down to 55 after merging with Wadham Kenning, I knew the writing was on the wall for a backwater site like Worcester. Fortunately, I’d had an approach from a small dealership group that had recently floated. That company was called Pendragon, and it was the best career move I ever made. I ended up staying with the business for the next 24 years. With the economy in the depths of recession and lots of businesses going bust, Pendragon was hugely acquisitive at the time, and my job changed almost weekly I originally joined to run Stourbridge and Wolverhampton Jaguar before I was asked to run a business they had just acquired in Wilmslow, Cheshire – Ron Stratton co. rescued it from going in to receivership. Over a few years It became a massive multi-franchise operation at the premium end with brands that included Porsche, Ferrari, Aston Martin, Bentley, Rolls-Royce and Lotus, as well as a restoration business. I took over in 1992, and in the first year, we lost a million pounds. Within 18 months, the business was making a million pounds in profit. It was the best learning curve I ever experienced because I was given complete free rein to be as entrepreneurial as I wanted. For example, we were buying lots of Mercedes E-Class coupes with cloth trim, reupholstering them in leather and selling them for a £2,000 premium. We started importing leather from India to re-trim cars and car alarms from Italy. I could do anything I wanted. This proved a real launchpad in my career, and as Pendragon grew through multiple acquisitions, I was able to grow with it in various roles within the group. One of the things I’ll always be grateful for – and this is a message to all aspiring leaders – was the opportunity to understand from great leaders throughout the businesses we acquired we bought some really good businesses with great people, and I learnt a lot from listening to them, stealing and developing their great ideas. After 24 years, I finally felt I had run out of road at Pendragon, the group had run out of money to grow and was therefore looking to consolidate rather than acquire other businesses. My plan was to go into business myself as a JLR retailer, and so I left Pendragon in 2015 to do my own thing. I borrowed heavily and spent a lot of money on property, which thankfully turned out OK in the end when I sold it, but I became embroiled in a costly legal battle with Pendragon over anti-competition rights that made it very tough going, Pendragon never actually took their case to court and they had to settle for £100 but it cost me heavily in legal costs which was their plan. Through a mutual contact, I was introduced to the Group CEO of r, Stefan Bomhard, who was looking for someone to help them buy the JLR distributor business in Thailand from RMA. I flew to Thailand and we got the deal done in about four weeks. Following that, I was then asked by Inchcape to work on various projects in Singapore, Hong Kong and Australia. Ultimately, I was asked by Stefan to take over as CEO of Inchcape UK, and so I returned to full-time employment. The brief was simple: to reshape the business, make it profitable, get some cash out of it and make it saleable. That’s what I did for the next six years with the help of some phenomenally talented people who I had known for a long time and who I brought into the business. In about three and a half years, we generated £230 million worth of cash, and we turned the business around from one that was making literally nothing to a business making £60 million a year. We took a lot of cost out, which was very difficult, but we reshaped it, and the rest is history. I decided to leave the business in 2022 after being offered a contract to join another major business that was looking to grow ,but after numerous discussions the plan was unclear and I decided to retire. After bumping into Peter Vardy, I ended up going to Scotland to help him with some challenges he had in his business, which proved to be very enjoyable. It was then that I met Kuldeep Billan, the founder and Chairman of Global Auto Holdings, who had acquired Lookers at the end of 2023, and I was offered the role of Managing Director. I joined the business in July 2024. ***LE: If you could pick out a key moment that shaped your career, what would it be?*** JB: I’d probably say my time running the multi-franchise business in Wilmslow because it’s where I really started to learn a lot about people. One of the things I found was that it was difficult to get people to focus on three or four different things and that if I got them to specialise in one product, it was not only easier but also more successful. So, we split the teams up within the businesses, with people concentrating on selling Porsches, people selling Ferraris, people doing used cars and so on. It was challenging to manage because of extended weekend working, but we became successful and made a huge amount of money. To this day, that business still makes a lot of money and has been continuously profitable since 1993! For me, it was a case of right place, right time, right era, right attitude. ***LE: Were you conscious of any gaps in your skillset as you progressed through your career? If so, how did you address them?*** JB: I always thought I was reasonably good at my job, and the proof was in the numbers, but every time Pendragon bought a new business and integrated it into the group, I realised that I had a lot to learn would discover ideas that were really clever that could be applied to the whole business. This proved to be a great learning opportunity for me. For example, I saw the way Lex reviewed accounts and carried out their budgeting process and realised how much better it was than the way we did it. I saw how the Vardy business was so much better at used cars. There were many, many, eureka moments like that. You wouldn’t normally get that exposure to so many companies without moving jobs a dozen times, yet I could listen, learn and build my knowledge and skill set in one place. Not only did I discover new and better ways of doing things, but it taught me things about myself – that I didn’t have the answer to everything. My advice to young people progressing through the industry is to be open-minded and honest about the gaps in your skill set. To this day, I come across far too many people who think they know everything, don’t ask questions and just give answers, despite being completely and obviously out of their depth. ***LE: It’s a very challenging time for leadership in the automotive industry now. What advice would you give to people aspiring to reach the levels of seniority that you attained?*** JB: There are two books that have been transformational for me. One is called The Seven Habits of Highly Effective People, and the other is Flight of the Buffalo. I couldn’t give any better advice than to read those two books or at the very least put some effort into reading things that will make you a better leader. One of the habits that has been particularly influential is ‘Begin with the end in mind’. If you’re going to do something, you need to know what it is you actually want to achieve, so plan it from the end and work backwards. Another habit, ‘Put first things first’, has also been a transformational life lesson for me because, like a lot of people, I always used to put off doing difficult things. People think I’m obsessive, but I keep a notebook and write things down all the time. Then, every weekend, I go through it and highlight what’s important and needs to be prioritised and strike out what’s not important or urgent. What’s important may involve things I don’t want to do because it involves difficult conversations or because a problem is particularly tricky, but I force myself to do them. Keeping a notebook and obsessively prioritising is something I learnt on a time management course in the 1990s, and I’ve found it helpful throughout my life. The lesson there is to always be open to learning new things (sharpen the saw is a habit), and when you’ve learnt something that’s useful, stick with it. The other book, Flight of the Buffalo, is based on a central metaphor for leadership. If you’re the lead buffalo and you start a stampede and end up running over the edge of a cliff, we all know what’s going to happen to the rest of the herd they will follow – do not be a head buffalo. Conversely, we’ve all seen how geese fly in ‘V’ formation, and the goose at the head of the V will drop back after a certain time and be replaced at the front by another goose. The lesson is basically: be like a goose, not a head buffalo – learn to let others lead. Based on that analogy, the book is full of testimony from businesspeople about their experiences – what went well and what went wrong. The book resonates with me because I recognise that I was a head buffalo for probably about half my career. I felt I knew more than anybody else, having done most things across the business, and I knew the best way to fix things. But, as my job got bigger and bigger, suddenly I couldn’t do everything. I couldn’t direct people the way I used to because it was impossible. What I found was that people were still coming to me with their problems because I was the chief fixer and the world is full of problem finders, and I realised that if I carried on like that, I was essentially teaching people to look for problems without solving them for themselves. I learnt from the book a simple technique. If people come to me and say they’ve got a problem, I’ll ask them to explain the problem, and then I’ll ask them what they plan to do about it before I ever offer my opinion, most likely they know better than me in any case. The third part of the conversation will be, ‘So what do you need from me?’ ***LE:* Automotive retail is moving so fast, with new technology, new business models, new entrants and new customer behaviours. How do you develop leaders of the future with the skills to manage in this complex, turbulent environment?** JB: The first thing is to keep calm and carry on. As long as I’ve been in the industry, it’s always been changing and reinventing itself. For example, when I first started as a Ford sales executive, there were 364 Ford dealers, and the margins were double what they are today – margins and networks have shrunk. I was also three years into my career when I came across my first diesel car, it took 20 years to fully adopt Diesel and two to drop it! The industry has transformed itself countless times, and what’s happening now is just a continuation of that. When I say, ‘keep calm’, I mean break it down. If you try to deal with absolutely everything yourself, you’ve got no chance. My strong advice to people is not to get overwhelmed. I go back to the ‘seven habits and my little notebook: ‘Put first things first.’ What’s the most important thing we have to wrestle with today? ***Reflecting on your leadership journey, what’s one piece of advice you wish you had received earlier in your career—something that could have influenced how you approached your work, your team, or the people around you?*** JB: I remember a very senior person in the industry telling me about 10 years ago that he was not going to have anything to do with negative people anymore. I reflected on that after our conversation and realised that I had spent far too much time in my career working with people I didn’t like or didn’t work well with, so it would have been good to have had that piece of advice earlier. My advice to anybody today is that if you work closely with people who don’t bring out the best in you, then it’s time to move and do something different, you will find it liberating. ***LB: Who has inspired you the most in your career and life, and what lessons did you learn from them that shaped the way you lead?*** Business-wise, I would pick Sir Nigel Rudd, the former Chairman of Pendragon. He was a person who was running multiple businesses, and yet I remember being in a meeting with him when he started asking detailed questions about the performance of service operation in our Grays Inn Road service centre one of 300 operations. He just wanted to make sure I knew the answers. He was a very clever man and was a big influence on me in a host of different ways. Outside business, I was inspired very early on in my career by my father-in-law. He was a self-made man who had worked for himself in financial services and done very well. He had a Porsche 911, a Rolls-Royce, an aeroplane and a boat in Majorca, and he inhabited a world that I had absolutely no idea about. I was still very young, and seeing his incredible lifestyle was a big motivation for me. It made me realise that if I wanted material success, I wasn’t going to get it unless I got a bigger job and then a bigger job. It made me determined to push as hard as I could. In terms of who I am, there’s no question that the biggest influence in my life was my father. Growing up in the ‘60s and ‘70s, it was a time when interest rates were sky-high, businesses were going bust every day and even the lights were going off because of the miners’ strike. My father served in Airborne forces and the Special Air service and after he left the Army he became an engineer and consequently he was made redundant three times in the space of four years, and yet he was never out of work for a single day because he was prepared to do anything. As a child, his resilience was quite incredible to me. He just kept going, whatever happened. I remember one time he was talking about his basic Airborne training in the army, and he described how the NCOs would select two people with mismatched heights and weights and tell them to get into a ring for three minutes to knock the hell out of each other with no gloves-milling it is called. He said the point of it was that if you were put against someone much bigger than yourself, you’d be knocked down to the canvas it did not matter how tough you were. What they were looking for were people who would get back up quickly. If you got knocked down 20 times and got back to your feet every time, that’s what they were looking for. It’s a story that’s always stayed with me. As my dad said, whatever happens in life, you’re going to get kicked, and you’re going to go down. What you’ve got to do is get back up quicker than anybody else. [James Brearly IndDesign](https://ennisco.com/wp-content/uploads/2025/10/James-Brearly-IndDesign-2.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/10/James-Brearly-IndDesign-2.pdf) **Categories:** News **Tags:** automotive, Automotive Industry, Global Auto Holdings, Inchcape, insights, James Brearley, Leaders who drive automotive, Lookers, Stratstone --- ### [Leaders who drive automotive: Lesley Slater](https://ennisco.com/leaders-who-drive-automotive-lesley-slater/) **Published:** October 15, 2025 **Author:** Comms Team **Content:** **Lesley Slater,** Chief Commercial Officer of Athlon UK, is proof you don’t have to hop from company to company to become a senior leader. She discusses loyalty and longevity with **Al Clarke,** Chairman of the Ennis & Co Advisory Group – and reflects on her initial board invitation with the benefit of experience, highlighting a key lesson for aspiring leaders. ***AL CLARKE: Tell me about the defining moments in your career path and the opportunities that developed you as a leader, starting with how you joined the automotive industry and your initial ambitions.*** **LESLEY SLATER:** I didn’t grow up wanting to join the automotive industry. It was something that developed after I got my first job at Capital Bank, a former subsidiary of the Bank of Scotland that was headquartered in my hometown of Chester. I joined the asset finance department at a junior level and found that I absolutely loved working in the corporate finance market. For some reason, the automotive side was the area that interested me most – particularly contract hire. You weren’t just funding an asset, and that was the end of it. You were having to think about what a vehicle might be worth at the end of the contract, what you did with it at the end and managing it during the whole contract. I became a team leader relatively quickly, managing quite sizeable teams, and learnt an early lesson that once you’re a manager, it’s no longer just about what you do personally that drives success but how you lead the team, communicate the vision or strategy and get the best out of everyone. I think the fact I was able to recognise this at quite an early stage really helped me to be successful as a leader. It wasn’t that my skills and experience weren’t important at all but that it was my leadership skills that were going to really drive things forward, and this realisation has informed the way I operate throughout my career. There’s sometimes a temptation in leaders, and perhaps all of us at times, to always want to be the best, but you can’t be the best at everything all the time. A successful leader works out what the team needs to do, finds brilliant people for every role and invests in supporting the team and facilitating their brilliance so they can be the best they can. ***AC: Was there a lightbulb moment when you decided that you wanted to progress to a senior leadership role, or did you just go with the flow in terms of taking the opportunities that came to you?*** **LS:** I never had a firm plan about where I wanted to be within a certain timeframe. It may sound a bit worthy, but I always just wanted to do my absolute best in any role I had. If that led to something bigger, then fantastic. I wasn’t driven by ambition. I was more interested in progression as an outcome of the work I was doing. That’s not to say that I haven’t enjoyed my successes as my career has developed because the more senior you become, the more influence you have. ***AC: As you progressed in your career, what were the inflection points that allowed you to take the next step?*** **LS:** Most of the time, I anticipated the opportunities coming, not waiting until they were right in front of me. I looked at how the business was developing and where that might lead to, and then I looked at how my own skills were developing and where I might need to grow. I don’t see a career as a linear path where you’re constantly going upwards and upwards. There will certainly be times when you plateau during your career, and that’s one thing I see quite differently from many others. With some younger contacts, there’s very little appetite for plateauing and a greater impatience to move on to the next thing. When I talk about career progression and my own story, it’s not just the start and current point but the period of around 10 years in a very similar role. It was a significant role, and there was a huge amount of development and growth within it, but the actual job title and the grade didn’t change for almost 10 years. There will be other times in your career when you’re on a fast trajectory and things move more quickly, but my view has always been that as long as I’m developing, learning and feeling challenged, I’m not concerned about the clock ticking and how long it’s going to take me to reach the next level. From the conversations I’ve had with people over the years, a lot of people don’t think like that. For some, the clock is ticking almost from the day they start a new role, and they’re already wanting to know what the trajectory is to the next role. I admire this ambition, but it’s not always like that in your career, and people sometimes need to understand that they shouldn’t feel they’re failing if they haven’t yet moved on to the next role. It’s a question of balance. ***AC: You spent more than 25 years at LeasePlan if you include your 12 years working in its public sector division, Automotive Leasing, and you progressed through the organisation to board director level before moving to Athlon UK five years ago as Chief Commercial Officer. Do you think it would be possible to follow the same pathway now, starting today, or have things changed?*** **LS:** I think it’s possible. Obviously, there are different skills that you need now with all the developments in technology and data, and as a leader, you need to keep up to speed with that. I do think it’s possible to grow within a single organisation if you’re prepared to work hard for it, though also I think it’s easier to move organisations now. In the past, the accepted wisdom was that you had to stay in a role for at least three years; otherwise, people would think you’re jumping around too much. That’s not such a big thing anymore, and people do change jobs more frequently. Hybrid working has also made it easier for people to take opportunities that aren’t within their vicinity, and the location of a role is no longer so important. In the early to middle part of my career when I had school-age children, location was a key factor. That’s different now. ***AC: Reflecting on your experience in the fleet and mobility sector, how would you describe the key leadership traits and skills needed to be successful in a commercial role?*** **LS:** It goes without saying that you’ve got to understand the industry and the business. You’ve got to know what the revenue levers of your business are, and so you need to understand how everything works. I don’t think you can be successful in a leadership role without that. It doesn’t mean you have to be a finance expert or an IT expert, but you do have to understand your business. If you have that understanding, and if you focus on customers and people and take the time to put yourselves in their shoes before you make decisions and look at things from their perspective, then I think you’re well on your way. It’s not always easy to do that, and it means it can sometimes take longer to make the decision. My view, which I try to convey to everyone in my team, is that you can take the easy decision or the right decision. Sometimes they’re the same, but often, they’re different. The right decision can take longer or be harder to communicate, and it may not please all the people all the time, but I do challenge myself on that quite a lot. I’ll ask myself, ‘Is this the easy decision?’ It’s important to take the time and come to the right decision. In the long term, that’s normally the best approach. ***AC: In terms of the decision-making process that you describe, how has that developed and evolved in you as you’ve advanced your leadership experience? Did you feel more compelled to make snap decisions when you were younger?*** **LS:** There were a few times earlier in my career where I encountered leaders who just wanted to make a quick decision, and I went along with that. But I think I’ve got more confidence now in making the right decision, even when the person you’re working with is looking for a quick decision. It’s not about indecision but being prepared to explain why I’m going to take a moment, or an hour, or a day, to look at things and the implications. If a quick decision can be made, then of course we should make it and move on. But in most cases, it’s much better to take some time to think about the consequences of the decision. ***AC: You’ve invested your career in essentially two organisations: LeasePlan and Athlon. Was it a conscious decision to do that, or did it just evolve in that way?*** **LS:** It wasn’t a conscious decision. At LeasePlan, for example, where I spent the largest part of my career, I didn’t decide to stay for a particular length of time. I always felt challenged by the organisation – by the roles I had and the development I experienced. There was also growth and development in terms of leading bigger teams, holding greater responsibility or just being challenged. We also went through several ownership structures, which made things more exciting. Working for shareholders is very different from working for private equity, and if you get all those experiences within one organisation, it makes it a very interesting, if challenging, environment. I don’t think there is a right way or wrong way to progress your career. You just have to trust your own judgement and stay or move for the right reasons for you. For example, I’ve never been the sort of person who would move on purely for financial reward. Culture, business goals and people are just as important, if not more important, than a specific role or the rewards that go with it, and you know when it’s the right time to make a change. ***AC: You mentioned earlier that people now want to take the next step and move up more quickly. What advice would you give to somebody wondering whether to stay for a few more years or jump into something new?*** **LS:** I have those kinds of conversations regularly. On the basis that I respect the people in my team and will want them to stay, I’ll always start off by saying that from a purely business, and indeed a selfish, perspective, I would prefer them to stay. Once I’ve put that out there, my advice to them is to think about the opportunity they’ve been offered versus the opportunities they already have. If they want to learn more about the opportunities available to them if they stay, I’m more than happy to discuss. But the bottom line is that they are the only person responsible for their career, so it’s up to them to make the right decision for themselves. The main advice I give is to make sure it’s an informed decision and that they have taken everything into account. I won’t try to persuade somebody to stay in a role just because it’s right for me, because I don’t think that’s fair. ***AC: Returning to the fact that you’ve worked primarily for these two organisations and remained in them for a significant amount of time, there is a perception that, like car insurance renewal, if you’re loyal, then you can end up being penalised for being loyal. Has your own loyalty been rewarded in the companies you’ve worked for?*** **LS:** There’s a risk that loyalty can get confused with long service, and I think they’re different. Some people expect to be rewarded simply for being in a job for a long time, but I don’t think that’s the same thing as loyalty. For me, loyalty is a two-way street, and, as an employee, loyalty should be about evidencing that you are continuing to contribute and continuing to develop and learn because nothing stands still. You should certainly be respected for what you bring to the organisation, but I don’t think you should expect different treatment within that organisation just because you’ve been in a role for longer than anyone else. Loyalty can be a positive thing when you are an employee if you are continuing to contribute and develop, and the company recognises that contribution and provides you with opportunities. ***AC: Fleet and mobility is a fast-paced and rapidly changing environment, working with multiple partners, suppliers and customers. As a leader, what is your advice about leading an organisation that needs to be at the front of the curve, not just in terms of technology but also in terms of innovative thinking and the energy to be at the front of the pack?*** **LS:** This is something that has become more important for leaders, particularly in this industry. There is constant innovation, whether it’s in the vehicles, the products or services, so you’ve got to be continuously learning, and you have to be open to what’s going on. Data is one area that is crucial to everything we do now, though we must avoid the temptation to look for data that just confirms our opinions. We need to look also for the information and data that challenges our opinion because that’s when we’ll learn. We must keep listening to customers. By that, I don’t mean customers telling you what they want because they don’t always know what they want. Instead, we need to spend time talking to customers about what their challenges are and then try to work out how to help solve them. We also need to listen to what people in the industry are saying and engage with it ourselves. There are so many passionate, knowledgeable people in different parts of the supply chain, and you need to listen to those voices to keep up to date with developing technologies and systems. Equally, we need to have our own voice within the industry and ensure we are sharing compliant information but recognise it can be hard work on top of the core job. ***AC: You mentioned keeping up with technology and the importance of data. To what extent are you involved with AI?*** **LS:** Like most companies, we’ve been exploring how AI can support us and encouraging teams to see how they can use it. For some people we’ve included an objective to find ways of using AI to help them do their job better. There are still a lot of activities that we do that are relatively routine, and so if AI can help to automate those processes, then we want to embrace that. It’s important to think about ownership and responsibility, and I think it’s important to evidence it when they have used AI and not try to hide it. It follows that if something isn’t quite right as a result of using AI, don’t blame AI. The people using AI are the ones who are responsible for what it delivers, not AI itself, and we must own our output. ***AC: That’s a commendably direct and even moralistic approach in terms of ensuring people own their work. Does this stem from something from your own experience? Have you received credit yourself for standing up and owning a particular problem?*** **LS:** I think it’s just part of my nature. I’ve always felt a huge sense of responsibility for the role that I’m in and the team I’m responsible for. I don’t want to make it sound overly negative, but that responsibility has weighed heavily throughout my career. Of course, I love success, and I’ve built a reputation as someone who champions success and wants to compete, as you would expect in a commercial person. But I will also own the failures and the problems because that’s just the way I am. ***AC: During your career, huge things have changed in technology and in working practices, and the next generation of leaders coming through have different expectations in terms of how they want to work and how quickly they want to progress. What changes have you had to make to your style or approach to meet those expectations?*** **LS:** This is definitely a relevant topic for boards today, and we are no different. We’ve got to be prepared to listen to the team and adapt to what people want and expect when it comes to things like flexibility and hybrid working. But we also shouldn’t shy away from explaining the challenges around business need and customer need. It can’t just be a one-way street. There are some parts of my leadership style that play quite nicely in this area. Responsibility and authenticity have always been very important to me, and I think that’s even more important when interacting with younger generations. The days when senior management were aloof and distant, when they parked in a different car park or ate in a differing dining area, are long gone. Personal offices are becoming rarer, and as a leader, you’re therefore much closer to the team, and they see you as a human being, not just a leader. I think the team like that, and people who are coming through the organisation as future leaders like that as well. ***AC: Who have been your most significant mentors or inspirations? What was it about them which made them memorable?*** **LS:** The people who have influenced me the most have been the ones who have been authentic, passionate about what they do and who showed strong emotional intelligence and mutual trust. I’ve also learnt a huge amount from the people who’ve shown me how I didn’t want to be. Not everyone exhibits positive traits all the time, and when I’ve found myself in those situations, I’ve tried to find a way to work with it while being reinforced in my belief that that’s not how I want to behave. If ever I’ve found myself being drawn into a certain negative behaviour, I’ll play back the memory of those past experiences and try to find a different way forward. ***AC: Resilience has clearly played a part in your career, particularly having worked at organisations for extended periods. How did you develop that resilience?*** **LS:** Through necessity. The best times in my career are when I’m part of a high-performing team. In that situation, you experience some great highs, and you celebrate them, but you really learn and bond as a team and become even more high-performing by experiencing the lows as well. You don’t enjoy the lows very much when you’re in the middle of them, but overcoming challenges and finding ways around things are where you learn the most. An example was the 2008 recession, which went into 2009 and even 2010, where we had to learn to do certain urgent things and make big changes to ensure the success of our businesses. I remember saying at the time that the situation was really tough, but if we could do these things out of financial necessity, learn from it and then keep doing them in the good times, we’d be really successful. It was very hard, but we really learnt together as a team and found solutions. ***AC: Looking back on your career in automotive leadership, is there one piece of advice you wish you’d received earlier on?*** **LS:** I’m not the kind of person who tends to look back with regret, but there was a point in my career when I was invited to apply for what would have been my first board role. The opportunity was in operations, whereas my core discipline at the time was commercial, as it is now. I remember expressing surprise to the person who raised the opportunity with me along the lines of, ‘Why would you want me to enter the process for Operations Director when I’m a commercial person? What would I bring?’ I’m oversimplifying, but that was essentially my response, and I turned down the opportunity to enter the process. What I didn’t consider, to my regret, was the transferable nature of leadership skills. If you’ve got a great team, you don’t need to know everything about the area of the business that you’re responsible for. Of course, you must understand what the business is doing and what your division is responsible for, but first and foremost, you need great people in your team. If you’re bringing strong leadership to that great team, then over time you will come to know everything about the division. You don’t have to know it all before you start. Fortunately, the Operations Director opportunity came up again three years later, and on that occasion, I did enter the process and was successful. I ended up having four fantastic years running operations, but I could have had seven if I’d been bolder the first time. The lesson from this is: make the bold move sooner and trust the people who are coming to you with the opportunities because it’s in their interest to pick the right person. If someone thinks you’re good enough, why wouldn’t you think you’re good enough as well**?** [Lesley Slater Indesign](https://ennisco.com/wp-content/uploads/2025/10/Lesley-Slater-Indesign-2.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/10/Lesley-Slater-Indesign-2.pdf) **Categories:** News **Tags:** Athlon UK, automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Lesley Slater --- ### [Leaders who drive automotive: Ian Plummer](https://ennisco.com/leaders-who-drive-automotive-ian-plummer/) **Published:** October 8, 2025 **Author:** Comms Team **Content:** **Ian Plummer,** Commercial Director of Auto Trader, held leadership positions across the automotive ecosystem, from OEM to NSC to retailer, before moving to digital solutions. He tells **Al Clarke,** Chairman of the Ennis & Co Advisory Group, that building his breadth of experience has always been a key motivator. ***AL CLARKE: You’ve had an extremely varied career which began with selling and marketing paint internationally before you were headhunted by Renault. Tell me about your pathway through automotive.*** **IAN PLUMMER:** I did a degree in European Studies, Economics, Politics and French at Loughborough University and, through the careers ‘milk round’, was originally offered a job by Accenture, which involved working in the company’s Paris office for two years and then transferring to London. This seemed perfect to me, but I later received a letter from Accenture announcing that, due to the ongoing economic recession, they were cutting two-thirds of the people they had offered jobs to, and I was one of them. My reaction was to go to France anyway to look for a job, though this turned out to be very challenging, and I ended up doing various consulting-type jobs in six-month stints. I was working pretty much for free, scrambling around trying to scrape a living while accumulating increasing amounts of debt. Through a contact I had made, I ended up securing a six-month internship with Lafarge, a huge publicly listed company that’s almost the French equivalent of the likes of ICI, and after helping them to expand into new international markets, I was then offered a permanent position in the company’s paint division, rising to the position of Marketing Manager. The whole experience taught me that you must truly believe in something and fight for it if you want to achieve your goal, and I really did have to fight. It also brought home the importance of pushing to make personal connections with people, because that was what opened the door to Lafarge. After three years at Lafarge, I was headhunted by Renault for a Marketing Manager role at the company’s headquarters in Paris, which turned out to be a hugely positive and enjoyable experience. It led to me doing all kinds of different things – including international marketing, aftersales and e-business – that laid the foundations for my very varied career in automotive, where I’ve had the opportunity to work right across the ecosystem. It also brought lots of opportunities for overseas travel – mostly within Europe, where I was flying to different markets two or three times a week, and also further afield to countries like Brazil, Turkey and South Africa, wherever Renault had big expansion plans. After working in a central role, I then switched to the national sales company and retailer world when I relocated to London in 2003 to become General Manager of Renault’s flagship dealership in central London. The change of jobs meant I was moving from an international to a very local focus, but I did it to broaden my experience and do what was considered to be an essential “coal face” type learning experience for senior managers in OEMs like Renault that own some of their own retail sites. My main sponsor at the time was the No. 2 at Renault, who told me that everyone on the executive committee had gone through the same rite of passage at some point in their career and that he expected me to really enjoy it, much as he’d done. He was right. From my starting point of running a local dealership, I progressed rapidly over the next three years to become Managing Director of Renault Retail Group, an AM10 group back then, with responsibility for 25 Renault and Nissan sites. I then moved to the national sales company, Renault UK, as Director of Commercial Operations. A year and a half later, I eventually left Renault and joined Volkswagen Group UK as Head of Retail Operations for its franchised network. A year later, I became Head of Sales Operations for Volkswagen UK, with responsibility for all passenger car sales, new and used, in the UK, as well as franchise management for the 190 Volkswagen dealers in the UK. The latest chapter in my career started in 2017 when I left Volkswagen UK to join Auto Trader as its Manufacturing and Agency Director, with responsibility for developing strategic relationships with all the UK’s automotive manufacturers and their retailers. A year later, I was appointed to my current role of Commercial Director. Looking back on my career, I guess breadth is the key point. Having started internationally, I experienced how to work strategically from a head office point of view, then went very local and then filled in the gaps in a national sales company environment before working nationally on the retailer side. I think that breadth of experience across the whole ecosystem of automotive is something that has stood me in good stead, giving me a great vantage point on the industry, and I would encourage anybody who aspires to leadership to think about doing something similar. ***AC: Given that you have covered so many areas of the industry, did you have a pathway in your mind about where you wanted to get to, or did you just take the opportunities that materialised for you**?* **IP:** I followed my opportunity originally when I was offered a job by Renault, but even at that early stage of my career, I knew I wanted to focus on breadth in terms of living and working in different countries. It didn’t actually work out that way because I was repeatedly offered new roles that kept me anchored to France for a while, but I did get to travel to a huge number of places, engaging with people and learning the benefit of understanding people’s culture to develop better connections with them. Ultimately, my search for breadth in my career wasn’t answered by living in different countries but by taking on different jobs in areas such as aftersales, which I think is a hugely interesting part of automotive, marketing, e-business and international development. As I mentioned, the person who was the No. 2 at Renault recommended that I should experience retail, and I totally bought into that. I saw the value of doing something so different, and so I moved to the dealership in London and embarked on the next phase of my career. The steps I later took on my journey were not at all fully mapped out but were opportunistic in the sense that new things came my way. I believe in making opportunities happen by always working on visibility – both in terms of making yourself visible through the quality of work that you do and having your head up to ensure you spot trends and have visibility of the opportunities around you as they’re being shaped. When those two aspects of visibility are aligned, opportunities will come to you. ***AC: Reflecting on your experience of holding executive responsibility in both OEM and retail businesses, what were the differences, if any, in your leadership style?*** **IP:** Fundamentally, I think leadership principles should be pretty much the same across any business, so I don’t see a difference between leading in the OEM world and the retailer world. You need to have clarity of vision, you need to be able to communicate that vision to get alignment with it across the business, you need your team to demonstrate the values of the business at all times, you need to deliver speed and quality of execution, and you need to be aware of what’s happening externally in case you need to pivot. All of those leadership qualities don’t change from one business to another. What I do think is different, though, are the cultural habits of OEMs compared to retailers. A good leader should always be able to engage both the hearts and minds of their teams, their customers, their peers and their partners. By that I mean appealing to the mind through rational arguments and the heart by making people feel valued, empowered and motivated. In reality, I think leadership in the OEM world leans more towards rational thinking and can sometimes neglect appealing to people’s hearts. At the risk of over-generalising, my observation is that people working for OEMs don’t feel as empowered as they could and don’t always have the same level of passion and loyalty as they would if their hearts had been properly engaged. In retail, you see more of the tub-thumping, sports coach-style of leadership, which is more emotional and less rational. Does that mean they are right to be less rational? Of course not. They’ve got to have a solid business plan, and they need to deliver on all the things I’ve just mentioned in terms of quality and clarity of vision, team alignment, quality of execution and so on. To extend the sports coach metaphor, the best modern-day coaches are not just motivators but use a lot of data analysis to get their tactics right and are very good at getting individuals aligned with what their particular role should be. In other words, they are not only able to harness the passion, commitment and motivation of the people in their team, but they also ensure the team members understand the tactics and the details to deliver the best results. If the retailer and OEM worlds want to be smarter, they should stick with their strengths but also think about building on the things that don’t come so naturally or instinctively to them. OEMs can be a bit dismissive about the more emotional side of retailers or their slightly less data-driven nature, but instead they’d do well to focus more on some of those EQ-type areas. Equally, retailers can be dismissive about a perceived lack of warmth and people focus on the OEM, but they’d obviously always do well to expand the power of data-driven decision-making alongside their huge streetwise experience. Greater mutual understanding and appreciation can unlock a lot of opportunity! ***AC: Would you advise someone at the start of their career to try to experience both sides of the fence in an OEM and retailer, and is that still possible in today’s world given the pace at which the industry is running?*** **IP:** Yes, I would, and yes, it is. I’ve been asked to mentor a lot of people or to simply offer advice to numerous industry contacts, having made the kind of career change choices that I’ve made. I would always encourage people to keep their head up and to look around them at how things are reshaping all the time. A lot of people do tend to become insular over time and end up focusing their career path within a single company. That can still be a great choice for some people, but it’s also probably unwise and unrealistic to think that every step should be vertical. Going sideways, learning something different within the same business if not outside it, adds breadth and understanding and equips you for doing bigger, broader jobs. I keep coming back to my point about the importance of breadth. There are so many different areas of the automotive industry that are fascinating and offer rich opportunities, and people need to think about their careers with an open mind. The best way to do that is just to lift your head. Speak to people, connect, network, engage, and ask questions. One contact leads to another, new contacts provoke new thoughts and ideas, and then over time you develop a better and broader understanding of the different parts of the ecosystem. That helps both with succeeding in your current role by better understanding your context and all your various stakeholders, as well as with giving you that vital visibility that I’ve already touched on and which can be so valuable for your next role, wherever it may be. Not only should people look to gain as much breadth as they can, but they should also do it as early as they can because it’s much easier to step sideways and add new things into your mix when you’re less senior and less set on a certain pathway or job type. The more senior you become, the less likely it is that companies will want to recruit you for a different type of job role, whether it’s an internal or external hire. At higher levels, they’re more likely to be interested in buying the experience you have now and can immediately put to use. ***AC: For the last eight years, you’ve worked as a supplier to both retailers and OEMs at Auto Trader. Is there any difference from a leadership perspective compared to being the OEM or the retail customer?*** **IP:** We think of ourselves at Auto Trader as a tech company, which distinguishes how we operate. We don’t build or directly sell a physical product such as a car, but we build a digital solution or a data solution for a particular problem or opportunity, so it’s very different from my previous roles in terms of the way I work with partners in the industry. We work with just about all the different stakeholder categories in the business, and we work with partners on a very consultative, long-term basis. In our world, when we see a gap in the way that a reseller or a brand or a finance partner is performing in a certain area, we use our data and our consultative experience to try to explain the gap that we see, the value that can be delivered by optimising that opportunity and how we can help them. The only frustration with the job can come when either they don’t buy into the solution, or perhaps they don’t deliver it well. On the other hand, the huge benefit of the job, and the thing I enjoy most, is the enormous variety of situations we work in. We work with 14,000 retailers, all the OEMs (both heritage brands and new entrants), the finance companies, the leasing companies, the charge point companies, the insurance companies and the Government. So, there’s huge breadth as well as variety, and my job is extremely enriching because of it. As a tech company, we really need to be agile in terms of prioritising our focus. Some priorities will stay in place for a period of years while we’re developing a particular project area of the business, but we never have rigid structures or siloed departments. And we don’t really have much BAU either. We’ve got pools of people who are pulled into different projects and priorities for varying lengths of time. In that environment, everybody – including all managers – needs to be flexible, and nobody is fighting for things like the headcount for a given area in the way a lot of traditional, larger businesses work. We have to stay very close to our customers to make what we do valuable and relevant to them. And the consultative, partnership-based approach we take to our work always has to be based on long-term value-add for both parties. If our solutions work for car buyers and for our industry partners, they’ll work for us too! So, a key part of my job is building deeper and broader relations with our customers to better understand them and then bring that understanding back into the company to serve our customers’ needs. That’s no different from any other business, but the focus is on building value over the long term, not pushing a product at them they don’t need and could quickly realise doesn’t deliver the desired results. We’re a PLC listed on the FTSE100 and are, of course, expected to deliver value for our shareholders. But we’re also fortunate to be recognised and entrusted to follow a pathway that builds long-term value for our customers instead of being pressured by investors to deliver short-term results at the expense of doing the right things for the right reasons and in the right ways. Put a different way, our leadership should always reflect our company purpose, which we define as “Driving change together. Responsibly.” Living up to that ambition and to our values is something we truly believe in and work very, very hard on. ***AC: As you say, Autotrader is a tech business, which by definition is rapidly evolving. What advice would you give to people in other sectors, such as OEM or retail, who are having to change rapidly?*** **IP:** You need to start with a solid understanding of the landscape you’re working in and the shifting forces that may be changing that landscape so that you can better appreciate what your customers value and whether you as a business are delivering that value, as well as where there are gaps to optimise and new areas of opportunity to develop. I honestly don’t think this happens enough in traditional businesses, where too many people are invariably heads down in deployment mode, often doing things in pretty much the same ways they have done for years without enough challenge to the BAU logic or “not invented here” mindset. When you think of OEMs, they are very large businesses with international structures, and the NSCs end up deploying a strategy that is increasingly just given to them but which, in some cases, may mean they are not doing things in the right way for the right reasons. For example, OEMs will focus on driving leads, and they’ll do marketing based on driving leads, such as test drive requests or website activity. But brand websites are small and declining, so driving people to a website where the average dwell time is about a minute and a half is not the answer. Getting people to visit the website has a part to play, of course, but it shouldn’t be the only thing you’re doing. Equally, driving consumers to submit leads when they actually want more transparency, flexibility and control over their buying journeys – just like we all do in our own shopping experiences outside of cars – is clearly not the most consumer-centric way of working. The trouble is that NSCs are using the wrong methods and focusing on the wrong KPIs because their head offices tend to have outdated views of things based on delivering standardised metrics that allow them to compare the performance of one country with another. The idea behind driving lead volumes (over quality) or website activity (over a joined-up hybrid digital-physical experience) is intended to reinforce things like the marketing strengths of the brand and the sales funnel. But surely the smartest thing to focus on should be the end result of marketing that delivers the best return on investment in terms of efficient sales conversion with strong sales volume and value? Instead, with “siloed” thinking, KPIs are sometimes being “ticked” at the expense of that end result. Another key point I would make about being flexible and responding to the market is not being parochial. In a business structure like ours, overly rigid processes and structures clearly wouldn’t work. We have to move fast, and we need to align on common goals for our wider business, each of us delivering on our own part of a shared journey, but all focused on the bigger picture goals. That also means that none of us can be fighting to defend a given “silo” or defend any form of vanity project. Instead, we do need broad alignment around clear end goals, so that means open communication is very important. The type of method that works for us is daily stand-ups within teams at the start of each day to talk about what happened yesterday, what is happening that day and what to prioritise. In many ways that’s not so different from how a successful work unit within an OEM car plant will do daily quality reviews on its own part of the wider production chain, but it’s just all based on a far faster moving set of tasks, goals and challenges. Also, while as a PLC we obviously have all the proper processes and governance in place to manage our activities, when we’re business planning and thinking about new commercial opportunities, we don’t do what a traditional OEM would do in terms of creating a massively complex spreadsheet with lots of data and a five-year horizon. That would take months to build out. I get that if you’re building a factory or working out the ROI for a new engine, then you would need that level of detail. But you don’t need it in our world because if you focus too much on detail, you end up getting mired in it. Instead, we try to focus on the size of a market opportunity, whether we think we have a credible right to play in that area, whether we have or can develop the right tools to succeed and whether we can realistically create strong value for ourselves and our partners by working on that opportunity. We don’t have formal milestones for years one, two, three or four. Obviously, we track things, but we don’t map things out in extreme detail because by the time you start doing that, the whole context may have changed anyway. We know the ultimate goal and direction of travel; we set the first start point … and we start! ***AC: Reflecting on your career, who have been your most significant mentors or sources of inspiration? What was it about them that made them memorable?*** **IP:** The first person I would name is Jean-Frédéric Nothomb, who was my boss at Lafarge and who is now a close friend and godfather of one of my children. He was an extremely inspirational people-focused leader who was brilliant at building team trust, camaraderie and loyalty. He inspired people to go above and beyond in some difficult contexts, and I took away a lot of leadership and communication learnings from working with him. The second would be Jacques Chauvet, who was a Senior Vice President at Renault for whom I worked for a period as his Executive Assistant and then e-Business Director. The first of that role was one of those typical stepping-stone jobs that you do in a huge company to learn how the big bosses work, and I found him to be an amazing person with an absolute passion for understanding the broader context of the world, the economy, the car industry and people’s cultures. He taught me that if you understand the places you’re working in and the people you’re working with, it makes a massive difference to the way you deal with people. Jacques was brilliant at that, and he also had an amazing leadership combination of both strategic vision and detailed execution, a rare talent indeed. Thirdly, I would say working with Nathan Coe and Catherine Faiers, the CEO and COO of Auto Trader, really is a huge pleasure. They are both massively inspirational. But what I take most from them is that while they’re undoubtedly some of the smartest people I’ve ever worked with – they’re quite brilliant thinkers – they’re also very down-to-earth and authentic, with EQs as high as their IQs! As simplistic as it may sound, you always understand any judgement calls they may make when you know that they’re always focused on doing the right things for the right reasons. They achieve that too-rare combination which I described earlier of joining up the rational and emotional sides of both decision-making as well as communicating and delivering. And it’s a powerful mix! [Ian Plummer Indesign](https://ennisco.com/wp-content/uploads/2025/10/Ian-Plummer-Indesign-5.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/10/Ian-Plummer-Indesign-5.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, AutoTrader, IanPlummer, insights, Leaders who drive automotive --- ### [Leaders who drive automotive: Rob Halloway](https://ennisco.com/leaders-who-drive-automotive-rob-halloway/) **Published:** October 3, 2025 **Author:** Comms Team **Content:** **Rob Halloway** has risen through the ranks of Mercedes-Benz to become Head of Global Communications. He tells **Al Clarke,** Chairman of the Ennis & Co Advisory Group, that progressing through a single company requires a willingness to say ‘yes’ to every opportunity, even if it means being thrown into the deep end. *****AL CLARKE: You’ve spent most of your career with Mercedes-Benz, starting as a senior press officer and progressing to a global leadership role at HQ in Stuttgart. Tell me about your career path and why you made certain career choices.***** **ROB HALLOWAY:** After studying Motor Vehicle Engineering and Management at university, I looked for a job with a manufacturer and started out in fleet truck sales for Renault Trucks. It was a foothold in the industry, but I think I was in the right building but the wrong role. I wasn’t the world’s most natural truck salesman, but I did learn a lot about speaking to customers. After a while, I ended up getting involved in advertising and marketing promotions, which felt more natural. I wrote a lot of the marketing and sales materials for the company and worked on sponsorship projects for Renault Trucks, who at the time were sponsoring a couple of F1 teams and a touring car team. I also helped out the PR manager, who introduced me to some commercial vehicle journalists. On the PR manager’s recommendation, I applied for a vacancy for Commercial Vehicle Press Officer at the SMMT \[Society of Motor Manufacturers and Traders\] and was offered the job. The role entailed dealing with journalists in a fast-paced environment, and I found that I really felt at home. Not only did I learn from my interactions with journalists and member companies, but it was also a great opportunity to get noticed by people in the industry. After two years there, I was offered the role of Press Officer for cars and vans at Volkswagen UK, where, in addition to my daily interactions with journalists, I was responsible for managing a press fleet of 150 vehicles. Just six months into my time at Volkswagen, I received a call from Mercedes-Benz in the UK offering me a Senior Press Officer role. At first, I was reluctant to take things further, as I was still settling in at Volkswagen, but after agreeing to meet the director, I was persuaded to make the switch. This proved to be the most significant move of my career because Mercedes-Benz has since become such an important part of my life. It wasn’t part of a grand plan on my part. It was just a case of being offered an opportunity out of the blue and grabbing it. After two years in the Senior Press Officer role, I was promoted to PR Manager for passenger cars. The scope was later expanded to include commercial vehicles as well, and I ended up staying in the job for the best part of 10 years until I was appointed Communications and Events Director in 2012. I had applied unsuccessfully on two previous occasions and was finally successful at the third attempt. The whole experience taught me a lot in terms of understanding what went wrong with my previous applications and where I needed to improve. I stayed in the director role for four years until I reached a point where I felt I needed a change. Each year, I was attending the same cycle of motor shows, events and dinners. I had told myself that if I ever felt reluctant to attend such events, it was time to do something else. After 20 years in similar cycles, I spoke to my boss, who suggested that I move to marketing on the basis that I had transferable skills. This was despite the fact I hadn’t worked in marketing since the 1990s when I was doing classified ads for second-hand trucks! What interested me about the idea was that it wasn’t just to take over from an established marketing director but to set up a new tactical advertising department for Europe. Previously, we launched big global campaigns and then adapted and ran them separately in 19 countries across Europe. The task now was to set up a Regional Centre of Excellence in Milton Keynes and run the advertising for 19 countries from there. Taking over the new role was challenging because I was dealing with people in Europe who didn’t really want me there because they were used to doing their marketing themselves. It therefore required a lot of collaboration and listening to what they needed to sell cars to customers in their market, which differed from country to country. I did the role for about seven years, the last four years of which I was asked to combine the job with running Mercedes-Benz World – the brand centre in Weybridge. This was a real eye-opener for me. It was the first time I had owned a P&L, and I was responsible for a visitor attraction that pulled in 350,000 customers a year, from young children to great-grandparents and everything in between. It also coincided with Covid, which was a big test of our mettle, but the experience ended up being very positive. Visitor numbers went up; profits went up; and the satisfaction of the workforce went up during my time in charge. In 2023, the role of Global Head of Communications came up, and I was asked by the Chief Marketing Officer if I’d like to apply for it. Every previous incumbent had been German and had come up vertically through headquarters, but I figured it was worth a shot, applied, and a few months later was appointed to the job and relocated to Stuttgart. In my two years in post, I have learnt so much – working globally with responsibility for everything but direct control over almost nothing. I was trained back in my SMMT days to make sure that every comma and every semicolon was in the right place, but now I was managing the reputation of a massive, sprawling global company – the technology, the brands, and the products. Suddenly, I was responsible for a team of 100 people, none of whom are English, and so I relied on the advice I received from one of my mentors: ‘Just get out of their way as much as possible and give them space to do their jobs. Don’t try to control too much.’ Sometimes the simplest advice can be the most helpful, because this is exactly how I have carried out the role. ***AC: Do you think the type of career pathway you have followed through Mercedes-Benz is still available to people today, or have things changed?*** **RH:** In principle, I think the pathway is still there. Some companies like to have vertical specialist promotions, while others prefer to have a broader set of experiences and skills, with a greater amount of horizontal movement. I’ve met plenty of people at headquarters and elsewhere who have had non-linear career paths. I think the common thread is that when an opportunity has presented itself, people have said ‘yes’. It seems highly unlikely to me that someone who studied motor vehicle engineering in Luton would be a Head of Global Communications 30 years later, but if you look at the career paths of many senior-level people, I’m sure you’ll find oddities. I do think it is still possible to have a very varied career within a company like Mercedes-Benz. It’s such a massive organisation that you can get a fresh start or a fresh perspective just by moving round the same building. When I moved from PR to marketing, the two offices were only 20 metres apart, and yet the job, the culture and the environment could not have been more different. ***AC: Reflecting on your career, are there any pivotal moments or pieces of advice that have shaped your leadership style?*** **RH:** I’ve tried to collect the best bits, the greatest hits, from all the people I’ve worked for. I’m generally quite optimistic in my outlook, and I’ve worked with lots of people who have had great ideas. Equally, I’ve had one or two managers that I haven’t got on so well with, but I’ve learnt as much from them. I try to pick out the behaviours I admire and avoid behaviours that I don’t like. I’ve also listened to people with great life experience. For example, my previous boss, Gary Savage, gave me some great advice when I moved from PR to marketing. I knew the PR role inside out, having done every role in the department, but jumping into marketing and managing a team of people I didn’t know was completely different. Gary’s advice to me was to trust the people in the team as a default and let them get on with their jobs rather than requiring them to earn my trust. If things go wrong, it’s a lot less time-consuming dealing with the problem than requiring 50 people in your department to win your trust. I think my career has been full of pivotal moments, but a few stand out. For example, I was very fortunate to be in charge of PR throughout the Top Gear glory years, and colleagues in Germany were happy to let me get on with managing the key relationships with the producers and presenters. Other pivotal moments have come when things have started to go wrong and there has been the potential for things to descend into a communications crisis. Being part of a team that helps to resolve such a situation is always a key moment in one’s career. As someone once said to me, you don’t make your friends when the sun is shining. In terms of memorable pieces of advice, something that Sir Stirling Moss, the great Formula One driver, once said to me has really stuck. When I first met him, I asked him a question that he must have been asked a thousand times, but he gave me a really interesting, detailed answer, telling me about a race he’d had 50 years ago. After he finished, I apologised for asking a question that he must have had countless times, and he replied, ‘Yes, but it’s the first time I told you.’ I’ve thought about that a lot. I think it’s so important because a lot of communication is about re-communication – telling things again and again and again. ***AC: You have invested nearly 25 years with Mercedes. What advice would you give to someone who has maybe fallen in love with a company and wants to progress to a senior leadership role? Should they stick with the organisation, or would they be better served going elsewhere?*** **RH:** I don’t think anyone should feel that they’ve fallen in love with a company. It’s a commercial relationship. You put in and you get out. What I would say is that when you’ve been with a company for a long time, it’s important to not be seen as just being part of the furniture. Always try to change, adapt and innovate. Most big companies also offer different training opportunities, whether it’s in-person or online, and you should always take advantage of that. It’s important to always be curious and to try to learn from your peers or people in your department of all generations. There are people in my team who are much younger than me, and they can do things that I can’t, whether it’s mastering AI or using some of the latest digital tools. In terms of advising people whether to stick or twist, it really depends on the company, but it is important to say ‘yes’ when an opportunity arises. Don’t be afraid to try something you don’t think you can do if your sponsors are saying that you can, because that seed of self-doubt can be very powerful. I had no clue about being a marketing director before I did it, but I had a brilliant team, I was honest with them about what I could and couldn’t do when I started, and I spent my weekends boning up on the subject. We ended up having seven very successful years. ***AC: What are the differences between leading at a global level as you do now, compared with a national role? Are you the same leader with a different title, or have you had to change?*** **RH:** I’ve had to adapt and change my leadership style with every job. In my early career, I was much more of a micromanager, but everything would slow down to a crawl if I tried to do that now. Communications can be very fast-paced, and a story that comes up in the morning can be gone by the afternoon. I’ve got a team of about 100 people now, and I’m part of a bigger division, the Marketing Communications Division, which has a total of about 400 people based at Mercedes-Benz headquarters. I’m one of the executive leaders there, so it’s important to lead by example and empower the team. I’ve got lots of experts in the team as well, so I allow them to get on with their job while being very clear about the direction. I used to be very hands-on with writing, which I love doing, but now I have 15 people who write press releases. My role is to set clear guidelines about the tonality and the kind of things we talk about and what we don’t mention. I also have an extended team all around the world, and I speak regularly to colleagues in the big five markets in South Korea, the UK, Germany, America and China. A key aspect of my leadership style, which I have learnt from the best leaders, is that if someone comes to me and asks, ‘Have you got five minutes?’ the simple answer is ‘yes’, when that’s very rarely the case. If I’m in the middle of something crazy, I’ll make sure I get back to them by the end of the day. I try to be as approachable as I can and to be consistent in that. ***AC: You talked about the big five markets, one of which is obviously China. How much involvement do you have with China, and how important is it for leaders to understand the Chinese approach to the industry?*** **RH:** It’s crucial. I first went to China in 2008, and I’ve been back many times since and have been able to observe the astounding pace of change. If I go there for the Shanghai Auto Show or for a market deep-dive visit, like I have this year, I’ll spend as much time as possible absorbing the culture, absorbing the challenges that they’re facing and looking at what the competitors are up to. ***AC: If you were having your career again, would you choose an assignment that would allow you to spend time in China? Do you think spending time in China is something a leader would be wise to invest in if the opportunity came up?*** **RH**: Yes, I think so. A lot of my colleagues have been to China for an assignment, and it’s completely changed their perspective. I’ve had the chance to immerse myself in the German culture, and I can tell you that it’s completely different from the UK in terms of the mindset and the rules and regulations, and yet the UK and Germany are relatively close neighbours. In China, the cultural differences are of a different order, so it would be very valuable for anyone in the industry to experience that. ***AC: Alongside the day job, you’ve taken on other roles. You’ve represented the company at the SMMT, you’ve been involved in the Mercedes-Benz Owners Club and were on the Board of Trustees at the Brooklands Museum. How important have those extra activities been to your career, and what advice would you give to others in terms of doing things outside their normal role?*** **RH:** They’ve been really important to me and have been a differentiator in many respects. From a purely selfish point of view, it’s a bit like having a savings account because if you put something in, eventually you’ll get a return. For example, working as the chair of the Public Affairs Committee at the SMMT for four years gave me a really strong sense of what was going on in the industry, and being involved in some of the big issues gave me a real sense of achievement. I really enjoy my involvement with the Mercedes-Benz Club because I’ve always been slightly in awe of people whose hobby is collecting nice German cars. I admire their enthusiasm, and I cherish the relationships I’ve made. In 2017, they asked me to become honorary president, and I’m now in my ninth year. I write a column every month, so it’s definitely not the work of a moment but requires genuine commitment. Being a trustee of the Brooklands Museum really broadened my perspective and taught me a lot. As a registered charity, it’s trying to tell the story of the birthplace of British motorsport and aviation while working with a very tight set of budgets and dealing with very different challenges to the ones I faced in my day job. ***AC: You’re in a role where a news story can break at any time, and you need to be able to react. What advice would you give to potential leaders about time management?*** **RH:** There’s never enough time, and things are only getting faster with the omnipresence of social media. I normally have between seven and fifteen meetings a day, and I’m lucky to have a secretary who manages my calendar and an assistant who preps me for these meetings. Within my diary, I like to ringfence 45 minutes or an hour once a week just to be available to people in the team. A big bugbear of mine is people who scroll through their emails in the middle of meetings. One of our board members, Britta Seeger, taught me something. She’s one of the busiest people I’ve ever met, and I can remember having a three-hour meeting with her where she didn’t check her phone once. I asked her afterwards how she did that because most people scroll at least some of the time, and she replied, ‘I only had three hours with you, so it’s got to count.’ It was another one of those throwaway lines that has stayed with me. [Rob Halloway Interview Indesign copy](https://ennisco.com/wp-content/uploads/2025/10/Rob-Halloway-Interview-Indesign-copy-4.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/10/Rob-Halloway-Interview-Indesign-copy-4.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, insights, Leaders who drive automotive, mercedes-benz, RobHalloway --- ### [Leaders who drive automotive: Jim Marsh](https://ennisco.com/leaders-who-drive-automotive-jim-marsh/) **Published:** September 24, 2025 **Author:** Comms Team **Content:** A CEO at the age of 39, **Jim Marsh** has held senior leadership roles across multiple sectors, including four years as Chief Transformation Officer at McLaren Automotive**.** He tells **Al Clarke,** Chairman of the Ennis & Co Advisory Group, that experiencing different industries in different roles makes for better leaders. ***AL CLARKE: When you set out on your career, did you have a clear goal about what you wanted to achieve?*** **JIM MARSH:** Yes, I was very clear right from the start. I’m a person who likes to set goals for myself and my objective was to be a partner in one of the Big Four accounting firms by the time I was 30 and a CEO by the time I was 40. I have one brother who’s seven years older than me, so he was always ahead of me. I think watching him was also a big motivation. ***AC: Did you have an early idea about a sector or industry that you wanted to work in after accounting?*** **JM:** No, it was completely the opposite. I explicitly didn’t want to specialise in a sector, and the more I worked across different sectors, the more strongly I felt that I didn’t want to get typecast to an individual sector. One of the features of my career is that I’ve forced myself to move sectors because I think that makes you more marketable in the long term by giving you the opportunity to translate ideas across sectors. For example, people might look at my CV and think it a bit odd that I stepped out of the corporate world at the age of 50 to become a partner at McKinsey. The simple reason I did that was because I was aware didn’t have much international experience and the role gave me the opportunity to work with clients in Australia and the US and in a completely new sector. Building that breadth of experience has been very beneficial to me, particularly in my current role in private equity, where I’m working across different sectors. Most head-hunting firms want to typecast you in a sector and, even now, I get approaches from head-hunters about telecoms roles because I spent eight years of my career in telecoms. I tell them I’m not a telecoms person – I just worked in telecoms for a period of my career. ***AC: As someone who was focused on your goal of being a Big Four partner by the age of 30 and a CEO by 40, how did you make your decisions in terms of moving from one role to another?*** **JM:** Well, I joined KPMG and very soon after qualifying as an accountant, I worked in corporate insolvency and turnaround and found that I really enjoyed it because I like to work at pace. This triggered a series of thought processes about my future career. I decided that I wanted to focus on turnaround situations. Because I had come through a finance and insolvency route, I started out in finance and became a divisional Chief Finance Officer with Boots. I didn’t really enjoy it, though, and so I took a different route that was tangential to finance by switching to a Strategy role with Boots The Chemists. From there, I decided to be even more radical by moving into sales as a Sales Director. The overwhelming theme running through all these moves was the need for rapid change. That was more motivational for me than the sector. ***AC: Given that you began your career working in insolvency, what were your key learnings when dealing with companies in distress?*** **JM:** The first thing I would say is cash is king, and that has been true of every industry I’ve worked in, whatever the dynamics are. The second thing I learned is about leadership, and I have hung on to a phrase that my first Chairman once told me: ‘Leaders cast a long shadow’. No matter how troubled or chaotic the business is, the leaders need to show authority and leadership. They need to nurture a ‘follow me’ culture. The third thing for me would be: ‘Don’t make a decision tomorrow if you can make it today.’ One of the challenges I’ve had is that I’m not particularly analytical as a person. I’m quite an intuitive leader, and that has caused me problems on occasions. But I see a lot of leaders who use data as an excuse for not exercising management judgment. There comes a point when you just need to take the jump because if you look at data all the time, you’ll always find a reason not to do something. ***AC: You’ve had a remarkable career, holding senior leadership roles at companies as wide-ranging as KPMG, Boots The Chemist, Energis, Cable & Wireless, Rank and McLaren Automotive and culminating in your current role as Executive Chairman in Private Equity. Do you think it is still possible for someone to follow a similar pathway to yours?*** **JM:** I think it’s very hard and I think I was very lucky. The reason I was lucky is that I happened to work for some people who were radical thinkers and were prepared to take a risk on me in roles where I had no obvious direct background. One of the things I’ve tried to do myself now as I’ve become more senior is to take a risk on people. I follow the advice I once received that you shouldn’t give people roles based just on their experience. You should give them roles based on their competency because it is their competency that will determine whether they’re going to be successful or not. That’s sometimes quite a leap to make but it’s something I’ve really tried to do. I’ve found that if you give good people the chance to sink or swim, in most cases they’ll swim. ***AC: What happens when they sink, because not everyone will swim?*** **JM:** Well, you help and support them. If they still can’t do it, you change them. The person who advised me to hire on competency rather than experience took the view that one in five people won’t succeed, and at that point you need to show leadership and address it. One of the things I often see in recruitment is that if a hiring decision is not working out, the hiring manager is reluctant to face into it because it looks like they made the wrong decision. I’ve never seen that as a negative. If someone takes a risk on someone and then realises that they’ve hired the wrong person and need to change them, for me that’s positive leadership. You’re not doing anyone any favours by hanging on to somebody who’s not going to make it. It won’t help the business, and it won’t help *them.* ***AC: Has the one-in-five rule applied to your own career in terms of your suitability for roles?*** **JM:** I can think of two roles that I’ve done that didn’t really work out. If I look back, both of them were situations where I was not being honest with myself about what I could and couldn’t do. One was a role that required me to be very detailed and analytical. As I said earlier, I’m just not that person and I knew within a week it was wrong. The other one was a situation where I was going to be required to learn French, and that was something that I didn’t feel was important for my longer-term development. So, yes, I would not pretend that I have got things right all the time, but my advice to anyone in a situation that is not working is to face into it, don’t ignore it. ***AC: How many leaders in your experience are confident enough to be able to admit they have made a mistake?*** **JM:** Not enough. When you’re in a leadership role, it’s important to have a strong relationship with your team and to create an environment where you can have honest conversations. In my first big CEO role, where I was leading a large international business, I and the executive team used to go to one of our remote geographies every quarter and spend the week together as well as meeting the local management. That was very powerful because when you’re altogether in a hotel overseas, you build relationships on both a professional and personal level. It also helps you to build your network for the future. Maintaining that network, nurturing personal relationships, has always been very important for me. Throughout my career, I’ve always sourced my roles from my network and have never through head-hunters. ***AC: Has developing your personal network been a strategic decision you’ve taken to take control of your career rather than waiting for a head-hunter to call?*** **JM:** I maintain a list of people which I review constantly. If I’ve not had any contact with someone for a while, I’ll just drop them a WhatsApp and ask them if they fancy meeting for a coffee or whatever. Ninety-nine per cent of the time they say yes, and it ends up being a productive conversation for one or both parties. In any senior role such as CEO or Chairman, you’re always looking for talented people. By definition, the people on your list will be talented otherwise you wouldn’t keep them. Thinking about the people who are working with me in my current private equity role, I worked with one of them 12 years ago, I worked with another across three companies and I worked with another across two companies. That’s all come from maintaining my network. ***AC: Everyone has gaps in certain areas, and you’ve said that being detail orientated is a weakness for you. When you’re a CEO, you’re obviously responsible for the numbers, so how do you plug that gap in your skill set? Is it about making sure you have people in your team who are strong in areas where you are not so strong?*** **JM:** A hundred per cent. It’s about understanding your own strengths and weaknesses and compensating for your weaknesses by having good people around you. I’m an accountant by background, so I’m commercially and financially literate, but I’ve never built a spreadsheet in my entire life. I’ve always made sure that I have a strong analytical CFO, and we’d have some very good but challenging conversations. They would approach it from the detail up and I would approach it from the strategy down, the aim being to meet in the middle. ***AC: It must have been a happy moment when you were appointed to your first CEO role at Cable & Wireless Worldwide. What were your thought processes once you realised you were now the captain of the ship?*** **JM:** The main thing was recognising that I was now directly accountable for the numbers. We were a public company as well, so there was nowhere to hide. The most difficult thing I’ve had to do in my career has been public company profits warnings. When your CFO tells you that they’ve done the forecast and found a problem, it’s your responsibility as CEO to face into that. You can’t hide away from the numbers because it’s your business. You just have to show leadership and deal with it. ***AC: You’ve worked in telecoms, gambling, automotive and now private equity. Does running an organisation in different sectors require different kinds of leadership skills, or is it essentially the same?*** **JM:** I honestly believe it’s the same. You just have different flavours across different sectors. In some industries, use of capital is the most important thing. In other industries, it’s your channel footprint that’s most important. But, for me, it’s the same blend of leadership skills that you need. You just apply them slightly differently to address different problems. ***AC: How did you prepare yourself for your first CEO role?*** **JM:** I had very little notice, to be honest. I found myself in a situation where I was told that the business wanted to part company with the existing CEO and they wanted me to take over, so I had very little time to think about it. I come back to what I said earlier about having a clear goal to be a CEO by the age of 40. I was 39 at the time and I told myself that if turned down the opportunity, I was never going meet my target. ***AC: You stayed in your CEO role at Cable & Wireless for six years before going on to lead various organisations. You’ve been front and centre of the shareholders’ expectations for many years, so how different has it been taking on a chairman role? How did you make that transition?*** **JM:** I’ve actually found it quite developmental because I’m the kind of person who likes to grab things and fix things. Ostensibly, when you are chairman, your role is to manage the board, manage and represent the shareholders and enable the chief executive to be successful. I’ve worked with many chairmen over the years and I’ve tried to take on board one thing from each of them that I would like to emulate or replicate and one thing that I would want to avoid. I’ve taken those learnings to build my own chairman brand around them, but I would say I’m still developing as a chairman. That’s part of the enjoyment. ***AC: From your perspective, are you seeing any skill gaps in the leaders that are coming through now? Are there things that the new generation of leaders are not prepared for?*** **JM:** Going back to what I said about not wanting to be typecast to a sector, I see many examples of people who only know one industry or who only know one domain. For me, breadth of industry experience and breadth of domain expertise is really important because it makes better leaders. In many of the industries I’ve worked in, I’ve come across too many people with very narrow sets of experience. I worked in the gambling industry for five years, which was very different to anything else I’ve done, but I learned so much from it. The problem is that if you’ve only been in one industry, then you replicate the historic mistakes of that industry. I prefer people who have got breadth of experience and skill set because it gives me confidence that they have the capability to adapt to other domains**.** On a personal level, I applied a number of things that I learned in telecoms when I went to automotive. The big thing that both of those industries have in common is that they’re both very capital intensive, even if the way capital is managed is different. ***AC: Who are the people who have inspired you and had an impact on your career? What was memorable about them that helped to shape you as a leader?*** **JM:** The people who have impacted me the most are the people who have taken brave decisions about me. I was given the opportunity to be a sales director having never worked in sales. I was given the chance to move into telecoms without having worked in telecoms, and I was given an opportunity in automotive without having worked in automotive. If people had not taken a risk on me, I would not be the leader I am today. That ability to think outside the box when it comes to people and skills is something I’ve tried to emulate. I’ve also tried to emulate people who are all about energy and enthusiasm. A coach once said to me that I had ‘urgency addiction’, which was a phrase I’d never heard before. I don’t see that as a negative because I just want to get on and do things now rather than waiting around. That’s just who I am. On a personal level, my values have been shaped by my father. He wasn’t a professional person and he didn’t have any educational qualifications, but his mantra was: ‘Always treat everyone the same’. It doesn’t matter whether someone is a cleaner or a chairman, you treat them with the same respect. Everybody deserves the same courtesy. That’s a strong personal value for me. I think it’s important to have a set of personal values that you can stand behind. You’ve got to be able to look at yourself in a mirror and feel comfortable with the things you did the previous day and things you are going to do today. [Jim Marsh Interview Indesign](https://ennisco.com/wp-content/uploads/2025/09/Jim-Marsh-Interview-Indesign.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/09/Jim-Marsh-Interview-Indesign.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, insights, Jim Marsh, Leaders who drive automotive --- ### [Leaders who drive automotive: Clare Wright](https://ennisco.com/leaders-who-drive-automotive-clare-wright/) **Published:** September 17, 2025 **Author:** Comms Team **Content:** **Clare Wright,** former Chief People Officer at Jardine Motors Group and now UK People Director of logistics company Kuehne-Nagel, explains to **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group, why a people-first approach is so fundamental to business success. *******Lynda Ennis: You worked across a range of sectors before moving into senior leadership roles in automotive retail and, more recently, logistics. Tell me about your career journey and how it has shaped you.******* **Clare Wright:** Starting from the beginning, I grew up in a normal working-class family and excelled at school, but I had no desire to go to college or university. My teachers were mortified that I didn’t want to stay on to do my A levels, but all I wanted was to go into a job and earn money. I started by doing a YTS in administration at a small marketing and advertising agency, and, within a month, I was helping with the accounts. I was curious and enthusiastic to learn about how everything worked, which is something I think I inherited from my dad. He had his own plumbing business and was always very tenacious. I moved around a bit for the first couple of years of my career, and then, when I was 19, I spotted an advert for a job in customer service management at a Volkswagen & Audi dealership. To be honest, I wasn’t interested in cars, and the main attraction was that the job came with a company car. I met the founder of the business, Andy Lawton, and persuaded him to hire me on the grounds that although I didn’t have any automotive experience, I understood customer service. He told me to go and prove myself. Andy turned out to be a huge influence on my career. He was tough, but he was also a great innovator and really taught me about the commercial side of the business. I was lucky to be put on a leadership programme, and I ended up being a Head of Business at the age of only 22. When I joined the company, the customer service and the people management were extremely poor, and I quickly realised that we needed to do something different in the way we treated our teams. I persuaded Andy to let me do a CIPD \[Chartered Institute of Personnel and Development\] qualification, which I did at college for a year and then two nights a week for two years at Manchester University to gain a Post Grad Diploma in HR Management. After about seven years, I reached a bit of a crossroads. By that time, Volkswagen and Audi had separated their retail operations, and we were running just with Volkswagen across three sites. Volkswagen were looking to improve the customer experience and launched the Volkswagen Retail Experience project. They approached me about working on the project with one of their consultants based on my people, leadership and commercial experience. During my two years in the role, one of my key responsibilities was assessing the personnel at retail businesses across the Volkswagen network. This was quite a tough gig for a young female in a male-dominated world, but it really developed me in terms of understanding the business requirement, the business case and measurement. It also developed my influencing skills because it was all about talking to people about how they led their teams properly and making things like transformational leadership and the 7s framework real to those who had been running their family businesses for 20 or 30 years, whilst also getting them to see the benefits of a ‘people first’ approach to bottom line. The consultancy role really taught me the importance and impact of great leadership, and this has followed me throughout my career. To run a successful business, you must put people first and be humble. That doesn’t mean you have to be soft. I don’t think anyone could ever describe me as soft, and in fact I was quite difficult to work with in my early days when I was immature and trying to emulate the behaviour of my male colleagues. Fortunately, I received some coaching, and I learnt that you don’t operate that way. It’s all about understanding people and treating them as human beings. Having decided to continue going down the HR route, I felt I needed to broaden my experience, and so I left automotive. After a short but very interesting stint as Head of Talent at the casino company Stanley Leisure, I joined Shop Direct Group as Head of Learning in their contact centre division before being quickly promoted to Commercial HR and Change Director. The business was going through a huge transformation and cultural change involving 33,000 people, and a key element of my role was honing in on transformational leadership and what that meant exactly – assessing leaders within the business against that and coaching or moving people where necessary. Individuals were encouraged to really open up about their leadership skills and understand what drove them, including unpicking the bad bits. After five years with Shop Direct, I returned to consultancy and experienced very different leadership propositions, working first with the Fire and Rescue Service, which was highly hierarchical, and then with social housing, which was community-led and required a more flexible approach. From there, I went to Daisy Telecoms, which was a big M&A exercise where we acquired 10 businesses in 12 months. I then worked with the Argos commercial team on a short-term contract before joining eFront, a private equity-backed French software business that gave me my first global role. In 2015, I returned to the automotive sector as Chief People Officer of Jardine Motors Group, which turned out to be a hugely eventful nine-year journey for me until the business was sold. If the definition of great leadership is about truly understanding your people, valuing your people and being an authentic leader to drive culture change, then I think we were incredibly successful at Jardine. It included getting through Covid, and I would say what we did was a model of how to get through an incredibly tough time by being joined up as a leadership team, being open about your weaknesses, understanding your people, helping them as human beings and yet still being visionary and clear about the direction of the business. Throughout my time there, the biggest thing for me was seeing everything through the lens of how it impacts people and treating people like human beings, even when the messages were difficult. ***LE: One of my hobbyhorses is that it’s common for a Finance Director, a Chief Operating Officer or even a Chief Marketing Officer to become a CEO, but it’s very rare to see a Chief People Officer stepping up into the role. I understand that there are some CPOs who would never be able to fulfil the role of CEO, but if you have broad business experience as well, then I think having a strong people background would be a good thing for a CEO to have. What’s your feeling?*** **CW:** I completely agree. For me, it all comes down to the people-first approach, whether it’s individual employees, teams or customers. I saw this vividly at Daisy, when I did the HR role and then moved to be Customer Experience Director because essentially it comes down to the same approach. It’s about understanding what the customer wants and then aligning that with what you then need to do as a business. I think chief executives and other C-suite executives often don’t fully appreciate the importance of the people aspect, but you can’t run a successful business unless you understand people and you have a genuine desire to understand people. If you look at the leadership traits in some of the best and most sustainably successful businesses, they are all about customer and people first. Thinking back to my time at Jardine, we built up a lot of data over the years, and we could clearly show that the businesses that performed the best had the best customer metric, the best financial metric, the best people engagement metrics and the best colleague retention. They were all very different businesses; the leaders of those businesses were not carbon copies of each other. They had their own ways of doing things, but what was consistent was the customer- and people-first attitude. ***LE: Do you think the experiences you had outside the automotive industry in the middle of your career really shaped you in terms of what you brought to Jardine?*** **CW:** Having different experiences of different cultures in different sectors, but all with a strong customer bias, definitely helped me. Working with some of the big consultancies was particularly helpful in terms of seeing a more sophisticated way of doing things and then implementing them in a way that is understandable. For example, at Shop Direct we did six sigma and prince project methodology, and I’ve used that experience throughout my career in terms of leading big change programmes. ***LE: You have worked in some pretty challenging environments, and you’ve seen the good, the bad and the ugly. What are the key traits that you think leaders of the future will need to have?*** **CW:** Leaders definitely need tenacity and resilience, and they must have the desire and curiosity to understand people – both the customer and employees. Self-awareness is also a big one. ***LE: There is a lot of talk about how younger employees have a different attitude towards work-life balance and are perhaps unrealistic about the sacrifices required to become a future leader. What are you seeing in terms of people coming into your current organisation?*** **CW:** Kuehne-Nagel take a lot of graduates, and many of them have moved through and are doing really well.One of my observations is that the younger people coming into the business have not had to deal with challenging situations. They’ve been protected to a certain degree, and so there’s a lack of resilience when things don’t go right. I’ve seen this, for example, when people don’t get a certain job because they’re not considered to be ready yet. One of the key things that the younger generation needs to recognise is that you must invest in yourself to be better. There’s a cost to everything, isn’t there? There’s a personal cost to being successful in terms of the personal time you have to give up. ***LE: When I talk to industry leaders about equipping people for future leadership roles, many emphasise the importance of moving horizontally to broaden one’s skill base rather than focusing just on moving upwards. Is this your philosophy?*** **CW:** I mentor a lot of young women, and the advice I always give is that you have to broaden out if you want the bigger roles because you need to experience different aspects of a business, if not different sectors. With greater breadth comes greater depth. Another trait that I would single out in terms of great leadership is the need for self-awareness, honesty and the ability to have frank and open conversations. Where things go wrong is when this doesn’t happen. Being honest and able to take feedback is so important, which then comes back to resilience. The other important aspect is that great leadership never stops. If you look at some of the great leaders in the world, especially in business, they are people who just keep going. They never say that they’re going to sit back. They always want more, and they always want to be doing better. ***LE: Thinking about your experience in leading major transformations, acquisitions and integrations, what kind of leadership is required in such situations when some people are potentially going to lose their jobs?*** **CW:** Transparency and integrity are fundamental. You can’t always share exactly what’s going to happen, but when you are able to, you must be honest. You must be able to deliver a tough message, but always remember that there are human beings on the receiving end of it. It’s not about being soft but about dealing with people in a very empathetic way, particularly when they are losing their job. Thinking about Jardine, we had never done a major restructure, but, coming out of Covid, we had to do a cost-cutting exercise because of the losses we experienced as a result of COVID. Despite the extent of the restructure, we didn’t have a single employment tribunal claim, and we did it by facing into it directly. In fact, I faced into it personally. I could have got some of the team to do it, but I didn’t see the point in shying away. If you’re doing transformation, you have to take personal responsibility and be visible as a leader, not hide away. It’s a very tough situation, and you know you are dealing with people who have families, but you just have to treat people as human beings. ***LE: When we did our research report on skills gaps in the automotive industry, we found that there was a lot of activity around developing people when they first came into the organisation before they entered what I call the ‘business as usual’ middle part of their career. One thing that Jardine was always known for was developing their talent for the future, but my perception is that, across the industry, there has been insufficient investment in mid-career people, which has had a knock-on impact on succession planning. Where do you stand on equipping people for leadership?*** **CW:** There needs to be ongoing development. A bit of sheep-dipping is required at the beginning to prepare people for future leadership roles, which has the added benefit of making people better at what they are doing in their current role. After this foundation work, there are no magic courses that can make you a great leader, but what we did well at Jardine was the continued investment in mentoring and coaching. As an executive, every quarter we would have an off-site session with an external facilitator to keep us true to what we were doing. There simply has to be ongoing investment to be a high-performing business. ***LE: I know that if somebody cut you in half, you would bleed inclusion. You’re a true believer. But what advice would you give to leaders in terms of trying to keep that momentum going and ensure it doesn’t become a tick-box exercise?*** **CW:** For me, it’s about doing the right thing and understanding why you’re doing it in the first place.If you think about recruitment, what is it that you need in a certain role? Start with the needs and then map back to the type of person who can fulfil that need, irrespective of gender or whether they are neurodiverse, as an example. Keeping the requirements of the role in mind, make sure you’re not always looking for the same thing and recognise that difference can be a positive. When it comes to neurodiversity, for example, there are certain roles that people on the autistic spectrum will often excel at. In terms of the wider issue of inclusion across the industry, I think people always think about the gender piece and not about inclusion in a wider sense. That’s what I keep saying in my current role. They are actually pretty good in terms of the gender piece from a management point of view, but we have to think about all levels of inclusion because it’s the right thing to do. All the evidence shows that if you have a more inclusive team, you get better results, but it’s not just about gender. It’s about people feeling that they have an opportunity irrespective of their background or whether they have a disability. ***LE: Last question… Who in your career has really inspired you?*** **CW:** As I mentioned before, Andrew Lawton was a big inspiration at the start of my career. There were some things I wouldn’t replicate, but he was a really strong people person who was incredibly tough at the same time. He was also very entrepreneurial and always pushed the boundaries. Very sadly, he was diagnosed with terminal cancer about 19 years ago, but he still kept going because he loved his business. He definitely influenced me in terms of his curiosity and love of innovation – the feeling of always wanting to do better. Even when you’ve reached your goal, you go again. **Categories:** News **Tags:** automotive, AutomotiveIndustry, Clare Wright, insights, Jardine motors group, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Lisa Arrowsmith](https://ennisco.com/leaders-who-drive-automotive-lisa-arrowsmith/) **Published:** September 10, 2025 **Author:** Comms Team **Content:** After rising rapidly in the tech sector, **Lisa Arrowsmith** switched to automotive as Chief Product Officer at CitNOW Group. She tells **Al Clarke,** Chairman of the Ennis & Co Advisory Group, that her career has been a series of unexpected opportunities that have taught her to always say ‘yes’ to difficult challenges. *****AL CLARKE: Tell me about the key points in your career that brought you into the automotive industry.***** **LISA ARROWSMITH:** After finishing a degree in Business Management**,** I worked for a series of small but ambitious tech companies where there was a big appetite for new product ideas. When you’re in a smaller company, it’s natural to take on a wider range of responsibilities. One of the areas I really enjoyed was coming up with product ideas, and working out how to make them economically viable, how to get them built, taking them to market and pitching them. The aim was to work out where we had a gap in the market, how we could compete with other firms, how we price them right, and how to sell them in the right way. So, from early on, I had quite a lot of responsibility for product concepts that I’d created from the ground up. In 2014, the company I was working for at the time, a small UK firm, was acquired by a much larger US-based business. That’s when I was first introduced to the concept of Product Management. Until then, I’d never actually heard of it as a career, even though it epitomised all the activities I had been so passionate about, and so I stepped into my first formal Product Management role. The company went through a series of different acquisitions, mainly as the acquiring firm, and as a Product Director, I was responsible for a lot of the product strategy – managing product integration, engaging with the new businesses and planning product portfolio rationalisation where it was needed. Following a restructure, I was promoted to running the company’s consumer technology solutions business unit, which was a slight move away from product management but gave me a much wider perspective on the business. That business was latterly acquired by a division of a large UK-based firm, where I was appointed Chief Product Officer of the newly combined divisions, where I was able to draw on my previous experience of running the portfolio integration and rationalisation of recently acquired businesses. After establishing the business in its new structure, I came to a point in my career when, having spent 12 years in B2B tech data, I wanted to experience a different sector. So, in 2021, I moved to a private equity-backed business in the brand protection space, as Chief Product Officer. Brand protection is a huge source of concern for brands in terms of the misuse of their IP, trademarks or rights, whether through counterfeit products, pirated content or the misuse of a brand name in phishing attacks. This move also gave me my first exposure to managing physical products as well as digital ones. Having come from a purely digital background, suddenly I was thinking about machinery CapEx, machine and factory utilisation and shift patterns. In 2024, the company completed a successful sale, and I took the opportunity to experience another sector by taking the Chief Product Officer role at CitNOW Group, my first introduction to the automotive world, which I’m loving. Reflecting on my career, I didn’t set out to be a Product Manager, but it was something that evolved organically. I love the creativity of the role but also the structure and the varied nature of my work. ***AC: You talk about your career developing organically, but having to deal with so many acquisitions and sales must also have been very disruptive and uncomfortable. Where did you learn the ability to be comfortable in discomfort?*** **LA:** I think I just learnt to accept that you can’t prevent change. Change is going to happen one way or the other. I’m naturally quite objective-focused and outcome-driven, and although change can be instigated by things that are beyond your control, you can control the outcomes of that change. Instead of worrying about the change itself, I focus my energy on what I can influence, like driving a new product portfolio which will have the biggest positive impact on clients. ***AC: Reflecting on your experience working with technology across multiple sectors, what has been the difference between leadership in automotive and other sectors?*** **LA:** The critical tenets of leadership are consistent across the sectors I’ve worked in – communication, empathy, being able to lead with vision and being comfortable making big decisions, often with imperfect information. The biggest difference for me has not necessarily been between automotive and non-automotive but between software and physical products. With software, you have a greater ability to be agile, and there’s a lower risk when driving innovation because you can start small and then test and learn. You can get an MVP \[Minimum Viable Product\] out quite quickly and then validate and learn through the product development cycle. With physical products, you often have to make a fairly sizable initial capital investment in machinery and equipment. While it’s nice to be able to test and learn when developing software products, the flipside of having that agility is that there is a much greater threat of disruption. You have the opportunity to disrupt other players, but there is also the danger that you might be disrupted yourself. That means you need to operate at a higher pace. ***AC: Do you think the career path you have followed is something that others could follow, or would you say it’s unusual?*** **LA:** In terms of today’s career pathways in product management, it is a function that is now more established and well-understood than when I started out. As I said, I hadn’t even heard of production management before I realised there was a formal career around what I was doing, but it has much more recognition today. Although my career path has been quite quirky, it’s more than possible for people to grow their roles in a similar way. It’s all about being passionate about what you’re trying to deliver and making sure that you’re delivering it. I’ve ended up in situations that I haven’t necessarily planned, but I’ve been able to drive positive outcomes. Change is inevitable, and its all about how you accept it and make it work. ***AC: Given that product management has become more accepted as a function, are there now more structured pathways that people could follow?*** **LA:** Yes, there are, and that’s something I feel very strongly about. Through all my CPO roles, I define a well-structured career path, and I make sure I include entry-level roles. Where possible, I create new Junior Product Manager roles as entry-level roles for people who are not expected to have a formal background in product management but who can demonstrate a passion for product and a willingness to learn. I’m very keen to establish clear pathways to help people get into and progress within product management. CitNOW Group echo this ethos with its range of early talent initiatives and a culture of promoting from within. Product management is both a challenging and rewarding role, and a great one to aspire to. I love the idea of little children running around saying they want to become product managers when they grow up, in the same way you see with other professions. ***AC: Your role as Chief Product Officer requires you to engage with multiple stakeholders within and outside the organisation. What is your advice on how to manage these key relationships?*** **LA:** You asked me earlier about the differences between automotive and other sectors. Automotive is very people-centric, even more so than some other sectors I’ve worked within, and building relationships is particularly important. My main advice would be to invest your time in those relationships and to spend time with people physically whenever you can. At CitNOW, for example, we meet face to face as an ExCo two days every month without fail, always in the same physical location. We do intensive days of strategic planning, but we’ll go out for dinner as well and build that team bond and trust. Similarly, spending time with customers is really important, particularly for a Product Manager in terms of understanding what’s driving their needs and building a set of friendly customers you can run ideas and product concepts by is invaluable. Internally, as a Product Manager, you are at the centre of a lot of different things, and you’re often the gatekeeper to engineering resources. A key aspect of internal relationships is understanding what’s driving a particular request and being transparent in your response. For example, as a Product Manager you can easily get ten times more roadmap requests than you could ever fulfil, so you need to understand what the person who is making the request is trying to achieve, both internally and from the lens of the customer. If we do have to turn down requests, we need to understand the impact of that decision, but we also need to help articulate the reasoning behind that choice. It could be, for example, that a customer is asking for a very specific feature that isn’t going to service any of our other customers. It’s not just about saying, ‘No, that’s not on the roadmap.’ It’s about explaining that we are focused on certain things that are going to have an impact across our user base to meet a strategic objective and highlighting the other valuable work that is being delivered and how that also feeds into a customer’s needs. ***AC: How does this play into your time management? Are you the kind of person who needs a clean inbox by the end of the day?*** **LA:** I’m very organised in the sense that I flag things that come in via email, and at the end of the day I’ll double-check that I’ve dealt with everything that requires an urgent response. I’m quite structured with my team in that while I’ll respond via Slack or Teams for general discussion, if they are looking for a specific action from me, they need to send it via email so that it goes into my system. Time management can always be a problem when you’re running with a varied and complex set of objectives that require cross-functional collaboration, and the reality is that I’m comfortable with working very long days because that’s what I need to do to be successful at my job. Getting things done has always been what drives me, and I get a lot of satisfaction from closing down difficult challenges and meeting objectives. ***AC: Technology is obviously evolving rapidly in the automotive industry, and the Chinese, in particular, are making things happen at a tremendous pace. How do you, as a senior product person working for a leading British technology company, keep up with developments?*** **LA:** My primary focus from the product side in a tech organisation is understanding our clients and our prospects. What are they trying to achieve? What’s keeping our biggest customers up at night? What do they feel is getting in the way of doing their job effectively? What are their core challenges, objectives and goals? This is always the lens I look through in terms of developing product concepts. A good product is one that offers an innovative approach to resolving a client problem or delivering client value. It might be unlocking a problem that a client doesn’t even know they have, or it might be something incremental. When we’re developing new products, the customer need always comes first. We partner very closely with our engineering and technology teams, but the process starts with product outlining what we are essentially trying to achieve in terms of the product and customer outcomes. From there, looking through that lens, technology then becomes the enabler, but the focus needs to remain on the impact it has on customers. Staying up to date with technology is critical, but it’s technology because of the customer impact. It’s not technology for technology’s sake. ***AC: Looking to the future and the next generation of leaders, what do you think will be the most effective and relevant elements that prospective technology leaders need to develop and master?*** **LS:** The core leadership skills will continue to be very important – being able to lead with both clarity and compassion but, equally, to manage to a pace. If I look back, I think P&L management is a great way of demonstrating you’re comfortable with decision-making and risk management, and so a key moment in my career was my promotion to become head of a business unit. Being accountable and responsible for a sizable business unit and owning the P&L really helped to develop wider leadership skills. Not everyone can be thrown into that, but even managing a smaller team budget can help build those skills. You need to lead your team while also being comfortable with the fact that the buck stops with you in terms of meeting P&L or budget objectives. ***AC: A lot of people we talk to say the younger generation of managers are impatient to move up faster. While it’s great to have ambition, how do you ensure people in your team learn things properly rather than skipping on to the next thing and that you get the maximum benefit from them?*** **LA:** I’ve led multiple product teams that have evolved through a series of acquisitions, and so there have been different definitions of product management grades and responsibilities. One of the things that helps to ensure learning and development is providing clarity about the different roles and levels within product management and how people can develop to move between levels or prepare themselves for when new or more senior roles become available. It’s important to make it clear to people what’s expected of them in the role they are doing now, and I’m open about the areas where I think they need coaching. I’ll also proactively put people into situations to give them the opportunity to demonstrate certain skill sets and capabilities. I want to give them a clear message about the growth they’re expected to show and provide guidance on how to enable them to achieve that – whether it’s through coaching or more formal training or often just being exposed to new situations and learning through that – in order to reach the next level in their careers. *****AC: Given the significance of China in the automotive industry now, do you think there is a benefit for aspiring leaders to work in China for a period?***** **LA:** I wouldn’t say it’s critical for people to work in China from an automotive software perspective, but I do think it’s helpful if you’re able to demonstrate that you’ve led multinational teams, particularly if you’re thinking about career mobility and moving into a larger organisation. It’s challenging but enjoyable to manage diverse teams across different geographies and across different time zones, and it’s an important capability to be able to evidence. I also think that demonstrating you can work with a multinational client base is important from a product management perspective. For example, at one of the research businesses that I worked for, the needs of clients in Taiwan and South Korea were completely different from the needs of our clients in the US, despite them purchasing and using the exact same product. Understanding your customers and whether there are any differences across the user base is a key part of product management. ***AC: Are there any people who have been influential in your career? If so, what was it about them that makes them memorable, and what did you learn from them?*** **LA:** Looking back, I’m fortunate to have worked for some really great leaders – too many of them to mention – and that’s still the case at CitNOW. If I reflect on how my skill sets have developed, the leaders who had the biggest impact on my career are the ones who have trusted me to take on wholly new challenges rather than me asking to take on certain responsibilities. I’ve led a substantial business unit that’s based in Asia. I’ve taken on responsibility for a holographic R&D facility made up of incredibly smart and expert holographers, chemists and physicists. I’ve also run an investigative services business. In none of those cases did I think, ‘Wouldn’t it be great if I did that one day?’. They were challenges that were entrusted to me by really great leaders who believed I could do it. They put me in situations that I wouldn’t have necessarily thought of putting myself in. Each felt really ‘sink or swim’ at the time, but it was comforting to know I had their backing, and I wanted to really run with that trust to make great things happen. ***AC: Are you fearless in that regard? Are you the kind of person who thinks, ‘Somebody believes I can do something, so I’ll just go and do it?’*** **LA:** I definitely wouldn’t say I’m fearless, and that’s why I’m so lucky to have had leaders that put me in those situations and believed in me. Maybe they saw capabilities in me that I didn’t realise I had at the time. I remember my first big step up in my career when my boss rang me to say he was retiring and that he was recommending me to take over his role. I was the newest person on the team, and I’d only officially been doing product management for about 18 months. I could never have imagined that I would be given that opportunity, but it was very exciting, and it felt great to be trusted like that. Feeling you are trusted in an organisation is so important, and the way I manage and develop my team is to trust them with difficult challenges when I know they can handle it, even if they don’t realise it at the start. They may not appreciate the challenge at the time, but I think they appreciate the trust I put in them. For me, being able to adapt, flex and take on complex challenges at short notice is almost a prerequisite for growing leadership skills. You need to put yourself in a position where people trust you to take on complex problems. Being able to trust and develop people in my team is one of the things I love most about my job. If there are three fire drills at once, I want to know that I can take one and two others in the team can jump on the other two. That’s a huge thing, and it doesn’t just happen by accident. You have to help those people cultivate the experience and skill sets to rise to the challenge, and you also need the organisational structure to give them opportunities. ***AC: Is there one piece of advice you wish you had been given early in your career?*** **LA:** The key advice I would give to anyone early in their career is to say yes to the challenges that people give you, even when they’re unexpected. Sometimes your first thought will be, ‘But what about my day job? ‘I’ve already got too much on my plate.’ Even today, I sometimes catch myself thinking like that when something large and unexpected comes my way. But you should say yes to the challenges. Work out a way to do it. It’s often those unexpected things that have the biggest impact, and if you feel like they’re being chucked over to you, it’s because you’re a trusted partner. [Lisa Arrowsmith – interview](https://ennisco.com/wp-content/uploads/2025/09/Lisa-Arrowsmith-interview-1.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/09/Lisa-Arrowsmith-interview-1.pdf) **Categories:** News **Tags:** #CitNOW, #CitNOWgroup, #lisaarrowsmith, automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Lisa Rowles](https://ennisco.com/leaders-who-drive-automotive-lisa-rowles/) **Published:** September 2, 2025 **Author:** Comms Team **Content:** **Lisa Rowles** is the Global People Director of HORIBA MIRA in the UK as well as being Global HR Strategy Leader for the parent company, HORIBA. She tells **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group, that she is driven not by titles or kudos but by wanting to add genuine value. ***Lynda Ennis:*** ***You’ve had an amazing, award-winning career in human resources, beginning as a recruitment consultant before joining MIRA, which was later acquired by HORIBA, and now holding dual senior leadership roles in the UK entity and the global organisation. Tell me about your journey.*** **Lisa Rowles:** I knew from an early age that I wanted to work in business and with people. I chose to study for a general business management degree at Birmingham City University to keep my options as open as possible and chose to specialise in human resources towards the end of my course. After completing my studies, I walked around town with a copy of my CV, as you did in those days, and went into a recruitment company to broaden my search. Their response was that they had a vacancy themselves and were looking for someone with my type of background, so I agreed to join them. As part of my work, I was based on site at MIRA, which was then the Motor Industry Research Association, as a recruitment consultant and this led to me being asked by MIRA to join their in-house HR department. Thirty years later, I am still working for the same company based at the same site but, during that time, I’ve been supported by some amazing leaders to take on a number of other external roles alongside my HORIBA MIRA work, each of which have equated to full-time jobs in their own right. This has allowed me to spread my skill set more broadly without having to leave. ***LE: It’s interesting to hear about your concurrent external roles. One of the things that is coming through my conversations with leaders, and from my own experience as well, is the benefit of moving horizontally before going upwards to broaden your skill base. I imagine your external roles fulfilled a similar purpose.*** **LR:** Absolutely. For me, I’ve always been a person who is motivated by adding value rather than the kudos of titles or moving up through their hierarchy. To add value, I always felt I needed to be one step ahead in terms of my understanding, particularly being a woman in a very male-dominated environment in the early days. Because I was working in a central professional role rather on the technology side, there was often an assumption that I was a bit of an admin function. I wanted to walk into a room knowing more than people thought I did and really hold my own in terms of my knowledge. To do that, I needed to get a broader skill set, and so I would read lots of technical journals on topics related to what I was recruiting for or supporting management from a consultancy perspective. I wanted to understand the technology, and I didn’t want to be caught out by not having enough knowledge. ***LE: I guess that sense of curiosity goes back to your recruitment days. The best recruitment people are nosy because they need to know about the area they are recruiting for to be able to ask the right questions.*** **LR:** That’s right, but I think I also had a genuine curiosity, and I wanted to pay people respect by showing an interest in what they did. Acquiring a very broad knowledge outside my specific specialism was a key thing for me, and so a lot of the external positions that I’ve held have been about gaining that broader awareness. It’s also added value to the organisation, so it works both ways. ***LE: You’ve had an amazing career* *rising through the ranks of MIRA. Alongside the ‘day job’ of Global People Director at HORIBA MIRA in the UK, you are also the GLOBAL HR Strategy Leader for the HORIBA parent company. How do you balance your different roles?*** **LR:** Well, that’s a question I get asked a lot. I wear quite a few different hats now because I also run a small coffee roasting business after training to be a professional coffee roaster in 2017. In terms of my corporate roles, I know this is something that a lot of leaders say, but the only way I can do it is with amazing people around me because I simply can’t be everywhere. HORIBA has 48 companies in 28 countries, so I need to have great people who feel confident and trusted to do their stuff. It’s not a question of just delegating tasks to people. It’s about making sure they are in a great place in their careers, and if that means developing them to enable them to achieve that, then I will invest my time in doing that. I’ve got better over the years at deciding between what I’ve been asked to do and what I think is going to add most value. I’m working for a Japanese parent company while being headquartered at a UK-based organisation for my other job. Obviously, they have different styles, and the diversity is a positive thing. But sometimes I have to say to people that while I understand why they might want to do something, it isn’t going to add the most value. I have to choose the things I’m going to focus on to bring the most benefit to the most people. One of the challenges is that I’m working across different cultures that work at a different pace with different hierarchical structures. I have to remember which one I’m working with on any day and make sure I don’t move too quickly if I want to take people with me. For example, if I’m working in a particular country that is earlier in the journey on something, I may have to slow down and be adaptable. ***LE: We are in an industry where everyone is now obsessing about the future dominance of China but people are finding it difficult to adapt to the Chinese way of working. As someone who works across multiple countries, what advice would you give to leaders in terms of adapting to new working*** ***cultures?*** **LR:** As someone with a leadership role with a global scope, it took me a little while to realise that it is sometimes better for leaders to be quiet and listen rather than just dive in. I see a lot of people coming up through their leadership journey where they feel they’ve got to have something to say on every issue. Actually, the Western way of always being confident and trying to say something of value is the opposite to how a lot of our Eastern cultures work. In our training, we talk about having a golf or rugby approach. The Japanese style is the golf approach. The four of you tee off together but you let each member of the team take their turn without interruption. The rugby mentality is that everyone wants to win as a team and they’ve all got the right intention, but it’s going to be a bit rough and messy and they might interrupt each other along the way. I think to be able to sit in a genuinely multinational meeting, whether in-person or on a video conference call, you have to appreciate and respect the fact that if someone is very quiet, it doesn’t mean they haven’t got a lot to say. It may just be that their style and culture is different. This is something that I’ve had to coach with some of my more junior UK colleagues. ***LE: Reflecting on your experience and looking at today’s industry, do the same kind of career pathways exist, or do you feel that emerging leaders are more focused on moving up vertically instead of horizontally?*** **LR:** In certain parts of the industry, I see a trend of younger generations assuming that the only way to progress is to keep jumping upwards. However, there is also a recognition among some of our youngest people that by broadening their knowledge, they will progress naturally, and it isn’t just about getting to the next grade. People who are beginning their careers or changing careers need to be curious about things outside their current role, and I do a lot of coaching with youngsters about the need to look more broadly. That is how you broaden your network as well and improve your chances of being spotted for different opportunities. If you’re seen to be curious, the opportunities will follow. If you remain on a single, narrow track, you’ll only get to the next stage when people feel you are ready but you’ll never bring anything else to the party. In terms of your specific question, I do feel that the career pathways still exist within the industry, but we have to accept that people move around a lot more than they used to. That’s OK as long as they’re doing it for the right reason. I don’t like to see people jumping from job to job just for the sake of it. There’s no substance in that approach, and while it may work in the short term, it often leads to setbacks when the foundations for long-term success aren’t in place. *Breadth of knowledge and breadth of experience is what people need to focus on rather than just chasing the dream.* ***LE: Do you think enough is being done to help mid-career people progress to leadership roles? My observation is there isn’t necessarily*** ***sufficient investment in development and training while, on the other side of the coin, there is a reluctance among younger people to make the sacrifices and put in the hard yards that previous generations used to do to progress their careers. What’s your perception?*** **LR:** That’s a great question, and funnily enough I’m currently working with some very senior leaders in the global organisation to get them thinking not about their immediate succession plans at top management level but the steps after that. When I talk to them about who they think should be the next person for a senior role, I ask them who’s the next person behind them. I often get the reaction. that it doesn’t matter at the moment, but it is key to future success to ensure we don’t have a leadership gap in the future. The level of skills that we now need in senior and global leadership roles is so broad that we’ve just run our first global leadership programme for the global business, which we developed in-house with external executive coaches. The men and women on the programme are typically senior commercial or senior technical people in a local entity, so they’re not ready for the top level of the succession plan but the next one after that. Getting the senior leaders to embrace the urgency and importance of this has been demonstrated through the initial investment and they can support this high priority programme with great role model behaviours. ***LE: You were leading Group HR for MIRA in 2015 when the Japanese company HORIBA acquired the business. Can you talk through some of the challenges that you had to manage, including the cultural integration, and how you approached it?*** **LR:** When we went out to look for investment in the business, we were seeking organisations that were going to cherish the knowledge and the people that we had, and what we were trying to achieve as a business. We were also conscious that our business structure meant we could easily be pulled part, with some bits sold and some bits kept, in a private equity-type scenario. We already had links with HORIBA, which is now our parent company, and we knew that they were very people-focused and driven by very similar values in terms of people being at the centre of the organisation. Although they are typically a products business and we are a consultancy, they had the same ethos. I spent a lot of time talking to them as a potential purchasers before the acquisition to look at where the similarities were. We already had a very engaged workforce who had a lot of trust in the management, even though people were worried about going into ownership for the first time. Having had a lot of due-diligence meetings with HORIBA, I was able to talk to our teams about their people practices and reassure them that they were similar to MIRA from a cultural perspective. Although people were worried, I’m proud to say that out of a workforce of 400-500, no-one jumped ship due to the sale. We put a huge effort into our internal communications right through the process and did everything we could to be completely open. We worked closely with union reps, we established a staff information and consultation committee, we posted FAQs on the intranet and we held forums for team members to ask any questions they wanted. People could also just drop in to the HR department if they were worried about something. Because we had previously had good and open internal communications about why we needed investment, the sale to HORIBA MIRA was really just an evolution of what we’d been talking about over the years. We had reached a stage where we would either stagnate or, worst case scenario, not survive in our current form. The sale was the opportunity to shoot for the stars. ***LE: During the sale process and the huge internal communications effort that you’ve described, tell me about your leadership style in making sure everything went to plan.*** **LR:** There came a point in my career when I realised that I didn’t need to know everything, but I needed a lot of really good people who do. As a leader, you need people within the various teams who know their stuff and are able to give you the necessary bandwidth. So, in terms of us becoming part of HORIBA MIRA, the operational HR team, union, management team and the senior management team were all doing their bit. My role was to make sure those parts worked together. We had amazing experts who were fully involved and engaged in the project to the extent that if something unexpected came up, we knew we could deal with it. ***LE: Reflecting on your career, have there been any pivotal moments or decisions that have shaped your leadership style?*** **LR:** I’m sure everyone would say yes to that. About 10 or 15 years ago, one of the extra roles that I agreed to do in addition to my HORIBA MIRA responsibilities was to sit on the external panel of a trade body in the defence security sector. I was approached by one of the committee members and asked if I would take over as chair of the board of the company. I remember laughing. This was a membership trade organisation, representing all the companies in the UK that were involved in defence work and the main interface with the MoD. I just couldn’t understand why they would want me, with my limited experience of defence, but the person who approached me said he really wanted me to do it. This was a pivotal moment because, through his explanation of why they wanted me and his lovely coaching, it made me realise that you don’t have to know everything to be a leader. You just need great people with you. When I protested that I didn’t know enough about defence, he replied, ‘But I do, and I’ll be your vice-chair.’ It really brought home to me that if you’ve got people you really trust who have got your back, you really don’t need to know everything. If you have a great relationship with the people you’re working with, you can figure it out. What he didn’t have in terms of business management experience, I did. Together, we got things done and actually changed the structure of the company. Another pivotal moment was when we had a very tricky HR issue in China about 15 years ago. I remember having a conversation with Declan Allen, who is now Managing Director of HORIBA MIRA, who was Chief Operating Officer at the time, about me flying out to our China office to manage a complex HR issue. Declan has told me that due to the large number of high priority items for me at the time it was only worth the time and expense of me flying out if I could achieve a successful outcome within the visit. I had a successful trip and closed the issue – it was not a significant task. I’ve never had such a strong sense of ‘I’m going to achieve this and prove that I can do it’. The challenge had been laid down and it made me realise that if you set your stall out, it puts you in a completely different mindset about achieving success. I remember saying, almost rebelliously, that I would do what was asked, and off I went to China. A week later, I flew back to the UK, walked into the office and was able to say, ‘Job done. Anything else?’ I was chuffed to bits that I’d been able to resolve what were very big challenges. This was a pivotal moment of empowerment and created significant trust in an inspiring leadership relationship. ***LE: You’ve won a lot of awards as an executive in the automotive industry. What does this recognition mean to you, and how do you see it influencing the next generation of female leaders in automotive?*** **LR:** As someone who has always been driven by wanting to add value, I’ve been bowled over by the recognition, though I consider the awards to be as much for the people I work with as for me. I can’t do my role on my own. That would be impossible. What also delights me is the recognition for my profession. Over the years, I’ve heard Human Resources being described as a back-office function, a support function or an admin function but my institutional fellowship is the equivalent of an engineering fellowship, and winning an award is a recognition of the importance of my role. For me, I always feel that an award comes with some small print on the back that says it should be used for the power of good, that it comes with a responsibility to do something positive with it. Otherwise, what’s the point? So, I’ve been trying to use my success as a platform. For example, in a few weeks’ time, I’m going to India, where there are about 500 HORIBA people in various locations. I’ve got one session with early-career female colleagues to talk to them about what inclusion means to them and how I can support them to overcome any barriers to progress. A few days later I have a session with the country’s senior management team to talk about DE&I and what more can be done to support diversity in all its forms. ***LE: Who have been your most significant mentors or inspirations in your career?*** **LR:** When I first joined HORIBA MIRA in the mid-90s, the MD was John Wood. He was a proper gentleman – a lovely, lovely guy who cared so much about people. During my time as a recruitment consultant, I had encountered a lot of business leaders with big and not very attractive egos but what I learned from John is that you could lead a company successfully by looking after the people. He was genuinely trustworthy and commanded huge amounts of respect, even when he had to make some tough decisions. Declan, my current MD, has the same focus on people. He’s an amazing coach, and we prioritise time to consider and drive our strategy for supporting and engaging our people – with the ‘Best Team’ being the bedrock of our company game plan. Over the last few years, we have developed our company culture to achieve ‘Great Employer’ status through our employee net promoted score. Declan and John have instilled in me the philosophy that people come before everything else. If they have personal stuff going on, that comes before the work stuff. *My role is not just about the function of managing people. It’s about seeing everyone as an individual,* which has informed a lot of the activity I’ve done in terms of diversity. I want people to have the ability to be their authentic selves. [Lisa Rowles – FINAL](https://ennisco.com/wp-content/uploads/2025/08/Lisa-Rowles-FINAL.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/08/Lisa-Rowles-FINAL.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, horiba, horibamira, insights, Leaders who drive automotive, Leadership, LisaRowles --- ### [Leaders who drive automotive: Diane Miller](https://ennisco.com/leaders-who-drive-automotive-diane-miller/) **Published:** August 27, 2025 **Author:** Comms Team **Content:** **Diane Miller**, who led the conversion of the former Vauxhall Astra factory at Ellesmere Port into the UK’s first and only dedicated volume electric LCV manufacturing plant, discusses her leadership style with **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group. Lynda Ennis: You’ve had an amazing career in the automotive industry, beginning with an engineering degree and rising to become Stellantis’s most senior UK manufacturing executive. Tell me about your journey. Diane Miller: Well, I attended a girls’ convent grammar school and was one of only three girls in my year who did physics for A level. Our teacher was really interested in engineering and so all three of us ended up studying some form of engineering at university. I did a degree in mechanical and production engineering at Liverpool John Moores University and, through the ‘jobs milk round’, I was offered an interview by Ford. This included a visit to Ford’s Dagenham plant, where I saw them making 60 Fiestas an hour. The thought that they could make so many cars every hour really blew me away, and it still impresses me even now when I sit back and take stock of the plant. Since that moment in Dagenham, I’ve always been passionate about automotive. I started work at the Dagenham assembly plant, which was a tough environment back in 1991, and I quickly learned that the best way to improve efficiency was to speak to the operators on the line because they always know the best way to do things quickly and in the smartest way. I saw a lot of engineers come in with a long list of qualifications and try to tell the operators what to do, but that never works in my experience. It’s much better if you can get the operators’ trust and buy-in, and that was very much the approach I took. Since then, I’ve always held onto the belief that you can do anything if everybody works together and everybody is encouraged to come up with ideas. Quite quickly, I was promoted to Senior Process Engineer and, after about seven years, I was given my first management role, which was in the paint shop. I didn’t know anything about paint engineering at the time but, because it was a management position, I was able to use my people skills and learn about paint as I went along. As part of the Ford 2000 globalisation strategy, we had regular visits and interactions with American colleagues at Dagenham and I was offered the chance to move to Chicago to train as a Paint Unit Manager for the plant programme in the United States. As part of the training, I was working as a Shift Manager but, after about six months, I was told the money had run out and they couldn’t afford to keep training me any longer. Instead, they wanted me to go straight into the Paint Unit Manager job at the Chicago assembly plant. Being thrown into the deep end was quite scary at the time because suddenly the paint shop was my unit and it was my responsibility to make it work. But being on the job was a great way to learn and it worked out really well. I was initially supposed to do the job for two years but Ford ended up extending it to four. I also met my husband out there and, when I came back to the UK in 2005, he came with me. On my return, I worked as the Paint Unit Manager at the Ford Transit plant at Southampton before going on maternity leave for the birth of my son. While I was on leave, the Plant Manager at Southampton moved to the Aston Martin plant, which was owned by Ford at the time, and he asked me to join him as Paint Operations Manager. This proved to be a fantastic experience but completely different to what I had experienced previously. Going there, I thought working with a very low volume would be easier but it’s actually much harder because there’s no momentum. There’s a lot more for people to learn and the work is a lot harder than the standard work on the line. After Ford sold Aston Martin in 2007, I had the choice of going back to Essex or staying with Aston Martin. I decided to stay because, by that time, I had two young children and didn’t want the disruption. I ended up staying with the company for seven years until, out of the blue, I was called by a headhunter about a Paint Operations Manager role at Vauxhall’s plant in Ellesmere Port, where they were launching a new Astra model but were having major problems with their paint shop. On this occasion, it seemed the right time to make the move and join GM. I joined the company with sufficient seniority to make the necessary changes for a successful Astra launch and thoroughly enjoyed it. After more than six years in the paint shop, I was asked to take over general assembly, again using my skills to get people to tell me where they were experiencing difficulties. Two years later, I was promoted to Plant Director. During my time at Ellesmere Port, Vauxhall was sold to PSA in 2017, and then PSA merged with FCA to form Stellantis in 2021. Within a couple of months of stepping up into the Plant Director role, Astra production ended at Ellesmere Port. Then came the ‘out of the blue’ decision to start making Stellantis electric vans in the plant, requiring me to oversee the closure of the factory for 18 months to convert it to EV production, which was a completely new experience for me. The first electric vans started rolling off the lines in September 2023. Having led the EV factory conversion, I moved into my current role earlier this year as Director of Stellantis’s new Parts Distribution Centre, just down the road from the plant at Ellesmere. “I quickly learned that the best way to improve efficiency was to speak to the operators on the line because they always know the best way to do things quickly and in the smartest way.” LE: When you are part of the huge global organisation, how do you ensure that the way you lead on a local level is aligned with the values and culture of the parent company? DM: When I moved to Ellesmere Port, Vauxhall was very independent and I didn’t notice a huge amount of GM influence but this changed when we became PSA. The CEO, Carlos Tavares, had a very strong focus on everyone within the organisation having the same values and he came into the plant and told us that we needed to benchmark against the plant in Madrid. All our managers went out to Madrid and then came back and implemented what they learned, delivering a big improvement. The culture with PSA was very much around ‘you can make anything happen’. When we merged to become Stellantis and consequently became much bigger, there were more checks and balances and less freedom to do your own thing to make things happen. To be honest, my approach was to tell the plant to keep doing what they were doing so far as we could and ask for forgiveness rather than permission. Of course, you need to listen to the company but you must also make things work at the local level. LE: Looking back at your career, have the leadership skills you have needed been the same, irrespective of who you were working for. Do the same leaderships skills apply now that you’re part of a big multinational group? DM: Moving from Ford to Aston Martin to GM, there was no difference in the skills I needed. To me, they were identical. Stellantis, on the other hand, was different. They were much more detailed in how they followed up on things such as the cost per car, which Ford and GM didn’t do to that level of detail. With Stellantis, because I was closely involved in the growth strategy I found it very interesting, but the culture was definitely different to what I had experienced before. LE: Has your leadership style changed as you’ve progressed in your career from managing a particular area to being responsible for the whole plant? DM: As I mentioned, when I started I would go direct to the operators and ask them what they thought, and, to this day, I will still to do that. So long as they know I won’t over-react, I’ll let them say anything. I’ll give my opinion but I won’t hold grudges against people who give me theirs. As I’ve moved into more senior roles, the difference has been trying to get everyone to think like that. Only yesterday, I had a had a conversation with a supervisor who didn’t like what the team leader was saying because it wasn’t the supervisor’s idea. I said, ‘What’s the problem with it? This team leader is passionate. Yes, there are a few things you don’t like about it, but listen to him and let him try it. If you tell him you’re worried about certain things, he’ll come up with another idea.’ Too many people at supervisor level, and even worse at management level, won’t listen to people when they come up with ideas. Even if the idea is rubbish, don’t just say so but say you’ll look at it, otherwise they’ll never offer you another idea. LE: Do you think plants are now less hierarchical and regimented than they used to be. Is there more freedom for people to give their opinions? DM: There are some people who think in a regimented way but, overall, I think it’s definitely less regimented now. We do have a structure but I’ll tell the team leaders that if something isn’t giving you value, tell me about what will give you value and then track that instead. Don’t track something just to say you’re tracking it if doesn’t bring any value to you. LE: Are you seeing any more diversity now, not just in terms of gender but in other areas of DE&I? DM: Well in terms of gender diversity, it’s still very male-dominated because we just don’t get the applications from women. In theory, women make up half the population but you can’t expect a 50% gender balance because they simply don’t apply. More generally, I think there’s a huge opportunity in a plant for neurodiverse people, and I’m currently working with some local neurodiversity charities. For some neurodiverse people, it might take them longer to learn the job but, once they do, the quality of their work is likely to be better than people who are easily distracted. When it comes to some of my most technical people, I’m sure a lot of them are neurodivergent because they prefer not to work with other people but they give us what we need, doing a highly technical job that few people can do. We haven’t gone out looking for these kinds of personality types. It’s just happened naturally. “Women make up half the population but you can’t expect a 50% gender balance because they simply don’t apply.” LE: You’ve won awards for your success in manufacturing, particularly with the electrification Ellesmere Port. What were the key ingredients in pulling off such an amazing achievement? DM: It was completely different to what I was used to because the factory was like a building site. All our day-to-day work was gone and the place was just pulled apart, which meant my role was more like a construction manager. We had to follow construction regulations, including implementing strict health and safety protocols, and we were responding to different issues every day as we coordinated a huge number of contractors. It was really, really interesting but completely different to my previous life of making 60 or whatever cars an hour. A key aspect of my role was managing the teams of contractors. Some would try to blame the plant for certain things, while others would want to work collaboratively with the plant, so it was all about fostering relationships. As a plant, standing back and just saying ‘deliver this for us’ would never have worked. One of the best parts was the fact that about 300 of our hourly people stayed with us during the blackout period and did amazing jobs that they would never normally do. LE: Thinking about individuals in the middle stage of their career, what do you feel we can do to better to equip emerging talent for tomorrow’s leadership roles? DM: I think we have to take risks and put them in positions that are not traditionally given to young people, but there are two obstacles to this. The first is that if you’re a General Assembly Manager and you’ve got a very good person working for you, you don’t want to risk them going somewhere else so you put the brakes on their progress. Second, if you’re a manager and you put someone in a position only for them to fail, you worry that it will reflect badly on you and so you don’t take the risk. In my view, though, there is very little risk in promoting someone. I’ve been in situations myself where I’ve asked people to go into a job for six months with the promise that if they decide it’s really not for them, I’ll take them out again. Similarly, if we decide that it’s not working out after six months, we’ll take the decision to take them out without it impacting the rest of their career. “I think we have to take risks and put them in positions that are not traditionally given to young people.” LE: In terms of what people can do to equip themselves in the middle part of their careers, my observation is that dial has moved post-Covid and that more people are placing greater emphasis on work-life balance than making the sacrifices or putting in the hard yards to become the leaders of the future. DM: Looking at it another way, there needs to be opportunities for talented people in the middle part of their careers to take the next step, and maybe the current leaders are not as encouraging as they should be. But I agree that there are people who want to stay at home and work remotely, which is a big change from when I was growing up in the industry. I think people had a stronger work ethic then and were more intent on making things happen. A lot of them also needed money, so would do lots of hours. LE: Who are the people who have inspired you most in your career? DM: The first person I would name is Mona Reinhardt, who was the Assistant Plant Manager when I went to the Chicago assembly plant in 2000. Having a woman in that kind of role was certainly unusual both in the US and in the UK at that time, and what impressed me most about her was that she had a maternal approach and didn’t modify her management style in any way. In the past, I think a lot of women thought they could only compete in a male-dominated environment if they behaved like men. She gave me the confidence to know that I could lead and be a manager by being myself. Currently at Stellantis, I would say that Alison Jones is a big inspiration. She is a very honest and open person who will tell you things that went wrong for her or that really upset her through her career. Hearing that things like that can happen even at her senior level is very reassuring. LE: Final question… what advice would you give to your younger self embarking on a career in automotive? DM: Take every opportunity you’re given. I did that and it was really scary at the start, but once you take the leap, you learn that you can do it. The other thing I would say is, be true to yourself and don’t be afraid to say you don’t know. At the start of my career, I was comfortable telling people on the shop floor that I didn’t know something, but I would never have sat in a management meeting and say, ‘I don’t know what you’re talking about’. Now I can. Now I can say, ‘Can you explain it? Can you teach me?’ “Take every opportunity you’re given. I did that and it was really scary at the start, but once you take the leap, you learn that you can do it.” [Leaders who drive automotive – Diane Miller](https://ennisco.com/wp-content/uploads/2025/08/Leaders-who-drive-automotive-Diane-Miller-1.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/08/Leaders-who-drive-automotive-Diane-Miller-1.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, dianemiller, insights, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Alison Jones](https://ennisco.com/leaders-who-drive-automotive-alison-jones/) **Published:** August 14, 2025 **Author:** Comms Team **Content:** **Alison Jones,** Global Chief Parts and Services Officer at Stellantis, is recognised as one of the most senior and influential women in the global automotive industry. She discusses her career and her thoughts about leading through change with **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group. ****Lynda Ennis: After beginning your career in finance, you’ve risen to become the most senior UK executive within the global Stellantis organisation. Tell me about that journey.**** **Alison Jones:** After qualifying in finance, my aim was to move jobs every two or three years because I wanted to gain different experiences. So, I moved between companies that focused on manufacturing, export, automotive and fleet management. During my time at the manufacturing company, which made and exported scientific instruments, I was on a small board and really enjoyed the commercial side of the business. I later went back to Volkswagen Group, joining Volkswagen UK with the intention of moving out of finance into a more commercial role. I eventually got a break and moved into retail operations, which opened the door to a number of different roles on the commercial side. I liked fixing things, driving results, working as part of a team and learning about different parts of the business. I was then offered a promotion and returned to finance as a Finance Director for Volkswagen Brand, but I was still keen to experience different parts of the business. I got involved in a fleet project around moving to a fleet agency model and was later asked to fix customer care because I had strong opinions about customer service. When I look back at this period of my career, I think it was quite pivotal because we were having to run the day-to-day with dealers and customers at the same time as driving transformation through large groups of people. I like doing the operational at the same time as the strategy or transformation – the implementation alongside the strategic thinking – and I was able to build on that experience when I later headed up aftersales and customer quality for all five Volkswagen Group brands. When the emissions scandal broke in 2015, I was put in charge of crisis management due to my skill set. A year later, I landed my dream job at that time of Managing Director of Volkswagen UK. A general theme of my career planning is that I always used to look two jobs ahead and ask myself, ‘What skills don’t I have or what experience do I lack? How I am going to convince somebody that I can do that job?’ I’ve had failures along the way where people have not recruited me because I didn’t fit with what they wanted, but equally I’ve had breakthroughs where I’ve been put into a job and succeeded – often in roles that have been very difficult but also very rewarding. **LE: From what you say about always thinking two jobs ahead, you were very proactive in terms of taking control of your own career journey. Did you do everything yourself or did you, as is now commonplace, have access to business coaches to help shape your career?** **AJ:** I did get coaching support later on in my career, but not to start with. I used to think that if you delivered strong results, you would naturally be considered for promotion and I learned the hard way that is not always the case. Seeing people get jobs that I wanted and that I felt I deserved was painful, and I learned that I needed to speak to the hiring managers directly about the jobs I was interested in. If they told me I couldn’t do a certain role, I would ask them why so that I could plug the gap. I would also push for training opportunities. For example, when I won the ‘Barbara Cox Woman of the Year’ award in 2020, the prize was a £5,000 personal development fund. I then went to my company to ask them if they could top it up, which enabled me to do a course at Harvard Business School. This was a very powerful experience and I still use a lot of what I learned now. **LE: Another striking thing about your career is that you were very happy to move across horizontally before you went up. In terms of what you are seeing today, are people prepared to do what you did and broaden the base of their experience, or are people more impatient now and more fixated on moving upwards?** **AJ:** I think it depends on the individual, and it depends on what they want to do and whether their aim is to become an expert in their field. Marketing or PR is a great example. If you want to be an expert in a field like that, then you have a narrow breadth and you gain seniority by moving through different companies or being promoted. Other people want to work across the whole spectrum of an industry and so they are happy to move across because it gives them the breadth that ultimately enables them to move up. I think there’s a strength in both strategies, depending on whether you want to be a specialist or a generalist. I do worry, though, that people sometimes try to jump too quickly. It works for some but not for others because moving upwards too fast means you haven’t got the necessary breadth of skills: understanding of how to do things, how to lead and motivate people and how to get through challenging times. What I would say is that you gain strength by working outside your comfort zone because it gives you a different perspective. You see and learn different things, which makes you more adaptable and resilient. **LE: You were leading the UK business for PSA when the group merged with FCA to become Stellantis in 2021. Can you talk through some of the challenges that you had to manage and how you approached it? What are the lessons for leaders who are faced with navigating an industry that is subject to constant change?** **AJ:** The main challenge is that you are often having to deal with multiple things at the same time. If you think about the period from 2018 to 2021, we had the preparation and implementation of Brexit, where we were still looking for definitive answers about how things were going to work just days before it went live. Then we had Covid, and then we had the merger of PSA and FCA. All the while, we were also dealing with CO2 and electrification. One of my key learnings as a leader is making sure you have a diverse group of people with a range of experiences around you as your role becomes broader and more complex. You can’t possibly know everything about everything. Even if you do, it’s guaranteed to go out of date. The key is having a diverse group of people and finding a way to manage them because, by their diverse nature, they are likely to have differing views. You need to bring them together when they need to be but let them work in their individual areas and trust them. I learned a lot from a speech given by the psychologist and change management expert, Dr Terry Paulson, and I actually brought him into a company where I was working. He talked about guardrails – setting your strategy and knowing where you’re going. If something starts to divert you, you need to decide when to get it back within the guardrails or whether course correction is needed. That’s the key role of a leader. You can have a little bit of mess going on in the middle, and that’s okay so long as you’re going broadly in the same direction. The challenge is leading groups of people to enable them to do that while making sure that people have their voices heard. That’s not always easy. **LE: Thinking specifically about a merger or acquisition, one of the key leadership challenges is the integration of what can often be very different cultures in terms of the impact it has on the people working in those organisations. What is your experience of managing this cultural tension?** **AJ:** The challenge is the same whether you are bringing together different companies, different countries or different individuals. When you have engineers, sales and marketing teams and finance people in the same room together, they bring different experiences in terms of their roles and how they have been trained. It’s exactly the same when you bring different companies together in terms of how they are going to work together. Some of it is purely practical. Who’s doing what? What is their role and responsibility? Who makes the decision on certain topics? How do we ensure decisions are made to move forward rather than going round in circles? If one group has greater power than another group, that might be okay in terms of driving results but the down side is that you are then alienating one group. This is where the leadership challenge lies, and being clear about roles and responsibilities can really help. It’s not always straightforward, though. I’ve operated in a matrix organisation where, regardless of bringing two companies together, you’ve also got the matrix of decision-making to deal with. This is an environment that I’m used to, but many people are not, so you just have to find a way to keep moving forward and keep driving towards the results. You also need to be clear about what you represent as a leader, what you will do and won’t do, and what you expect of others. **LE: Reflecting on your career across various automotive brands, are there any pivotal moments or decisions that have shaped your leadership style?** **AJ:** When I was asked to run the contact centres at Volkswagen Group UK, the customer service centre was in a really bad place. There were backlogs and calls weren’t being answered, and the teams did not have the answers to be able to support. I was parachuted into the middle of all of this and found that, though the teams were trying to do a good job, just about everything was broken. Without being a micro-manager, I was quite hands on in terms of wanting to know how things worked and understanding the problems being faced by the teams. I was trying to manage a very diverse team and looking to find solutions from different parts of the company and outside the company. I was also having to do it at speed in a robust way. Looking back, this was a pivotal moment for my leadership. I now know I like to drive positive change through large groups of people where you don’t know how you’re going to achieve it, but you know you’ve got to achieve. The contact centre experience taught me when to push, when to support, when to challenge and when to get out of the way and let people get on with it. As a leader, I was the one who was taking all the responsibility. I was having to accept the flak and work out how much of it I needed to pass on and how much I just had to absorb myself and deflect. The learnings from this help to carry me through many different things later in my career such as dealing with uncertainty, crisis management and also thinking positively and driving growth. **LE: How have you had to adjust your leadership style to manage people remotely, particularly in such a highly matrixed organisation like Stellantis?** **AJ:** I’ve talked about focusing on things that are not working well, because that’s my nature, but if things are going well, you should still look at it and ask, ‘Is that good enough?’ If you’re trying to understand whether a result is good or whether it can be improved, there is no substitute for investing time in talking to your teams. For example, I was speaking to the China team this morning. Later I’ll be talking to EMEA and this evening I’ll be on to Latin America. That is how you lead. Investing the time is so important. **LE: There has to be a level of trust from the board to be able to lead effectively but, from a lot of the conversations I’ve been having, much of that boardroom trust seems to be breaking down, sadly. What has been your experience?** **AJ:** I think it comes down to individuals and what their belief systems are rather than a board collectively. In any group of people, you see some unacceptable behaviours that we would just not have seen years ago. I think behaviours have changed over time in day-to-day life not just in the corporate world. **LE: Building trust throughout the organisation is all the more important when you’re going through a transition or a change period. Would you agree that this comes down to having a robust strategy and communications plan, because this where trust starts?** **AJ:** Absolutely. It’s all about having a plan, having strong communications about the direction you are going in and being confident that it is robust enough that people will follow. You can still change it or go in a completely different direction, but you need to be able to explain it. You need to be transparent about it all times. I do interactive Q&As and people are sometimes surprised that I don’t require the questions in advance. My team can ask me any question, and if I don’t know the answer, I will say so and tell them we’ll find out. If I can’t answer because it’s confidential, I will also tell them that. People will understand there’s a reason why you can’t answer, but it’s important to give people the chance to ask. **LE: Who have been your most significant mentors or inspirations, and what was it about them which made them memorable?** **AJ:** I’ve read a lot of business books, some of which have gone out of date but some of which I have re-read. I tend to keep certain hints or quotes in my mind. As for being inspired by individuals, I take elements from different people rather than being inspired by any one single person. Equally, I’ve been influenced by leaders who have had unacceptable behaviours and have promised myself never to behave in certain ways. My experiences at Harvard and London Business School have had very positive influences on my career. They were only short courses but there were certain case studies that I studied that still resonate. A particularly memorable one was about the doctor who wanted to make heart surgery available and affordable for people in the US. The solution was to make it into a production line and drive process efficiency to enable the surgeon to concentrate on operating on the patient while all the other peripheral things were done by people who were experts, and still making sure the patient felt cared for. **LE: You’ve gained recognition as a top female executive in the automotive industry. What does this recognition mean to you, and how do you see it influencing the next generation of female leaders in automotive?** **AJ:** It’s always flattering to receive an award because it means that somebody is recognising you for the results you’ve achieved. After winning an award, you tend to get invited to speak to groups of people and share some of your experiences, and hopefully some of that will be beneficial for people aspiring to be automotive leaders. When I’ve done different things with people, I’ve tried to be really open. That can sometimes be hard because you’re laying bare your internal feelings, but I do believe you have to be honest and give of yourself if people are going to benefit. **LE: A lot of people might think that you’ve got it all in terms of the job and the status within the industry without appreciating the sacrifices you have to make to be a good leader. Do you think there is sufficient understanding of what it takes to get to the top?** **AJ:** Life is about choices. You have to make some big personal choices when work and home clash, and that never goes away. Do you push to the max or do you say, ‘No, this needs to stop. I need a time-out’? This happens all the time and it doesn’t get any easier. My family have had to make sacrifices, and you carry a lot of guilt with you! There have been jobs that I’ve not taken or for which I’ve not applied for personal reasons, and there have been jobs I’ve not been given because people have made assumptions about me and my personal life. It’s not perfect but you just have to be comfortable with the choices you make and be clear about what you are absolutely not prepared to compromise on. That can often be very hard because I’ll internalise things and go over and over the what-ifs when reflecting on my career. I’m no role model for time management at all, but if you get to the stage where you are stressed and burnt out without any respite, then it’s time to reassess what you’re doing. If the bad days outnumber the good days in a job, you need to make a change and take control. **LE: I know you still have many years left in the automotive industry but, looking ahead, what legacy do you hope to leave, particularly concerning sustainability, a subject I know is close to your heart, and leadership?** **AJ:** Regarding sustainability, I hope that we will have implemented it in a way that works economically and that customers value. At the moment, customers value it based on price but hopefully we’ll get to a point where they value it because it’s both affordable and sustainable and we’ve made it mainstream. On leadership, I hope on a practical level that people who are progressing their careers and aspiring to leadership roles can look at me and see that you can succeed by being yourself and being human. Hopefully, I’ll been seen as someone who was able to inspire people on an individual, one-to-one level. I don’t think anyone is going to say anything like ‘Alison was an amazing, standout leader’ because once people like me go, the next generation will simply take over. But I sometimes get people coming up to me and reminding me of something I once said to them that has really helped them, so it’s nice to leave that sort of legacy. [Leaders who drive automotive – Alison Jones](https://ennisco.com/wp-content/uploads/2025/08/Leaders-who-drive-automotive-Alison-Jones.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/08/Leaders-who-drive-automotive-Alison-Jones.pdf) **Categories:** News **Tags:** Alison Jones, automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Adam Wood](https://ennisco.com/leaders-who-drive-automotive-adam-wood/) **Published:** July 31, 2025 **Author:** Comms Team **Content:** Renault has rejuvenated its brand narrative through its bold ‘Renaulution’ strategy. **Adam Wood,** Managing Director of Renault UK, discusses his leadership role in aligning his organisation with the new brand vision in conversation with **Lynda Ennis,** Co-founder and CEO of Ennis & Co Group. ****Lynda Ennis**: **While all the talk in the industry is currently about tariffs and the Chinese, you have got on with building your own narrative at Renault in terms of re-energising the brand. How have you managed to do that so successfully, and what has been the impact on your organisation from the point of view of people?**** **Adam Wood:** I think it all starts with passion and a vision. When Luca de Meo \[CEO of Renault Group\] arrived and his senior leadership team built the Renaulution plan, they brought a genuine passion to rekindle the magic of the Renault brand. Progress is often born out of necessity, and it’s true the company was in a difficult financial situation at the time. But the vision also was extremely clear: a shift from volume to value, putting product back at the heart of the company. These had been the magic ingredients of the brand’s success over many, many years, but had perhaps become diluted. The strategy obviously involved some bold choices. Facing the shift to electrification, Renault made a very clear choice to go for a “two-legged” strategy: full electric, including dedicated EV-native platforms, and full hybrid powertrains. It also involved making the right choices in terms of partnerships and being humble. For example, partnering with Google instead of developing software in-house was a smart move. Above all, there was the desire to rekindle the human emotion that’s always been in Renault’s DNA. I think you see that in the Renault 5: it’s a design born of love and a car that makes everyone smile. There’s attention to detail nodding to our heritage, but it’s also a truly modern reinvention. You also see that in the new brand identity, with the new logo inspired by Victor Vasarely’s original 1972 design and in the way the brand is now unashamedly true to its French roots. **LE: How did you take your people on this transformation journey? Did you have to change the way people thought about the brand?** **AW:** Part of the success is the fact that we’ve now got a unique blend of people who understand the DNA of Renault after many years of loyal service, coupled with newcomers offering fresh perspective. Critically, everyone is united behind a common vision, and clear, regular and inspirational communication has been key to this. We have technology experts with no prior automotive experience, bringing insight into the next generation of digital customer experience. We’ve also attracted people from competitor brands with deep automotive expertise, offering new perspectives on how Renault operates. I think that combination has allowed us to execute our ‘Renaulution’ vision, which is to put Renault’s DNA at the heart of the strategy, but to do things in a different, more dynamic and agile way. **LE: Apart from bringing in new people with complementary skill sets, how did you take your existing people on the journey? Did you put special training and development in place to align them with the new vision?** **AW:** First and foremost, it starts with honesty. Step one is about being transparent about the current situation and not sugarcoating it. Progress comes from seeing the reality of where you are. That is how you gain trust. Everything needs to be communicated clearly and transparently, both to newcomers and existing staff. The next step is all about inspiration. For us, it was about communicating Renaulution in a clear and simple way: a three-phase plan of Resurrection, Renovation and Revolution, with clear objectives articulated via simple phrases and concepts that people can remember. Luca de Meo is also a great user of figurative language. He talks a lot here about being a “Champions League contender”, instilling the mindset that we can compete with the best through talent, teamwork and a little sweat! We want our people to believe in the positive future that we have. Renaulution was a bold ambition and it required inspiration and disruption to ignite the ‘comeback’. **LE: Once you reach Champions League status, you want to stay there every year, don’t you? But the influence of China makes that increasingly challenging. Every time you blink, a new Chinese brand seems to be entering the market or a new joint venture is signed. From a people perspective, you’re also having to compete for the best talent and to retain the people who are responsible for the magic you have described when competitors come knocking on your door.** **AW:** Ultimately, I believe competition makes you better. You must embrace it and be humble enough to acknowledge where your competition is strong and have the mindset to learn from them and do better. All leaders are faced with getting the delicate balance right between celebrating success while also having the humility and hunger to acknowledge where there are opportunities to improve. Continuing the football analogy, there has not been a Champions League winner that hasn’t faced a few difficult fixtures on the road to the final, with perhaps the odd lucky goal or penalty shoot-out along the way! Competition inspires you to try new things, to learn and to get better. Sometimes I think we underestimate how inspiring it is to be able to be part of a once-in-a-lifetime journey to electrification, in a challenging and uncertain world. Nobody knows the trajectory of the speed of EV adoption, but we believe we can compete with the best and get to the Champions League final. Our New Renault 5 is the living proof: it shows that the combination of emotional appeal and rational appeal can win over customers, and that’s an important antidote to some of the negative media narrative around EVs. **LE: You have returned to Renault after a period with Stellantis, so you’ve seen things from different perspectives in terms of brand and leadership. How has that shaped your leadership style?** **AW:** I’ve been fortunate to work under many exceptional leaders with different approaches. This has taught me that there is no one-size-fits-all blueprint for great leadership: different strengths and characteristics suit different situations and times. I’ve seen leaders who have had to make tough decisions against the popular will. They faced a lot of short-term criticism, but were later recognised for making decisions that were in the medium-term interests of the company. That takes a lot of personal resilience, bravery and integrity. I believe that it is also a leader’s role to express genuine desire and passion to inspire. Ultimately, it about creating a culture of enthusiasm and positivity to be better. Alongside this, I think it is also about creating – and living – a culture with clear values. At Renault, we pride ourselves on being a human brand with a people-centric culture. Irrespective of the pressures of day-to-day business, always treating people with respect, professionalism and empathy is important. Great leaders should also be good ‘shock absorbers’ in difficult times. The other thing I look for is complementarity between people, and this is where DE&I comes into the equation. It’s important to assess the skill sets of job candidates in terms of how they add to those of the existing team to ensure a balance of perspectives. You want healthy debate and positive conflict to get better outcomes. In a world that is increasingly diverse and uncertain, getting the right balance of perspectives is important because we’re facing challenges that we’ve never seen before. Finally, I believe in creating a culture of trying things. Creativity is increasingly important to navigate a shifting landscape. You can’t have teams that are frightened of failure or we stifle innovation. From a leadership perspective, this requires a level of emotional intelligence to manage risk while giving people the freedom to try new things and make mistakes. **LE: Looking back at your career, what are the key learnings and pieces of advice that have helped shaped you as a leader, and what advice would you give to others coming into the industry?** **AW:** I have a long-held belief that you should do what you enjoy. Follow your passion and give it everything with a smile. I’ve been very fortunate to turn a passion into a career, having loved cars from a very young age, and that has been the foundation. If you love it, you go the extra mile. It’s also important to push yourself outside your comfort zone and confront your biggest fears. I remember securing my first ever role as a young management trainee in Renault’s Marketing Planning team. As a French graduate, the prospect of being responsible for the company’s numerical sales reporting and forecasting was more than daunting. Looking back, it perhaps gave me a foundational new skill set which unlocked the opportunities to succeed. I turned a fear into a strength, and I believe that any new role should always give you a little feeling of trepidation – that’s where growth comes. I also think emotional intelligence is crucial. During your career, you go through difficult times and great times, but it’s important to remain level-headed. You should focus on where you can improve, celebrate and enjoy successes, but equally shouldn’t get too down when times are tough. In terms of advice to people coming in, I would say ‘be brave’ and don’t be afraid to challenge the *status quo.* Let’s be honest: the car industry experienced very limited change in more than a century. Now we’re about to go through a period of huge opportunity. People need to go in with the mindset that change equals opportunity, not just risk. More than ever, it’s a time to challenge the way we work in the industry and come up with new ideas because we’re in quite a Darwinistic world right now. Those that innovate will survive and prosper and those that don’t may fall by the wayside. **LE: Who has inspired you during your career, and what was it about them that inspired you?** **AW:** Luca de Meo is one of the most inspiring individuals I’ve ever come across in my time in automotive. He has a rare curiosity and inquisitiveness about the world and a unique ability to navigate huge complexity to define a vision, to articulate it and then to execute it. He does so with charisma, a human touch and an ability to galvanise the leadership team and company around him. As he moves on to new personal adventures, he has certainly left an indelibly positive mark on the company. **LE: If you had a crystal ball and were able to look five years ahead, what do you think that’s going to mean for the industry?** **AW:** The shift to electrification is undeniable, though the pace of change may be volatile. I think it is important that we don’t forget customers. In its obsession with the rational conundrums of electrification, from range anxiety to total cost of ownership, I think the industry has forgotten about emotion to a certain extent. People don’t buy propulsion ; they buy a brand, a piece of design, a lifestyle. What we’ve seen with the Renault 5 this year is that if you get the ingredients of a sense of fun, great design and accessible pricing, then you create real Retail demand for EVs. As well as keeping sight of customers, it is important to make the shift to electrification as easy as possible. We’re sometimes guilty of using industry jargon and being a bit inward-looking, without taking account what it means to go electric for the average person. Brands that are going to succeed need to consider the entire ecosystem alongside the vehicle, which means thinking about charging solutions and having the right expertise and support in the dealer network. Our retailer relationship is very important because they are playing a vital role to play in the shift to electrification. It means investing in training and the right facilities, equipped to support customers in making the transition. **LE: Last question. Given your previous football analogy about the Champions League, what would you say if a head-hunter approached you about coaching the England football team.** AW: I would have the humility to say that I’m not quite qualified to do the job! Like many, I would have a few choice opinions on Thomas Tuchel’s team selection and tactics if I was on a panel of pundits, but walking the walk is very different to talking the talk. In all honesty, I’m extremely fortunate to have the role that I have and at the time that I have it, being part of the renaissance of the Renault brand and enjoying the journey as part of a great team. It is a unique opportunity and I’m hungry to make the most of it, to take Renault to the heights it deserves in the UK. [Leaders who drive automotive – Adam Wood](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Adam-Wood-1.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Adam-Wood-1.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Leadership --- ### [Leaders who drive automotive: Lothar Schupet](https://ennisco.com/leaders-who-drive-automotive-lothar-schupet/) **Published:** July 10, 2025 **Author:** Comms Team **Content:** Continuing our series of interviews with the some of the automotive industry’s most influential leaders, **Al Clarke,** Chairman of the Ennis & Co Advisory Group, talks to **Lothar Schupet** about his transition from the traditional world of BMW to running the Chinese challenger brand, Zeekr. **Al Clarke: The first part of your career was a very traditional and solid progression in BMW through sales and marketing in Germany, with international assignments leading to a global General Manager role for the BMW M division. Tell me about that part of your career and whether you think it would still be possible for a graduate today to do what you did.** **Lothar Schupet:** I joined BMW Group26 years ago on a trainee programme that combined university studies in industrial engineering with on-the-job assignments. It was a five-year programme that was very broad in scope and gave me first-hand experience of the machine room of the company, developing engines and working in areas such as aerodynamics. After completing my training, I moved into sales and marketing, setting me on the career path to where I am now. The move exposed me to my first leadership positions, initially being responsible for marketing and PR for a small region of Germany before taking over a bigger region in the north of the country, with responsibility for 40 MINI dealers. I then moved on to become Regional Area Manager for several European countries. From there, I was given ownership of individual markets, beginning with Croatia, where I led a project to establish an NSC. I then took over as CEO of BMW Group Slovenia, with responsibility for BMW, MINI and Motorrad. This was my last role before I moved to headquarters in Munich to become General Manager for Global Sales and Marketing for BMW M. As a subsidiary of BMW AG manufacturing high-performance luxury cars, BMW M has always been known as the ‘speed boat’ of the company and it operates in a very agile environment. It grew from a niche business to produce an annual volume of 250,000 vehicles and deliver 20% of the profit from the automotive sector for the entire group. After 23 years at BMW, progressing from the shopfloor to a global role, a big opportunity came up at the beginning of 2023 to join a new and agile electric mobility brand and participate in the huge change taking place in the industry. Having launched the first electric car in Slovenia and been involved in moving customer passion from combustion engines towards electric cars, I saw the chance to join Zeekr Europe as Chief Commercial Officer as a once-in-a-lifetime opportunity, particularly with the power of Geely Group behind it. Looking back at my time at BMW, I would certainly do it all again. Yes, there were challenges along the way such as the financial crisis, but it was a great learning curve to be part of building such a prestigious brand consistently over a quarter of a century. But times have changed so much and so quickly, and the traditional way of thinking is slowing down business and making things very difficult. Having experienced working in a highly entrepreneurial, driven, innovative and agile culture at Zeekr, I don’t think I could now move back into a rigid, traditional environment. ****AC: It was intriguing to hear you say you would do your BMW career all over again because of the grounding it gave you. But is that changing today? Do you think that with the pace of change taking place in the industry, a different kind of career path is needed to get people to the level that you reached at BMW?**** **LS:** I think senior leaders in a series OEM business need a broader skill set than they did before because of the complexity of all the new technology coming in and the increased globalisation of products and technology suppliers. On the distribution side, OEMs operated a traditional model for decades. You had the dealers, you had some importers, and that was it. Now, with all the new players and the growth of the D2C model, the world has changed completely. When I employ people in senior positions, they need to bring experience from companies that have applied different models and to have lived in an agile environment. A vertical career path is still needed, but it also needs to be horizontal in certain leadership positions to understand the complexity that has arisen in recent years. **AC: During your career, you’ve had regional and global responsibility as well as NSC responsibility. As the industry moves towards China, do you think having international experience in China is becoming more important for leaders?** **LS:** In my experience, it is crucial. The transformation being driven by the OEMs in China is obvious, while luxury and premium OEMs in Europe and other continents have become increasingly irrelevant in terms of the EV market. Other segments are also dying. The traditional OEMs have tried to fight against the rise of the Chinese, believing that their manufacturing capability and quality will help them close the gaps and eventually overtake them. Now they have learned that this is simply not possible. BMW are one of the last OEMs who are not in a China OEM partnership, whereas others are moving forward strongly with joint ventures. **LS:** You only have to compare factories. We recently showed our factory to the media during the Shanghai Motor Show and they could barely believe what they were seeing in terms of the 5G technology and the degree of automation. The leaders of the future need to experience that for themselves both from the technology and the culture perspective to be able to collaborate with China efficiently and professionally. During my BMW M role, I led on the China strategy and commissioned a huge market study to understand the Chinese customers and get our portfolio right. Since joining a Chinese company, I’ve also spent many weeks in the country. It’s clear that the culture is very different and I’ve seen a lot of colleagues struggle to bridge that cultural gap. You need to have openness and an agile mindset to bridge the gaps culturally in terms of target-setting, collaboration, methods, expectations and decision-making. ****AC: Going back to 2022 when you were first having discussions about moving from the security of BMW to a startup brand owned by Geely, what were your main considerations?**** **LS:** With the exception of my last position at BMW M, I’ve never been in the same role for longer than 2-4 years. I was always keen to move on and take on a new challenge and I think I had 11 different jobs in total at BMW. I was motivated by creating and achieving things and moving forward, which you could call an entrepreneurial mindset. When you mature within the group and reach a senior leadership position, your biggest assets are your network and your reputation. But I was also aware that 80-90% of my peers were at the same stage in their careers, having stayed with BMW for 20 or 30 years. There weren’t many new people coming into the business with different ideas and views, and I really wanted to experience something new and to work with people who had different perspectives. At the same time, I was looking at what was happening in the wider industry in terms of Tesla and the wave of new EV entrants. Things were moving very fast in areas such as digitalisation but implementing them in my own area of the business was always held back by slow processes. Ultimately, my mind was made up when I drove the Zeekr products for the first time and was amazed how much the brand had achieved in such a short space of time. **AC: What are your reflections on the differences, or indeed similarities, between organisations like BMW and Zeekr?** **LS:** They have the obvious similarities of being corporate organisations with all the proper corporate functions. At the end of the day, they are both producing and selling cars and the business foundations – how they are enabled, supported, developed and established – are essentially the same. But, as I’ve already mentioned, the culture, or mindset, is very different. People we’ve hired who have experienced both worlds all say the same thing. The old, traditional businesses are struggling with legacy IT systems, legacy decision systems and legacy ways of working. Meanwhile, there are the new companies that are having to fight and reinvent themselves continually because they need to catch up with the established OEMs, especially in Europe. To do this, you need to be agile and you need to benchmark. You need to look at what others are doing better and how you can overcome that and make quick changes to your business model, your IT or your approach to the market. This is the essential difference between the old and new. The other key difference is the people. Our company expects much more of them, but they are loving being part of it. Unlike in my old company, it’s not a 9-to-5 job. There’s a completely different mentality that is driven by an entrepreneurial mindset. We are all about revenue and EBIT, about what we invest and what we need to return. It’s not about administering long-established processes and budgets but creating something new and iterating. Not everyone is cut out for this kind of environment, as we have discovered. Because we needed to recruit quickly to ramp up the business organisation, our selection process tended to favour people with experience of traditional OEMs. You need this grounding of experience, but you also need a diverse range of personalities and characteristics in people and leaders, and the traditional way of thinking should not be too strong. **AC: From a personal and professional point of view, how did you navigate the transition from traditional to new when you made the jump to Zeekr?** **LS:** I’m driven by being passionate about what I do and I am motivated by the opportunities rather than thinking too much about the challenges. This is the type of mindset you need in a fast-moving, agile environment like Zeekr. When we interview for roles, we see people who are fascinated by the new brand and excited about joining the company, while there are others who mistakenly believe they can do the job well without having to make a big personal commitment to the company. This is also a big difference between Chinese culture and European culture. As an organisation, we need to find the right balance. We cannot just do it the Chinese way and expect people to work 9-to-9 six or seven days a week. In Europe there are rules against this, and you also need to find the way to get the best out of your people. What is essential, though, is that people are motivated by the vision and ambition and are prepared to go the extra mile to achieve it. I am no different. I have a family, and so I need to find a balance between my personal life and going that extra mile. Everyone needs to find their own way, but the basic principle is that you align with the culture and you are intrinsically driven to develop the business and make things happen instead of seeking a job that’s not too stressful. Unfortunately, finding people with the right mindset is becoming increasingly difficult, with the new generations having completely different expectations when it comes to work-life balance. This will probably be one of the biggest challenges over the next few years and we will need to find the right incentive systems and motivators in terms of flexibility. **AC: Is this a fundamental difference between the Chinese and the European mindset? And how do you maintain the focus on the goal once you move beyond the initial startup phase without burning your people out? What do you do about developing people as the business grows, or is it about using people for the time they are needed and then moving them on and bringing in new people to move to the next stage?** **LS:** It cannot be only about mindset. That is the basic principle that I think we need to have but we’re all human being beings and we only have 24 hours in day. There needs to be a degree of balance. In terms of developing people, the main point about startups like us is that we are growing, and with growth you open up a lot of opportunities. The career path for our people is the opportunity to grow as the company grows. We don’t have a check-box system like the traditional OEMs where you must spend five years abroad and serve your time in certain roles before you can progress to the next level. This means that in our company, and in many other startups, you see more younger people in senior leadership positions than you would in a traditional business. **AC: You are six months into your current role as Acting CEO, having previously been COO. What is the difference in terms of the nature of the roles and the expectations on you?** **LS:** The roles are very different, of course. As COO, I had responsibility for sales, marketing and network development and so I was in the machine room of the business, with a strong operational focus on every single car being sold and delivered while building the markets, systems and processes and partner network. In my new role, I’m still involved in these topics on a weekly basis but I am no longer so operational. That said, my strategic role is also pretty operational because everything is so fast-moving. You set a strategy and, within two months, you’re having to redefine it – especially in the last few months when there have been so many influences such as tariffs and opening up in new markets. My big challenge is now to take the organisation forward from a startup approach and find a mature, sustainable path in Europe. **AC: You have clearly earned the trust of Geely in terms of leading the business in Europe. How hard is it for traditional European or western leaders to get to that point of trust with a Chinese parent company?** **LS:** It’s very difficult.There are many examples in the industry of failures but I think my time as COO reassured Geely because it showed I had first-hand operational knowledge about what we are building and that I could be trusted to deliver. To be honest, I underestimated how much relationship-building was needed. I thought I always had big strengths in this area, but building relationships in China is a very different animal and requires the right approach, the right investment and the right respect towards the cultural values. I certainly underestimated how many flights to China I needed to take and the amount of hours of discussion required on WeChat. But the good thing is that once trust is established, the Chinese are so reliant on their relationships that they will help you with whatever you need. Fundamentally, they are interested in business and if you have built a relationship with them that’s moving forward, then they will fight alongside you to make things happen. **AC: I guess working for a Chinese brand is not for everybody, but what would your advice be to a younger leader thinking about their options and debating whether to try something new?** **LS:** I think young leaders need to be open to uncertainty and to taking risks for the sake of learning and developing their career. In my early career working for a traditional OEM, I had ambitions to grow but it was always about incremental progress from one level of management to the next. I think those times are over. Companies like ours need people who are flexible and agile who are motivated to create something. They also need to be prepared to be hands-on. Even in my current role as Acting CEO, I am much more hands-on with details than I was when I was CEO for a smaller market at BMW. If you have that kind of mindset, then that is the perfect starting point for a young leader looking to join a new brand. **AC: Your career path has been different to that of most people in the industry. Who has inspired you in your career to follow that route?** **LS:** Reflecting on my old company, I was inspired by one of my senior leaders, Dr Nicolas Peter, who is now Chairman of the Supervisory Board of BMW AG.He was always very inspiring as a leader and was a strong influence on me not in terms of wanting to seek out new opportunities but in being hands-on and wanting to understand every detail. Starting from scratch, he revaluated all the things he was responsible for such as finance, product and sales and had a very broad view of the company. Another very inspirational person is Li Shufu, the Chairman of Geely. His ambition is for Geely to be one of the world’s top manufacturers, not simply an investment company, and to learn from the various acquisitions about how to do things best. The Volvo acquisition was maybe a trigger for this at the beginning in terms of how to build the best traditional, safe and high-level premium cars. Similarly, the acquisition of Lotus delivered learnings about high-performance and luxury sports cars, while LEVC brought knowledge about functionality. That very grounded ambition of learning from the acquisitions to strive to become the best automaker is an inspirational story. Of course, a business needs money and needs to be sustainable, but the ambition is rooted in automotive passion. [Leaders who drive automotive – Lothar Schupet](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Lothar-Schupet-2.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Lothar-Schupet-2.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Leadership --- ### [Celebrating the inaugural Bunny Ennis Fund winner](https://ennisco.com/celebrating-the-inaugural-bunny-ennis-fund-winner/) **Published:** June 5, 2025 **Author:** Comms Team **Excerpt:** The Bunny Ennis Fund is a special award created in memory of Bernard ‘Bunny’ Ennis, the late father of Ennis & Co Group’s Founder and CEO, Lynda Ennis, to support the training needs of an individual within the automotive industry. **Content:** [Celebrating Jordan Workman](https://ennisco.com/wp-content/uploads/2025/05/Celebrating-Jordan-Workman.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/05/Celebrating-Jordan-Workman.pdf) The Bunny Ennis Fund is a special award created in memory of Bernard ‘Bunny’ Ennis, the late father of Ennis & Co Group’s Founder and CEO, Lynda Ennis, to support the training needs of an individual within the automotive industry. Bunny Ennis worked in the automotive sector for his entire career alongside being a tireless campaigner and fund-raiser for fellow World War II veterans. Showing the generosity of spirit that underpinned his larger-than-life personality, he bequeathed a sum of money to help create opportunities in the industry he loved. The newly established Bunny Ennis Fund will provide an annual training bursary for an individual already working in automotive or who hopes to join the industry. **Jordan Workman is a HR Business Partner at Aston Martin Lagonda Ltd, also the inaugural winner of the Bunny Ennis Fund.** As a HR Business Partner, Jordan specialises in talent development and employee engagement within the automotive industry. His career began with a degree in Business Management and HR, leading to roles at Volvo Group, Stellantis, and Aston Martin. Currently pursuing a doctoral research degree on trust and performance in the sector, Jordan was the first-ever winner of the Bunny Ennis Fund, which he will use to support his research. With a passion for people and progress, he continues to drive positive change in the industry. ***Tell us a little bit about your background and where you grew up?*** I’ve spent my whole life so far in Worcestershire, within the West Midlands. My journey started with living in my grandmother’s spare bedroom, my parents were young and at the time didn’t have a lot of money, but eventually we moved into a council flat, and our chapter together grew from there. It was a humble start, but I had a happy childhood and never felt I missed out. My family is quite interesting, one side is very animal-centric. My grandmother at one stage had 16 dogs, horses, goats, parrots and even a pig she trained to do dog agility – many of which were rescue/rehomed animals over the years! The other side of my family is very family orientated. Growing up, my mother was caring and light-hearted while my father was more career driven and a natural leader. My family and friends say I’m a real mix of both, which I feel has been a strength throughout my career. Whilst I am based in the West Midlands, in recent years I have been lucky enough to travel across the world including touring around Asia. I am a massive tennis fan, and have been fortunate enough to go to Wimbledon, Roland Garros & the US Open so far – a highlight was making it onto Netflix’s ‘Break Point’ series as well as the Disney+ series ‘In the Arena: Serena Williams’ in some great crowd shots! ***Describe your career journey so far in the automotive sector. Why did you choose HR?*** Growing up, I was the go-to person for advice, even within my family. I’m an only child, so I had to grow up quickly. One day, I was talking to my cousin about my career and they suggested HR. At the time, I didn’t really understand what HR was but nonetheless I decided to incorporate it into my studies. My first degree was in Business Management and HR Management. During my placement year, I had my first full-time HR job at Volvo Group, though not the cars, but the trucks and buses. It was only then, when I was able to gain some hands-on experience, that my passion for HR really took off. I think sometimes HR can be a challenging place to work but at Volvo Group I had a great support network very early on with the HR Business Partners there – Clare Sandford, Mandy Phillips, and Lisa James. They gave me the autonomy and training I needed and I felt part of the team regardless of the fact it was a temporary position. That support network made a huge difference to my career trajectory. It was also during my placement year at Volvo Group where I started taking on additional studying. I noticed a colleague studying for a CIPP qualification which inspired me to enrol in a Level 3 Payroll Technician Certificate alongside my placement. At the time I didn’t realise how valuable it would be, but later in my career it helped me secure a redeployment opportunity and kept me employed during COVID. During my placement year I was essentially responsible for the early careers programmes and was actually nominated for a CIPD award at the People Management Awards for my work on the early career opportunities. I didn’t win, but it was an honour to be a finalist. Volvo Group was also placed in the top 50 undergraduate employers for the first time due to the work I delivered. After Volvo Group, I finished my degree and went on to land my graduate job at Stellantis. I never had a rigid career plan, I didn’t think, “I must do a placement, I must do a graduate scheme.” It just worked out that way. I believe learning, whether through university, apprenticeships, or other routes is always valuable. There’s no ‘one right way’ to build a career. ***Now you’re at Aston Martin as a HR Business Partner. How does that differ from a traditional HR Manager role and what unique challenges do you face in the manufacturing side of HR?*** So I’m currently the HR Business Partner for manufacturing at our Gaydon and Wellesbourne facilities. I partner with stakeholders to equip them with what they need to achieve business goals. My work ranges from operational HR which includes supporting production managers with people matters such as employee relations cases and absence management, to strategic HR which can include headcount planning with Directors, and working with senior managers on talent mapping and succession planning. HR Business Partners typically don’t manage HR service centres or teams like a traditional HR Manager. Instead, in larger organisations like Aston Martin, we often stand alone and are responsible for a particular area of the business. We work closely with senior leaders and become the ‘golden thread’ to align overall business strategy with local departmental needs. Manufacturing presents different challenges than corporate HR. With automation and new technologies, we must ensure we don’t lose the human touch. Being in a manufacturing setting, many of my stakeholders value personal interactions whether that’s checking in on employees or recognising hard work. Manufacturing employees often have incredible technical skills, but don’t always get the recognition they deserve. A big part of my role currently is advocating for my technicians and understanding how we can become a ‘Great Place to Work’. Within manufacturing, you are often up against stringent timings, shift work, higher staff turnover, as well as navigating trade unions and multiple contract types including agency workers. Therefore, as a HR Business Partner within manufacturing you need to be able to navigate uncertainty, listen to understand, and be adaptable to the ever-changing needs of the workforce. ***You have completed a BA, and MSc and are now studying for a PhD. Why is educational attainment so important to you?*** My grandfather had a very poor upbringing and spent the vast majority of his life not knowing how to read and write, he had limited job opportunities and didn’t learn those literacy skills until his 50’s alongside his grandkids. Unfortunately this situation isn’t unique to my grandfather but when seeing the impact that a lack of education has on someone close to you it really makes you value education. Professionally, I think education within the workplace helps command that legitimate perspective but it also helps broaden your outlook and understand different viewpoints. There’s also something to be said about the talent market becoming more competitive, I think education is a great way to stand out among other candidates. But qualifications aren’t everything. Some of the best leaders don’t have degrees, they have experience, determination, and industry knowledge. It’s about finding the right path for you. ***What was your reaction to winning the inaugural Bunny Ennis Fund award, and how will you spend the bursary?*** Winning the award was an honour and I’m incredibly proud. It meant a lot to see how important this award was to Lynda and the team and I was genuinely shocked when I won as I knew how talented the other finalists were. I will use the grant towards my research degree which is specific to automotive and explores how trust influences decision-making, workplace relationships, and employee performance. There isn’t much independent research in this area, so I hope to contribute something valuable. The research is about understanding trust levels within the automotive industry, particularly the relationship between managers and employees. It also looks at how people rate their own performance, do those who feel they underperform have lower trust in their workplace? Do they have good relationships with their managers? We all know that a good manager can be great for your career, while a bad one can make you want to leave. Exploring these dynamics on a global scale is something I felt was needed in the industry. The funding from the award will go towards my tuition fees, but more importantly, it allows me to reinvest in more targeted research. The money I save on tuition can be used to expand my study, such as reaching underrepresented regions like parts of Asia through survey distribution platforms. ***What are your hopes for the future, both in terms of your research doctorate and your career?*** I’m already reaching out to industry support networks to share my research ideas. We recently had a presentation at Aston Martin from Deloitte about automotive industry trends which was really insightful. I plan to leverage findings of existing studies from large organisations to enrich my independently-led research. Eventually, once my research is complete and published as an academic paper, I’d like to present it to different universities and employers. Long-term, I aim to become a recognised leader on all things trust and performance within the automotive sector. In terms of my career, my ultimate ambition is to become a Chief People Officer or Global HR Director. In the meantime, I believe in earning your stripes first and exposing myself to new topics, roles, and stakeholders will benefit me when I reach that executive level. I’m in no rush, but I have a clear goal and want to keep progressing while I can. My main priority is to ensure I add value in whatever role I am in and have a positive impact on the people I support. **Categories:** News **Tags:** 2025 Winner, automotive, Bunny Ennis Fund, chief people officer, DiversityandInclusion, HR, industry, Leadership --- ### [Leaders who drive automotive: Eurig Druce](https://ennisco.com/leaders-who-drive-automotive-eurig-druce/) **Published:** June 10, 2025 **Author:** Comms Team **Content:** In the first of a series of interviews with some of the automotive industry’s most influential leaders, **Lynda Ennis**, Co-founder and CEO of Ennis & Co Group, talks to **Eurig Druce** about his pathway to becoming SVP and Group Managing Director of Stellantis UK, and the challenges of leading in a time of transformation. **Lynda Ennis:** **Tell me about your career journey. How did you progress, and what made you decide to stay with the same organisation, culminating in your current leadership role?** **Eurig Druce:** I trained as an electronic engineer and spent the first period of my career working for a company in the Republic of Ireland as a tester on a production line. I didn’t really enjoy the work, though, which is why I decided to move into the automotive industry. Although it is true to say I have stayed with the same organisation contractually, it is also miles away from reality because we are no longer the same company. I joined the graduate trainee programme at Peugeot Motor Company and my first job was working as an aftersales Customer Advisor in a dealership. I can honestly say I learned more in that role than any other. Being on the front desk and dealing with unhappy customers was the hardest thing I’ve done. I have always had a lot of admiration for the retail side of our business and that informs my decision-making today. Peugeot Motor Company merged with Citroën to become PSA, and it later acquired Opel-Vauxhall before ultimately merging with Stellantis. It is therefore a very different organisation to the one I joined as a trainee. For all the brands that we have, we are now far more efficient and we probably employ fewer people in the UK than Peugeot did when I joined as a trainee. The main reason I stayed with the organisation was the amount of opportunity I was given to progress. After two or three years in a particular role, there was always the opportunity to do something different, sometimes at a higher level and sometimes at the same level but in a different part of the company. Gaining that breadth of experience across the whole business was incredibly important in terms of my previous roles as a single brand Managing Director and the Group Managing Director job I’m doing today. To lead a brand, it would be a massive weakness to only have experience of aftersales without understanding the marketing or sales side. Equally, if I only had experience of the sales side, I’d be neglecting or not fully understanding 40% of my profit stream. As the MD of a national sales company \[NSC\] in the UK, my main interactions are with customer and dealer, and it is therefore a huge benefit to have spent my career working with dealerships at different levels – from in-dealer through to Regional Director level. Most of my career has been facing outwards, not inwards, so I understand what motivates dealers and how to get the best out of dealerships. **LE: I guess you also have the credibility with dealerships given where you started from.** **ED:** Yes, obviously I started at the entry level and I was fortunate to benefit from what was a particularly good training scheme with Peugeot, which exposed me to working in a dealership. I encounter some trainees today who don’t want that dealership experience but I always tell them it is the best thing they could do and that they will learn far more than in a classroom. A good-quality graduate scheme is one where, when you come out of the scheme, you can add value. The worst thing is to join an organisation where you think you know everything but where you add zero value and have no credibility. **LE: Looking through your CV, you have worked with some challenging brands at challenging times. How did you approach your roles?** **ED:** I would say the times have been challenging, more than the brands themselves. The great thing about working in Stellantis is that all the brands have a big heritage. Going back in history, who hasn’t heard of brands like Alfa Romeo, Fiat, Citroën, Peugeot or Vauxhall? It’s a privilege to be given the responsibility of leading them at a point when they’re maybe not on their A game. Thinking about the first brand I led, I was appointed Managing Director of Citroën UK six weeks before Covid. This might be considered unlucky but it was quite fortuitous because Citroën was not in a good position at the time, having been overtraded for years. Covid gave me the opportunity to look at the business in detail, understand why certain decisions had been made and develop a plan to turn things around. As an engineer, it’s particularly enjoyable to go somewhere that has an issue and being able to fix it. It’s harder to go into a role where everything is already operating brilliantly. **LE: You have gained a reputation internally at Stellantis as someone who hits their sales numbers. How do you that, particularly at time when the industry is experiencing commercial challenges?** **ED:** The way I describe it is to compare the New Zealand rugby union team to the rest of the world. When a New Zealand player is five yards away from the try line, they seem to find a new level of momentum to carry them over. The same goes for sales. When you see your target coming towards you, it’s not the time to relax but to push through. I also see parallels between the sales process and my engineering background in terms of making make sure that all the key ingredients are right. First, as an NSC, you need to have the right products. That’s not an area I can get involved in so much, but I’m lucky to be part of group that has great products. You want a motivated network, and there are probably three or four things you need to achieve that level of motivation. You must have sound control of the stock and car flow, built around having the right car and the right time that suits the right sales campaign. Finally, it is about the motivation of the sales team. If a brand doesn’t hit its numbers, you don’t shout and scream but you learn from where you went wrong and fix it. **LE: Have career pathways changed, compared with your own experience? What do you think needs to be done to make sure future leaders are properly equipped for their roles?** **ED:** Looking at the people in Stellantis who started around the same time as me, a number of them are doing senior jobs. There is a reason for that, and it comes down to the original recruitment process. You need to have the right person with the right chemistry to start with, and then you provide the right level of opportunity and nurture time. On a personal level, this means giving my own time to nurture and coach people right from graduate trainee level. I would hate to put any of my team in a situation where they are having to knock on doors to get advice. People have to take their opportunities but, as I’ve said, not every move has to be upwards. Moving sideways can still be progression. People talk about building a pyramid. If you progress upwards in a straight line, when you reach the top, you’re going to wobble because there is very little in terms of pyramid base to keep you stable. The wider your scope of experience in your early career, the stronger you will be. **LE: Given the changing world that we now find ourselves in, both in terms of the industry and flexible working practices, what kind of training and development do you think needs to be put in place to develop the leaders of the future?** **ED:** First and foremost, you need to get the recruitment right. You don’t always recruit the best person but the person with the best chemistry to fit the team. Often, you’re recruiting the kind of person who will grow – and there’s quite a skill to getting that right. When we are recruiting, we will go through the usual competency and ability assessments, but the most important part of the process is having a conversation with the three or four short-listed candidates to understand who best fits my team and who adds a different dimension to it. I don’t want people who will just agree with everything I say but who are prepared to challenge in a positive way. To get people to the position where we need to be, you have to find the right balance of what the business can do in terms of workload and flexibility. At Stellantis, we have hybrid arrangements, which effectively mean two or three days in the office per week where that is appropriate for the role. That allows you to cast a much bigger recruitment net because you’re not limited to a catchment area around your HQ. In developing future leaders, we have to make sure that we, as managers at various levels within the organisation, are spending time nurturing our teams. This year, my first-line team have three measurable performance objectives and a fourth one around ‘creating a better us’. This is about making sure the wellbeing and motivation of their team is strong as well as nurturing people to the point where everybody knows who their successor is. We’re not quite there yet as an organisation but I want to get to a scenario where a key priority for managers is making sure they are themselves replaceable, ideally by somebody in their team or otherwise somebody they are partnering with to nurture and coach. If you’re doing that, you are putting something back into the organisation. I have some examples of this working well, and if I can make it more widespread across the organisation, then we’ve cracked it. Where you learn most is on the job rather than in a classroom. People grow through experience and, frankly, learning from failure. That’s not to say that we want people to go wild and not worry about failing, because failure costs money. But there is a balance that needs to be struck in terms of giving people the confidence not to be so cautious that they never venture beyond what they are used to. We don’t want the electric fence syndrome where people know it will hurt them if they touch it, so nobody goes anywhere near it. **LE: Given that there are now nearly 70 automotive brands in the UK, how do you recruit and retain the best people in such a competitive market?** **ED:** As a sports fan, I would point to the example of Liverpool Football Club winning the Premiership title. That success was not necessarily the result of what has been achieved this year but what was done previously in terms of the way the previous manager, Jürgen Klopp, built the squad before handing it over. Stellantis very rarely goes to market to recruit for senior positions. Instead, we try to have a wide pyramid of strong trainees at the bottom of the company who we can work with a nurture. We will lose some, but if you recruit in sufficient volume and have a sufficient diversity of people at an early career stage, then so long as you look after them, coach them and give them the right opportunities, you will end up with a ready supply. **LE: China is now a significant player in the industry. What impact does this have on UK business from a leadership and culture perspective?** **ED:** In our experience of working with some Chinese brands, they need to be careful they don’t operate like a weed killer that over-feeds the plant, causing it to die because it outgrows itself too quickly. One of the things we made sure about in launching Leapmotor as a joint venture in the UK, for example, was that we had parts availability before we even put a car on the road. That’s not the case for all Chinese brands. In my book, competition is a good thing. I was recently asked about tariffs and whether the UK should make it more difficult for the Chinese to bring their products into the country. My answer to that was ‘no’ because it will create a lazy industry and a lazy way of managing. The best thing that can happen is that the Chinese push us as hard as they can, because that means we have to be better day by day. That’s what my role is – to make sure that, as a team, we move forward step by step. In business, there are game-changing opportunities that you should grab, but most business success comes from incrementality, from small steps, and that gives you more security as well. We are very careful not to be a weed killer. **LE: What are the biggest professional challenges that you are facing today?** **ED:** One of the big personal challenges I’ve had is that I’m six months into my Stellantis role and I haven’t had a chance yet to do one job. For three months I was covering the Peugeot brand in addition to my current role, and now I’ve got Vauxhall as well. Managing my time has therefore been my main challenge, though things will be sorted shortly. Looking at the marketplace, we’ve got the Chinese approach to business which, even if I enjoy the competition, is challenging. And, of course, there is the transition to electric, where my biggest fear as a manufacturer is that we have invested heavily in creating the right EV products for the UK just at a point when I think the population and the political world are softening on whether we should move to electric or not. The worst-case scenario is a period of indecision. One can understand why people haven’t made the transition so far, but the fact that there is no real plan to deliver what is a multi-generational transition in the industry is a very big challenge. You’ve got the legal ‘whip’ that says you’ve got to sell a certain volume of EVs, but the UK is one of the weakest markets in the Western world. There’s also no cohesive plan for charging. Even going down to the basics, why is it that if you can’t afford a driveway, you have to pay 20% VAT to charge your vehicle? How can that be? In my role, I have to navigate between all these areas because to be non-compliant with the legislation is simply not possible. We were successful in hitting our numbers last year and we will be successful again this year, but it’s a huge challenge. The time and energy we are having to invest to be compliant is time and energy that we are not investing in other things that would be far better in terms of delivering growth, a stronger economy and higher tax receipts, which in turn would enable the country to incentivise customers to make the transition to electric. I’m not against the ZEV mandate. In fact, I’ve spoken positively about it and am one of the few in the industry who’s pushing to keep it in some form, but we do need a better plan. **LE: Who has inspired you, and why?** Thinking of someone with whom I’ve never met, I would go back to Jürgen Klopp for the way he motivated his team and celebrated the wins. I find that hugely inspiring. Within the business, Vincent Cobée was an inspiring influence. I started in Citroën just a few weeks after he took over as CEO and we developed a very good working relationship. He took the time to discuss things and he also backed me on certain actions that I wanted to do that were quite transformational. That experience has influenced the way I lead today in terms of the way I support and challenge people. **LE: Last question… if someone rang you up and asked you if you would like to be the head coach of the Wales rugby union team or manager of Liverpool, would you accept the role?** **ED:** No, because I wouldn’t be able to do it, frankly. I don’t know enough about coaching a sports team to have the credibility. I am a believer in substance, and you need to have a vision. Of course, you have to be able to take people with you and motivate them, but that it is not enough. You can turn a room in an instant with a speech but you can lose the population within a week if there’s no substance behind the speech. As a leader, you have to have balance those two things. At our national business meeting, I’ve got to inspire the dealers to believe that we are going to succeed in 2025, despite all the challenges. They need to be buzzing as they leave that meeting. But within three weeks, if we’re not delivering on what I said, then I’ve lost them. You have to have the substance behind you. [Leaders who drive automotive – Eurig Druce](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Eurig-Druce.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/06/Leaders-who-drive-automotive-Eurig-Druce.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, insights, Leaders who drive automotive, Leadership --- ### [TALKING LEADERSHIP Part 2](https://ennisco.com/talking-leadership-part-2/) **Published:** April 29, 2024 **Author:** Comms Team **Content:** ## **Leading transformation** The complexities of today’s business landscape mean leadership has never been so challenging. In a four-part series, **Lynda Ennis,** Founder and CEO of automotive executive search and research firm Ennis & Co, discusses leadership in a changing world with **Stevie Fine,** Founder of the executive coaching and talent development company, [Inspire](https://www.inspire-ing.co.uk/). Today, they discuss leading transformation. --- > **Lynda Ennis:** I’d be interested to hear your thoughts about how leadership is adapting, or needs to adapt, to the changing business landscape. In automotive, it’s as if the industry is unable to make up its mind what it wants to do. Technology is developing rapidly, driving new business models and new entrants to market, while external factors such as supply chain, globalisation and sustainability are adding to the unpredictability. On top of this, we’re seeing a lot of UK organisations being acquired by overseas groups who are up ending the traditional British way of doing things and bringing in new working cultures and structures. > > The changes and the complexities of the new business world mean leaders now have to be agile both in style and delivery. They have to be comfortable with uncertainty and to live in a world where they’re trying to predict what the market is going to want before the market even knows it, which is an extremely difficult place to be. > **Stevie Fine:** What automotive organisations are dealing with is a complete transformation of who they are and what they do, and you have a dichotomy between legacy businesses and future businesses. The challenge of leadership is that legacy businesses need to transform to a new world and new business models, but leaders continue to use legacy cultures and legacy leadership traits and behaviours to solve the problems of the future. > > When businesses go through significant change, the transformation programme is directed initially from the top – the board, the executive team, the CEO – and they tend to see transformation through the prism of systems and processes, because that’s what they are familiar with. It’s all about restructuring the workforce or buying a new IT system or hiring a strategy consultant. > > Of course, certain processes do need to change. In automotive, the move from combustion engines to EVs means businesses are having to change their entire manufacturing processes. But, in an increasingly complex world, what is often forgotten is that organisations employ human beings. People sit at the core of every single business in the world and it is a myth to think businesses will reach the promised land simply by implementing changes to systems and processes. > ``` > Lynda: Having worked for companies that were constantly changing, I’ve seen a lot of consultants being brought to tell the organisation what it needs to look like, often with little understanding of how the business works in practice. In nine years at Manpower, I had to do five restructures and I became more and more cynical about the process. I don’t know anyone who loves change, and some people were in complete panic mode during my last two restructures. > ``` > > ``` > If you’re on a journey from combustion engines to electrification, there has to be transformation, but  it is the job of the leadership to take people on the journey and present the changes as a positive thing rather than negative. Business is evolving for a reason, and that’s a good thing, a great thing. It’s about the language you use in explaining the development of the business and how you will maintain stability and continuous revenue to keep the business moving during the period of development. In other words, it’s about providing clear direction rather than causing confusion or anxiety in your people. > ``` #### Leading Transformation with resilience > **Stevie:** This brings us on to resilience and wellbeing. Human beings find change difficult and yet what we’re seeing now is the biggest societal transformation in generations. To navigate the changes taking place, never has it been so important for the leader, the leadership cohort and the workplace to be resilient. Resilience and well-being are not just ‘nice to haves’ any more. The truth is that resilience and wellbeing enable better productivity and better performance, and businesses need to acknowledge that how people manage change will be a key determinant in the success of the transformation. > > Unfortunately, too few leaders are conscious of the need to invest in building resilience and wellbeing. Instead, many are stuck in a repeating leadership trap, investing in management consultants to tell them what system and process changes they need to implement without thinking about the parallel human changes that are required to make it succeed. > > Businesses need to think about the leadership behaviours that will allow the transformation to succeed. I’ve mentioned resilience and wellbeing, but they also need to think about the other behaviours that underpin effective leadership – things like self-awareness, integrity, trust, authenticity and healthy conflict. > ``` > Lynda: With all the changes taking place in the market, I totally agree that resilience has never been so important for leaders. Without resilience, they simply cannot survive in the modern world. What I would add to that is the need for leaders to really understand their marketplace in this changing world, which means going about and having direct interactions with customers. They also need to articulate that understanding clearly so that the people in the organisation are absolutely clear about who they are working for, why they are working for them, the culture of the organisation and the direction of travel. > ``` *Leadership is key to a successful business. We find amazing leaders for amazing brands. This is [how we do](https://ennisco.com/executive-search/)*[ *it.*](https://ennisco.com/executive-search/) *This is part 2 of a 4-part series on Leadership. [Read our previous blogs here](https://ennisco.com/news/ "Read our previous blogs here").* *How can you lead if you don’t know your strengths and weaknesses? Look out for the third part of our series, which will be published soon.* **Following the publication of this blog and at our Clients’ request we’ve partnered with Stevie Fine to offer Bespoke Talent Solutions. This is a new service, leveraging our global search expertise to help leaders find the perfect balance for the people element of their organisation.** **For more information about Bespoke Talent Solutions visit the link ** **Categories:** News **Tags:** Leadership, transformation --- ### [TALKING LEADERSHIP Part 1](https://ennisco.com/talking-leadership-part-1/) **Published:** April 25, 2024 **Author:** Comms Team **Content:** ### **The Myth of the Perfect Leader** **The complexities of today’s business landscape mean leadership has never been so challenging. In a four-part series, Lynda Ennis, Founder and CEO of automotive executive search and research firm Ennis & Co, discusses leadership in a changing world with Stevie Fine, Founder of the executive coaching and talent development company, [Inspire](https://www.inspire-ing.co.uk/).** > **Stevie Fine:** I sometimes get asked whether certain people are born to lead. My answer is a resounding ‘no’. There are 8 billion people in the world and no two people are the same. People have different individual qualities and vulnerabilities and the idea that someone is born to be a perfect leader is a myth. What you do have, though, is people who have certain behaviours and skills that can help them rise to the top. > > Being an effective leader is about certain very defined things. It’s about how you connect with people, how you engage and drive them. You can’t lead an organisation by yourself. You can only lead the core people around you to lead the wider organisation and to develop the strategy or the focus for the business. > > The idea of the great Victorian, authoritarian leader making black and white decisions no longer holds water. The complexities of today’s world require people to lead through other people. But, at the same time, you must know where you are leading them. There’s no point inspiring people if you don’t know what the strategy or outcome is. > > In its simplest terms, therefore, the job of a leader is to lead people and lead the strategy. Of course, there are other skills and behaviours that make an effective leader, but these two pillars are non-negotiable. > ``` > Lynda Ennis: It’s interesting what you say about the complexities of modern life. For me, great leadership is also about being able to see through the fog and make very clear decisions. The transformation taking place in the automotive industry means there is a massive amount of complexity to deal with, and the best leaders are able to navigate their way through it calmly and sensibly. > ``` > > ``` > I agree that a key aspect of good leadership is the ability to lead people in a certain direction, which means leaders need to have a clear understanding of the strengths within their team. At the same time, good leaders are not frightened about making decisions. Some they get right, some they get wrong, but they learn from their mistakes and become better leaders. > ``` > > ``` > We’ve all made mistakes in our business lives, and sometimes you just have to face up to it when you get things wrong. I often feel that leaders are nervous about admitting their mistakes because of the criticism it will invite, but honesty and integrity is fundamental to good leadership. > ``` > **Stevie:** It comes back to the fallacy of the perfect leader. Superman and Superwoman don’t exist. Not even the great stereotypical leaders – Nelson Mandela, Mahatma Gandhi, Sir Winston Churchill – had every single personality trait that makes a successful leader. > > To be the most successful leader, you need as wide a range of personality traits, skills and behaviours as possible, but no individual has all of them. What is important is for leaders to understand their range of abilities and behaviours and how to overcome their deficiencies or vulnerabilities, either through others or through personal development. They have to put aside the myth of the hero leader and accept that they can’t do everything themselves. > ``` > Lynda: Self-awareness is fundamental. If leaders were more honest with themselves about what they are good at and what they are not, they would become better leaders by surrounding themselves with people who can plug the gaps. The problem is that many leaders feel under pressure to conform to the stereotype of the strong, infallible leader and fail to confront their deficiencies. > ``` > > ``` > Without confronting them, the danger is that failures of leadership can filter down and infect the whole organisation. I have seen this with my own eyes, with managers at lower levels using the same language as the senior leadership and coming up with the same excuses about why things can’t be done. > ``` > **Stevie:** What you’re describing is something that is becoming increasingly prevalent, where a leadership shadow is being cast from the CEO and their immediate leadership team to the layers below them. It’s not healthy and it’s not effective but it becomes the prevailing culture within the organisation. > ``` > Lynda: Dissatisfactory underperformance becomes acceptable and impacts every corner of the business. It also becomes self-perpetuating because the future leaders within the organisation don’t have the leadership role models to learn from. > ``` > **Stevie:** Learning is the key word here. If we come back to the original question about leaders being born, I think we’re both in agreement that there is a lot that can be learned about becoming a successful leader. But there also needs to be sustainment. > > Organisations will not hesitate to pay significant sums to executive search specialists like yourself, Lynda, to hire the best leadership talent. But if we draw an analogy between business and sport, you wouldn’t buy a £50 million footballer and let them get on with playing football without any coaching. > > As an executive coach, I often have to convince a business to invest in support for a leader or leadership team, and if they agree to do it, it is often a transient arrangement to address a particular problem. Too many businesses are focused on short-term interventions. In this changing world of technology and societal change, leaders require ongoing support that require us to understand failure, to embrace it and learn from it. *Leadership is key to a successful business. We find amazing leaders for amazing brands. This is [how we do](https://ennisco.com/executive-search/)*[ *it.*](https://ennisco.com/executive-search/) *This is part 1 of a 4-part series on Leadership* *The industry is transforming at pace – can leaders keep up? Look out for the second part of our series, which will be published on 29th April.* **Following the publication of this blog and at our Clients’ request we’ve partnered with Stevie Fine to offer Bespoke Talent Solutions. This is a new service, leveraging our global search expertise to help leaders find the perfect balance for the people element of their organisation.** **For more information about Bespoke Talent Solutions visit the link ** **Categories:** News **Tags:** Leadership --- ### [Fuelling ambition: A Look Inside Formula E’s FIA Girls on Track](https://ennisco.com/fuelling-ambition-a-look-inside-formula-es-fia-girls-on-track/) **Published:** May 9, 2025 **Author:** Comms Team **Content:** **Raphaella Gordon-Saker is part of the Social Impact team at Formula E.** Formula E is the world’s premier all-electric motorsport championship, combining high-performance racing with sustainability and innovation. As part of the FIA, it partners with global cities and brands to advance clean energy and social impact through sport. With a background in social impact and sustainability, Raphaella has a proven track record of designing and delivering strategic initiatives that drive meaningful change. Since joining Formula E, Raphaella has led global programs focused on community empowerment, diversity and inclusion, and sustainable legacy-building. *********Can you give an overview of the Girls on Track initiative, and explain your role in the programme?********* FIA Girls on Track is a global initiative organised by the FIA, the regulatory body in motorsport, designed to inspire and empower young women to explore careers in the industry. This includes roles as drivers, engineers, mechanics and commercial positions in media, broadcasting and communications, helping to raise awareness of the wide range of opportunities available. At Formula E, we license and adapt the programme for our championship and race events, offering young women a day of immersive workshops and behind-the-scenes access at races. They get unique experiences like pit lane walks and direct exposure to female leaders in the industry. This hands-on learning, mentoring and access showcases the many career pathways available in motorsport. I work in the sustainability team, focusing on the programme’s impact strategy. I collaborate closely with the operations and commercial teams to ensure we’re making a tangible difference. We also build relationships with schools, universities, and charities to engage young women who may have never considered motorsport before, broadening access and making the programme as inclusive as possible. *********How do you ensure the Girls on Track initiative has an impact across each of the markets you work in?********* Formula E’s FIA Girls on Track is a truly global initiative, delivered in every race market where we compete. This international scope brings unique considerations that national programmes may not face. Each region has its own cultural context, educational landscape, and perceptions of motorsport and gender roles, which shape how the programme is received. Sometimes, small logistical adjustments like how we structure the day helps to ensure smooth, culturally relevant delivery. We also see different interests among participants, often influenced by local access to STEM education or exposure to motorsport. Our focus is on understanding these local nuances and adapting the programme to ensure it’s engaging, inclusive and meaningful for every young woman we reach. This localisation ensures that the experience resonates regardless of geography, while still aligning with the programme’s global mission. Our focus is on understanding these local nuances and adapting the programme to ensure it’s engaging, inclusive and meaningful for every young woman we reach. This localisation ensures that the experience resonates regardless of geography, while still aligning with the programme’s global mission. *********What do you believe are the main obstacles that women face in motorsports today?********* At Formula E as an organisation, we’re fortunate to have a 50/50 gender split among employees, but women are still underrepresented in key motorsport roles. The most obvious example is drivers, there are no women drivers on the Formula E grid currently. Representation at the driver level is critical because it’s the most visible part of the industry. That visibility impacts technical roles and leadership as well. Without seeing women in these spaces, it’s harder for young women to envision themselves in motorsport, to pursue careers with confidence, and to feel like they can thrive and grow into leadership roles. Programmes like FIA Girls on Track helps to increase access, but it’s also about dismantling the structures that slow women’s progression compared to their male counterparts. Workplace culture plays a big role in this. While progress is happening, motorsport is still a male-dominated industry. The language, culture and imagery used often reinforces stereotypes. Women are still frequently portrayed sitting on the car rather than inside it. Challenging these narratives and ensuring inclusive workplace practices is essential to creating an environment where women feel supported, valued and able to progress without stereotypes holding them back. ********How can organisations within automotive and motorsports help create a more inclusive environment for women and underrepresented groups?******** The first key point is increasing visibility and representation. By promoting female role models in motorsport we can showcase diverse talent at all levels – not just leaders but also entry-level positions. This helps young women see themselves in the industry and normalises the presence of women, inspiring future generations. Next, improving access is essential. Removing financial and social barriers is crucial and initiatives like FIA Girls on Track, scholarships, grassroots programmes and mentorship can help young women take the first step into motorsport. It’s also important to focus on inclusive workplaces – not just recruitment, but also retaining and developing talent. Creating environments where women can progress and addressing biases with proper policies is key. Lastly, collaboration and partnerships are vital. The FIA’s programme is a great example of how the industry can work together. Formula E is fortunate that many commercial sponsors invest in impact initiatives like FIA Girls on Track. Partnering and leveraging networks amplifies the impact of these programmes. Too often, diversity efforts focus solely on filling numbers, but the real value lies in creating a culture that supports diversity. Brands shouldn’t shy away from targeting women as a demographic – they bring different perspectives and buying habits. By aligning social goals with business goals, brands can drive meaningful change while also achieving commercial success. ***********Can you share any success stories from the Girls on Track initiative that stand out to you?*********** We have a great example from a young woman named Aisha who attended our Girls on Track event in Jakarta three years ago. That experience motivated her to pursue a career in motorsport, leading her to move from Jakarta to the UK to study journalism in Leeds. Since then, she’s stayed closely connected with Formula E, doing work experience at our office. Aisha, with her focus on journalism, is now the editor of our Girls on Track newsletter, allowing us to continue engaging with young women after our events. This is a paid role, which gives her valuable work experience in the industry that aligns with her degree. It’s a full-circle moment, as she’s now helping us engage the current community by promoting women in motorsport and sharing relevant opportunities. This highlights why Girls on Track is impactful, it’s not just about a single event but about creating long-term inspiration and building tangible pathways for young women, whether you’re in Jakarta or the UK. ***********Looking ahead, what are some of the changes or advancements you hope to see in motorsports in terms of gender equality and diversity?*********** I think it’s about maintaining the current momentum. There’s a real spotlight on women in motorsport, and it’s important to keep breaking down barriers so that progress continues to build. Motorsport should become an inclusive industry where success is based on talent – not gender or background. I hope we’ll see more women in leadership, especially in executive roles, which remain rare across the industry. This level of representation will help drive meaningful change. Strengthening pathways for young women is also crucial – by expanding development programmes, scholarships, and creating more entry points. Transparency about these opportunities helps to make them more visible and accessible. It’s also about continuing the cultural shift – ensuring motorsport is a welcoming and supportive environment where women and underrepresented groups feel genuinely valued. This should be reflected not only in policy but in everyday conversations and culture across the sport. True commitment must be embedded in long-term strategies and supported with proper resources – not just one-off initiatives. While we’re seeing encouraging signs, lasting change takes time, effort, and investment. The increased focus on diversity is promising, but the next step is ensuring that this momentum is sustained and delivers real, long-term results. **You can download a copy of Raphaella’s Interview here** [FIA Girls on Track Raphaella Gordon-Saker](https://ennisco.com/wp-content/uploads/2025/05/FIA-Girls-on-Track-Raphaella-Gordon-Saker-1.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/05/FIA-Girls-on-Track-Raphaella-Gordon-Saker-1.pdf) **Categories:** News **Tags:** automotive, DiversityandInclusion, Female Leaders, FIA Girls on Track, Formula E, Leadership, Women in Motorsport --- ### [Keeping stories alive: The legacy of Bert Brown](https://ennisco.com/keeping-stories-alive-the-legacy-of-bert-brown/) **Published:** May 8, 2025 **Author:** Comms Team **Content:** *To mark the 80th Anniversary of VE Day we launched a new campaign to honour both past and present heroes by inviting individuals to share their stories. Whether it’s a family member who served their country or community at war or a modern-day hero who embodies courage and resilience.* *We‘ve selected the story of Bert Brown, Grandad to Iain Brown the UK Sales Director for Jeep, to receive a limited-edition replica Victoria Cross as a special token of our appreciation. We’re honoured to share his story and continue his legacy.* ***Bert Brown – a life of service*** Known to most as “Bert,” Robert Brown was a proud Scotsman, a lifelong butcher and husband to Maria or better known as “Cis”. Bert was a quietly remarkable man whose wartime service left a lasting mark on his family, and on history. Bert joined the Royal Engineers in 1940 at the age of 23, swapping his butcher’s apron in Dundee for a uniform and the role of Sapper, in the 51st Highland Division. Though Bert was in the army at the time of the Dunkirk evacuations he wasn’t deployed with the BEF (British Expeditionary Force), he narrowly avoided being forced to surrender at Saint-Valery-en-Caux during WW2 while still training in the UK – a twist of fate that may have saved his life. From there, Bert saw some of the most pivotal moments of war including the invasion of Sicily and the Battle of El Alamein in North Africa, a decisive victory in the Second World War, before returning to the UK to train for the “invasion of Europe”, today known as D-Day. Bert’s Division landed on Sword Beach with The Royal Engineers being some of the first ashore to clear the beaches of mines and obstacles. His time on those beaches left a lasting mark. Iain fondly recalls his Grandad’s gentle warnings whenever they walked along the shore: “Don’t go kicking things, you never know what’s underneath.” It was a simple phrase, but it carried the weight of lived experience. One story that stuck with Iain was an account of his boat ride to Sword Beach. Bert had noticed the sailors wore boots without laces. When he asked why, they told him it was so they could kick them off quickly in case the boat was hit, to stop them to drowning. Bert glanced down at his own tightly laced boots, and his face turned pale. It was a quiet, jarring moment – a sudden confrontation with just how real the danger was. Bert’s unit was then positioned close to Pegasus Bridge supporting the British 6th Airborne Division who had famously captured the key bridge crossing in the early hours of the 6th June, well depicted in the classic war film, the Longest Day. Bert went on to spend time in Colleville (now named Colleville Montgomery in honour of the famous British Field Marshall), St Aubin D-Arquency and Ranville during the subsequent battle for Normandy. Once the city of Caen was liberated, the 51st Highland Division headed North and Montgomery poignantly sent them to liberate St Valery en Caux after thousands of men were forced to surrender. They continued North and Bert travelled to Holland and Belgium where the Division were sent to support the Americans in the Ardennes during the famous Battle of the Bulge. They then crossed the Rhine into Germany in 1945 and Bert witnessed firsthand the horrors of Bergen-Belsen Concentration Camp near Bremen when it was liberated. He ended the war in Bremerhaven in Germany and returned to Monifieth in 1946, aged 29 to raise a family with Cis and they had 3 children – Bob, Nicky & Marshall (Iain’s dad). He went back to his pre-war profession as a butcher and ran the shop in Dundee until he eventually retired in his 80s. ***Bridging past and present – an automotive connection passed through generations*** A favourite family photo shows Bert beside his Bedford OY lorry – his pride and joy. Painted with the word “Dundee” and “Cis” (his wife’s nickname) on the bumper, and a lucky horseshoe fixed to the front, the image is now a cherished heirloom. That same horseshoe later hung in his garage, a quiet reminder of everything he’d been through and everything he came home for. ![](https://ennisco.com/wp-content/uploads/2025/05/Bert-with-his-Bedford-OY-visible-painted-Dundee-and-Cis-plus-the-HD-for-51st-Highland-Divsion-1-1024x703.jpg)***Bert proudly standing beside his Bedford OY during WWII. The bumper reads “Dundee” and “Cis” – a tribute to home and his wife. The horseshoe on the front was a good luck charm he carried through war, later hung in his garage as a quiet symbol of everything he survived.***Bert’s connection to vehicles didn’t end there. His grandson, Iain Brown, now works as UK Sales Director for Jeep, part of Stellantis – the global vehicle manufacturer. Fittingly, Iain’s career in the automotive industry has felt like a continuation of his grandfather’s legacy, with a high chance that Bert drove a Willy’s Jeep during the war with 2 on his units’ kit list. ***Honouring Bert and continuing his legacy*** Despite the trauma and chaos of war, Bert was remembered by his commanding officer as having a “cheery disposition” and a smile that never seemed to fade. He served until 1946, making him one of the longest serving soldiers in his unit. His military records also detailed how Bert became the unofficial regimental butcher at the end of the war while they were stationed in Germany. His family, including Iain and great granddaughter Maisey, have spent recent years retracing Bert’s wartime journey through Europe, honouring the friends he lost and most importantly keeping his memory alive. Bert’s story is one of the many untold accounts and is a continuous reminder of all we have to be grateful for thanks to the millions of soldiers who served with courage. We’re honoured to share Bert’s story and present Iain, Bert’s Grandson, with a limited-edition Hancock’s replica medal as a small memento of our appreciation. ![](https://ennisco.com/wp-content/uploads/2025/05/final-image-768x1024.jpg) **Categories:** News **Tags:** 80th Anniversary, Bert Brown, Keeping Stories alive, Remembrance, VE Day, Victoria Cross, World war two --- ### [Shaping the future of people experience, with Jonathan Stanford](https://ennisco.com/in-conversation-with-jonathan-stanford/) **Published:** March 6, 2025 **Author:** Rebekah Razza **Content:** **Jonathan Stanford is Head of People Experience at London EV Company (LEVC).** With over 15 years in people leadership, he has a strong track record of aligning HR strategy with business goals. Since joining LEVC three years ago, he has led talent, learning, and people experience initiatives to drive cultural and organisational growth. LEVC is a British automotive manufacturer with its headquarters near Coventry, England. It is a wholly-owned subsidiary of Chinese automaker Geely and produces electric commercial vehicles. ******What exactly is included in your role as Head of People Experience, how is it different from a standard HR role?****** People experience is a relatively new title in the industry, similar to how ten years ago no one used the word talent” and now talent teams and talent management roles are the norm. I imagine ‘people experience’ will also soon become the norm. My role is focused on creating an environment where employees grow, develop, and perform at their very best. The three key pillars that I’m focused on are recruitment, talent development, and learning and development, to ensure that we attract, develop, and retain top talent. I also lead on performance cycles and early careers. For me, it’s about shaping the employee journey from entry-level to leadership. So while a Head of HR typically focuses on compliance and policy or operational processes, my role is about how those elements translate into a strong people strategy. From hiring and onboarding to developing and progression, we work closely with my HR colleagues to ensure that the approach not only supports business goals, but we create an environment where people can be at their very best. ******Can you share your journey into automotive, especially as someone who is relatively new to the industry?****** I think my infancy in this industry is my superpower because you have that fresh thinking, and you’re not carrying a legacy of things that have been done in the past. Especially now where change is so fast, you can’t rinse and repeat what you’ve done before. The industry needs people with different experiences to bring new ideas to the table. To give an overview of my background, I started within retail as a commercial manager and then went into HR, with my background originally being in a commercial role its really helped me when engaging with stakeholders within organisations as I understand that money-making element. I have a real diversity in terms of working in retail, hospitality and telecoms, the key thing I learnt from that experience is that they’re all very fast-paced, and all customer-driven environments and it means people play a critical role within the business’ success. Moving into automotive for me was an opportunity to apply everything I’d learned about people strategy in different settings. Within LEVC you have strong heritage, technical expertise and unique workforce challenges. When you work in the people space, the fundamentals remain the same. It’s about engagement, leadership, and development as a whole. Automotive does have that complex mix of operational, commercial, and production-based roles, so ensuring alignment between people and business strategy ends up being an even more key focus. ******With your fresh perspective, what key differences stand out between automotive and the other industries, and what lessons from your past work could benefit the automotive industry?****** Absolutely there’s definitely common challenges like engagement, retention, and leadership. For me, in any industry, leadership is critical. The nature of the workforce with customer expectations and operational challenges mean strategies can look different. The thing about retail and hospitality is they are very seasonal, customer-focused and with high levels of flexibility. It can have high turnover and quite a bit of pressure on that front line. Whereas automotive, with that mix of engineering, production, and corporate functions, it means you tend to have to cater for longer tenures with employees who have that real depth of expertise and that’s about finding that balance with new talent entering the sector. The pace of change is also different. In retail and hospitality, you’re pivoting and rapidly responding to customer trends, whereas automotive tends to be long-term strategic planning for things like electrification and skills development. I think we could learn to have stronger internal career pathways. Hospitality and retail rely heavily on internal promotions. And I think there’s definitely some lessons on how we retain and develop talent. Also to foster an amazing culture and high-performing teams create that compelling culture with a really clear expectation with employees, at all levels. One of the topics that’s become more important recently is flexibility. While production roles have more set structure, we at LEVC have four-day working, the corporate leadership roles could really benefit from increased agility and flexibility in the working model. I think that would help us to attract a greater diversity of employees within the automotive industry. ******Given your focus on career and leadership development, what key skills do you prioritise to prepare future leaders for the evolving industry?****** 18 months ago, we co-created five leadership behaviours, which we believe leaders need now and going into the future. They are agility, authenticity, inspiration, emotional intelligence, and resilience. Leadership is evolving really quickly, but there are a few shifts that I think are happening right now—the move from authority to authenticity with command and control quickly fading. Future leaders need to be able to show a bit of vulnerability, to show transparency, and emotional intelligence. I guess I’m slightly biased, but there’s that need for coaching over directing. The best leaders don’t give the answers; they ask really powerful questions and empower their teams to think and make decisions. Well-being is becoming a real priority, and that expectation for leaders to support mental health and well-being is growing. Leaders need to be able to foster psychological safety in the workplace and that, again, goes back to flexibility and inclusive leadership. We know that diverse teams perform better, and leaders who foster inclusivity challenge biases. They create environments where people want to really be there. I think it’s always good that you welcome change and new perspectives, like D&I. I think that’s really important not to shy away from it but actually use it to businesses’ advantage. *****You’ve spoken about having dyslexia and turning it into a strength—how has it impacted your career and the way you work?***** Dyslexia shapes the way I think, communicate and learn. Certainly, in my education, I found it incredibly tough, but when I entered the workplace, I realised how unique of a skill it was. It helps me to see the bigger picture. Another advantage is that I’m really good at strategic thinking, seeing the bigger patterns and connections, without necessarily getting bogged down in the detail. I love coaching and facilitating leadership conversations where I’m able to influence, rather than within written formats. Given my work in the people space, I have big empathy for different ways of thinking and navigating some of those challenges myself. I’m passionate about creating an inclusive environment where people feel supported—not just for dyslexia, but for neurodiversity as a whole. What organisations can do is normalise it, talk about it, educate leaders, and create an open culture where people feel comfortable discussing different learning differences. One of the things we did here as part of our leadership development program was run the Insights psychometric tool, which helps leaders understand that everyone is different and everyone sees things differently. **You can download a copy of Jonathan’s Interview here** [Jonathan Stanford – Shaping the future of people experience](https://ennisco.com/wp-content/uploads/2025/03/Jonathan-Stanford-Shaping-the-future-of-people-experience.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/03/Jonathan-Stanford-Shaping-the-future-of-people-experience.pdf) **Categories:** News **Tags:** automotive, DiversityandInclusion, hospitality, HR, Leadership, leadership development, neurodiversity, retail --- ### [Is the return to office based working part of a wider HR trend?](https://ennisco.com/is-the-return-to-office-based-working-part-of-a-wider-hr-trend/) **Published:** February 1, 2025 **Author:** Comms Team **Content:** Public calls for an end to remote or hybrid working may have been getting louder in recent weeks but flexible working patterns appear to be firmly embedded in the automotive industry. The Intelligence team at Ennis & Co Group have been taking the temperature of working practices within the sector by looking at the HR policies and employee offerings (as stated on their websites) of the top 10 companies by turnover in each of the following seven verticals: OEM, National Sales Company, Retail, Fleet, Supply Chain, Mobility and Financial Services. Of the 70 companies studied, 71% supported flexible working in various forms, including hybrid and remote, while the remaining 29% made no mention of flexible options. The findings show that flexible working is now part of the landscape within the industry, and it is hard to imagine a return to pre-Covid working practices with many employees considering flexible working to be a right rather than a benefit. These findings will disappoint the two peers, Lord Rose and Lord Sugar, who have recently used their high-profile business reputations to call for an end to home working. In an interview with BBC Panorama, Lord Rose said remote working was not ‘proper work’ and was causing reduced productivity, while in another BBC interview Lord Sugar urged workers “to get their bums back into the office”. Their remarks follow President Trump’s executive order demanding that all US federal employees to return to in-person work. A number of large corporates have also been tightening their hybrid policies recently, with Barclays becoming the latest company to follow suit with today’s news that it is requiring its 85,000 employees to work in the office for an extra day each week. Of the seven automotive verticals, the OEMs and their national sales companies were unanimous in their support of flexible working or so-called ‘agile working models’ – ranging from giving employees a choice of when to work around core daily hours, to hybrid and fully remote working. Across the other verticals, five mobility companies provided no information about flexible options – either because they do not offer flexibility or they did not feel the need to advertise it on their website. Similarly, four companies did not supply information about flexible working in the retail, fleet and supply chain verticals, while three were reticent in the financial services vertical. Significantly, not a single company across any of the verticals declared openly that it had a policy of office-only working and fixed hours – presumably because of the potentially negative impact on talent acquisition. With employees now prioritising work-life balance over salary according to a recent international survey of 26,000 workers by Dutch recruitment company Randstad, the option to work flexibly is now a cornerstone of the employer value proposition. What do you think? Does the competitive talent marketplace mean that flexibility is here to stay, or, as Barclays have announced today, will there be a call for more time to be spent in the office? **Categories:** News **Tags:** automotive, HR, Leadership, Remote working --- ### [The changing role of the CPO, with Laura Haskins](https://ennisco.com/the-changing-role-of-the-cpo-with-laura-haskins/) **Published:** January 14, 2025 **Author:** Rebekah Razza **Content:** **Laura Haskins is Chief People Officer for CitNOW Group. Beginning her career in HR over 15 years ago, she has completed a wide range of roles within a people function, joining the CitNOW Group leadership team six years ago.** Founded in 2008, CitNOW Group has been at the forefront of digitising the automotive customer experience. With operations in 82 countries, the company combines innovative technology with deep automotive expertise to deliver solutions that enhance efficiency while effortlessly transforming every customer interaction. Laura leads the People Team at CitNOW Group, however, as she told me when we sat down to talk recently, a strategic and commercial focus is vital to deliver a people strategy that aligns with business goals. ***Laura, what do you think are the key skills that make a good leader?*** Good leadership requires a blend of skills including emotional intelligence, adaptability and integrity. A strong leader also communicates clearly, fostering an open environment where team members feel empowered to share their ideas and do their best work. In our fast-paced work environment, the ability to thrive under pressure is crucial, and to be a credible leader, having functional expertise and experience in your field is equally important. ***Do you think that the skills that were needed 10 or 15 years ago, have changed from a people perspective?*** When I joined my first HR role in 2009, the emphasis of the function was centred around adherence to regulations, policy development and largely ensuring business compliance. Consequently, the HR function was operating in a more transactional space, however there’s been a considerable shift in this approach over the years with people leaders playing a pivotal role in the growth and success of an organisation. In recent years the variety of diverse topics such as post pandemic working, the cost-of-living-crises and flexible work (to name a few) have required the people function to be at the forefront of businesses, playing a crucial role in the success of the company. The broad range of focus sees the function now leading the overarching people experience and, together with leadership team, driving workplace culture. It is more important than ever for people leaders to blend functional expertise with commercial acumen and strategic thinking in support of long-term business performance. ***In terms of perceptions, the language used in job titles has changed over the years. Head of Human Resources has now largely shifted to People. Do you feel the perception has changed along with that?*** Yes, in fact the first HR Qualification I completed was the ‘Certificate in Personnel Practice’ which truly shows the evolution of the language we are using today. The later change and trend we’ve seen in terminology from Human Resources to People, recognises the extension beyond the standard HR function, promoting a more employee-centric and holistic view of the workplace and the people within it. One of our core business values at CitNOW Group is ‘We are powered by our people’ which reflects this sentiment and our desire to put our people at the heart of our business. ***The other thing that’s changing, and really rapidly in the last few years is technology. So has that march forward in technology had a large impact on your role?*** Technology has positively impacted communication across a global workforce, whilst also enabling us to streamline HR processes and in turn boost productivity. Advancements in technology have enabled us to broaden our talent pool and improve our capabilities by hiring the very best talent for the Group, regardless of where people are physically based. We’ve also seen a positive impact to our talent acquisition processes by leveraging advancements in video interviewing technology for key roles, this has improved the quality of our talent pipeline whilst positively impacting key KPI’s such as our time to hire. In addition, our innovative use of technology has played an important role in the onboarding experience for new starters, from eLearning welcome modules to virtual introductions delivered by our functional heads, we’ve created a best-in-class experience that we’re very proud of. ***You mentioned the remote workforce, do you think technology has enabled flexibility to increase?*** Technology has been essential in supporting our hybrid working model, providing the tools and infrastructure necessary to underpin communication, collaboration and productivity of our global workforce operating across different locations and multiple time-tones. Virtual meeting tools like Microsoft Teams have become essential for remote communication, helping to keep our team engaged and connected. Whilst we recognise the positives of remote collaboration, we balance this carefully with opportunities for our teams to interact face-to-face across our office locations. We’ve seen an increase in the proportion of team members and new hires, particularly in the early talent space, who are eager to spend time in person with their colleagues. Our commitment is to maintain a hybrid approach that values and integrates both remote and in-person work. ***What do you think the impact of AI and increased automation will have on leadership roles?*** Whilst it’s early days, there’s no doubt that AI and increased automation will impact many roles, including leadership positions. We are yet to use any HR specific AI platforms or tools however we keep a keen eye on advancements in this space. When the time comes, the focus will be to balance ethical considerations such as ensuring fairness and preventing bias in AI systems as well as safeguarding employee privacy. We have a great opportunity for technology and people to thrive together! ***Looking to the future, what do you think are the attributes that will be needed in the next 10 years? Do you think there will be more rapid change and more adaptations needed in your role?*** If you reflect on the dynamic nature of the modern workplace, along with the advancements in technology we have discussed today, digital literacy along with agility and change management will be increasingly important. In addition, we see an increasing focus on sustainability and social responsibilities and CitNOW Group is incredibly passionate about embedding this into our culture and ways of working. Under this umbrella is the requirement for people leaders to ensure a diverse and inclusive workplace. Implementing and measuring the impact of these initiatives is key along with programmes that drive genuine change. We have implemented a number of forward-thinking initiatives in support of our aim to improve gender diversity in leadership and technology roles, including an established partnership with a like-minded business to provide women with buddy opportunities, enabling connections to a wider network of professionals in a trusted exchange to knowledge share, develop confidence and empower career progression. In addition, we continue to be the proud sponsors of ‘Digital Skills 4 Girls’, a club hosted at our offices in Code Base Stirling. As the main sponsor of the club, the group’s partnership supports girls aged 10-18 in developing new and existing digital skills, promoting diverse pathways for a career in technology. ***If somebody at the beginning of their career came to you, and said, I want to be where you are, I want to do your role, what piece of advice would you give to them?*** I would encourage anyone looking to pursue a career in HR to understand the bigger picture and take the time to understand the business they work for, this will help in making informed decisions, understand where their role fits in the team structure and in connecting their work to the organisation’s direction. Curiosity is also incredibly important, my CIPD qualifications have been invaluable however they are not a substitute for gaining as much experience as possible – there are a number of diverse pathways to develop your skills and experience in HR. Finally, it’s important to have a growth mindset and to embrace inevitable challenges as a learning experience! **You can download a copy of Laura’s Interview here** [The changing role of the CPO, with Laura Haskins](https://ennisco.com/wp-content/uploads/2025/01/The-changing-role-of-the-CPO-with-Laura-Haskins.pdf)[Download](https://ennisco.com/wp-content/uploads/2025/01/The-changing-role-of-the-CPO-with-Laura-Haskins.pdf) **Categories:** News **Tags:** automotive, chief people officer, DiversityandInclusion, HR, industry, Leadership --- ### [The Bunny Ennis Fund](https://ennisco.com/the-bunny-ennis-fund/) **Published:** January 2, 2025 **Author:** Comms Team **Content:** **A chance to receive career enhancing support and funding** In conjunction with the Autocar Drivers of Change awards, Lynda Ennis, co-founder of Ennis & Co will present a new, special award in memory of her late father, Bernard ‘Bunny’ Ennis, to support an individual on their career within automotive. Bunny Ennis worked in the automotive sector for his entire career alongside being a tireless campaigner and fund-raiser for fellow World War II veterans. Showing the generosity of spirit that underpinned his larger-than-life personality, he bequeathed a sum of money to help create opportunities in the industry he loved. The newly established Bunny Ennis Fund will provide an annual training bursary for an individual already working in automotive or who hopes to join the industry. **Who can enter** The Bunny Ennis Fund is open to anyone working within automotive or looking for a way to enter the industry. **What are we looking for** As Bunny often told Lynda “there’s no such word as can’t”. When judging each of the entrants we will be looking for someone who shares that same philosophy, someone keen to push boundaries. We want to know how you plan to use the grant to help enhance your career, so please be very clear about how the money would help you to do that. **What will the winner receive** The award is a single grant of up to £2,500 to fund a defined professional development programme, be that training or education, to further the winner’s career in the automotive and mobility industry. It will be paid directly to the provider of the programme and could form part of a bigger programme that the winner is funding. In addition to the grant, the winner will also have access to career support and advice from the Ennis & Co team and Associates. The Bunny Ennis Award will be presented at the Autocar Drivers of Change awards ceremony on 6th February 2025. [SUBMIT YOUR ENTRY HERE](https://ennisco.com/the-bunny-ennis-fund-entry-form/) --- ## Bunny’s story Born ‘Bernard Ennis’, he was known as ‘Bunny’ since childhood after he was given what he was told were two male rabbits but who turned out to be a male and female. He ended up with more than 20 rabbits and a nickname that stuck. Following the outbreak of World War II, Bunny enlisted in the RAF at the age of 15 – lying that he was the minimum age of 16. He served as an RAF rear gunner and, in 1945, was almost killed when his aircraft was shot down over the Bay of Biscay, forcing him to eject and parachute into the sea. Despite sustaining a broken collarbone, broken ribs and broken ankles, he managed to link up with his injured skipper in the water and inflate a small dinghy. The skipper died in his arms before a rescue boat arrived 24 hours later. He subsequently extended his passion for all things mechanical to working in the automotive industry, repairing and rebuilding mainly classic cars, including Miss Marple’s Ford Popular for the BBC TV drama series. His harrowing wartime experience never left him, however, and he was highly active in the military veteran community. He was chairman of the Air Gunners Association in London, a member of the Goldfish Club for airmen who survived a parachute jump into water, a member of the Union Jack Club and a keen campaigner and fund-raiser for the armed forces charity, The Not Forgotten. ![](https://ennisco.com/wp-content/uploads/2025/01/Bunny-pic-8-1024x758.jpg) **Categories:** News **Tags:** Bunny Ennis Fund, career development, industry --- ### [Leading high-performance teams, with Claudio Santoni](https://ennisco.com/leading-high-performance-teams-with-claudio-santoni/) **Published:** December 12, 2024 **Author:** Rebekah Razza **Content:** **Claudio Santoni is the Engineering Director of Aston Martin Performance Technologies, located in the state-of-the-art AMR Technology Campus in Silverstone. He joined the business in 2022 from McLaren Automotive, where he held several Director-level engineering roles.** ****I asked him about his current role and his experience of leading and developing high-performance teams.**** *****Claudio, what do Aston Martin Performance Technologies do, and what is the relationship with the Aston Martin F1 team?***** The mission of Aston Martin Performance Technologies (AMPT) is to transfer the culture of Formula One to non-Formula One commercial ventures, projects and applications. It’s about taking technology, materials, designs and software that are happening in F1 and applying them to another context. We are fortunate to be located within the AMR Technology Campus in Silverstone, just opposite the racetrack. There are three buildings connected by internal bridges that stretch for half a kilometre in total. It means you can go from the office of Lawrence Stroll, our Executive Chairman, at the very end of the building and walk all the way through the entire development – R&D, engineering process, carbon fibre, precision machining shop, 3d printing, the wind tunnel, the model making – every discipline right up to the point where the race car is built and shipped for the race. It’s a unique and inspiring place to work because of the pace of change – the pace of trialling new things. AMPT is a completely standalone organisation with P&L targets just like any other non-F1 business. Under FIA rules, we avoid any work for the F1 team to comply with the regulations of the budget cap. We are under very strict scrutiny from the FIA and they help us by auditing everything we do. *****Engineering Directors often say that the more senior they become in their careers, the less direct involvement they have with engineering. Instead, their role becomes more focused on leadership and commercial concerns. Is this something you recognise in your own career?***** You are right to say that as you become more senior, you get more detached from grassroots engineering and from grassroots innovation. That is why I chose this role, because it offered me a perfect mix. We have an incredibly flat organisational structure, which is typical of an F1 environment, and this is suited to creating new ideas and turning them into a commercial reality. It is all about fast-tracking the engineering and having access to an incredible network and ecosystem of businesses that gravitate around F1. It’s not just automotive or racing, because there is a network of partners who work with the F1 team. In many ways, you’re spoilt for choice. The connection to F1 goes beyond access to technology. It’s about tapping into the culture of innovation that is embedded in the organisation and in people’s mindsets. Decision-making is scarily fast. When I started, I had re-set my brain to understand that when you say something in the boardroom, a decision will immediately be made, whereas in previous positions in larger organisations, it would have taken a lot longer to go through decision-making processes. Here it is quite the opposite, and that gives us quite a unique advantage in terms of fast-tracking ideas and delivering results. *****How would you describe your leadership style?***** Leadership remains a key skill set, but very much in the context of how we operate. Bringing in experts and creating the right teams is a key part of my role. Our business operates as a start-up because AMPT has only existed for a couple of years, however we are “turbocharged” by the F1 ecosystem around us that is enabling us to do what we do. I suppose the leadership aspect of my job is similar to leadership positions in more structured environments, but the difference is that you can achieve a lot more in the same period of time and for a given amount of effort. I need to be able understand the whole process from A to Z, so I don’t have the luxury of being completely removed from the inner workings of the engineering and the innovation. Quite the opposite. At the same time, it’s about finding the right balance and creating and developing a team that is willing and able to operate independently so that we can move on and scale up – so we can look for the next challenge and the next one and the next one. We tend to employ engineers that are highly talented, and the last thing you want to do with people like that is to tell them how to do their job. So, there is a very fine art in pointing people in the right direction, creating the opportunities and then allowing them to do their job and to express their talent, but with a strong focus on results. *****Working for a start-up requires a certain mindset. How do develop your team to ensure they perform at their best?***** F1, and motorsport in general, is a very specialised industry. The way the car is developed is highly optimised, almost to military discipline and surgical precision. Some engineers thrive on specialisation, but the downside of having a very narrow focus is that certain people find it more difficult to change during their career. They become the best in the world at doing a very narrow segment of the development process but, when you are in a start-up, you need to be super agile, moving from one sector to another and from one application to another. It is essential to be more multifaceted as an engineer and to embrace, or at least be curious about, the different segments or steps of the development process. Not every super-specialised engineer is capable of doing that, whereas others have a more open and curious mindset. I always try to develop people, but you have to give people what they want. If someone is comfortable and successful at doing a particular narrow part of the work, assuming that that part of the work is required, you should listen to that and embrace it. But when you are working for a start-up like AMPT, you do need people who thrive on flexing. It’s difficult to transfer technology and knowhow from F1 to other places if you always sit in the same very specialised position. You need to be able to look left and right and up and down and be able to step out of your specialism and try to embrace the bigger picture. In engineering, it’s very easy to get dragged into the details of a particular issue, with lots of numbers and geeky details, but you also and often need to take a step back and ask yourself, ‘What does it actually mean?’ *******As a leader, do you therefore see your role as creating the narrative of that bigger picture, so that people who are involved in a narrow piece of work understand how it fits into the overall narrative?******* One hundred percent yes. I think it is essential for people to engage with the narrative. In our team, you never know where the next great idea is going to come from, so you must make sure that people are in a position to use 100% of their brain, not just that narrow portion of expertise that kind of works on autopilot. Whatever work we are doing, whether it is design or software of whatever, we always keep the project picture in mind, and there is always a relationship between each micro-step in the engineering and the overall project picture and related stakeholders. Everyone in the team should be informed about every aspect of the project and everyone should be able to tell the story of the project *****The downside of a flat organisational structure is that it can limit the pathways for people to progress their careers. Does this have an impact on talent retention in your organisation?***** We’re in the privileged position of being able to choose what we work on, and therefore what we work on has to be relevant both for the organisation and the individuals in the team. We don’t just want work. That’s easy. It’s about dreaming big – choosing the right, meaningful challenges, applications and relationships that can lead to much bigger things. When those bigger things come to fruition in the future, it will create new levels within the organisational structure and new opportunities for individuals to progress. You never known what might come out of a particular new idea or new project. It could be a whole new technology. It could be new factories being created to implement that technology. It could be a new partnership, or a new car. *****Where do you source your talent?***** Here in Silverstone, we are fortunate to be able to tap into a very high-quality pool of talented people who come from F1 or motorsport performance environments. They tend to be highly motivated and attracted to the challenges that this industry can offer them. AMPT recruitment is led by the same in house recruitment Team that feeds talent into our F1 Team. In my previous role at McLaren Automotive, I was presented with a very interesting recruitment challenge when I set up the McLaren Composites Technology Centre in Sheffield. It was a greenfield project and I started with an office of 40 desks and nobody working for me. The job was to design the new carbon fibre platform for the future McLaren supercar, which involved designing the new building, building it, bringing in all the technologies and delivering the new platform within three years in readiness to assemble the new car. To do that, I had to hire an entire team from scratch locally. I found one woman who had learned about composites as a manicurist fixing nail extensions. Her interest in the subject led her to getting a job with a sports car manufacturer in Yorkshire and I ended up hiring her, her husband and pretty much all her workshop colleagues. I hired someone from a company in Sheffield that was in the business of making prosthetic limbs with carbon fibre elements, someone else who made high-end carbon fibre Hi-Fi speakers and someone who was making hip replacement implants using 3D printing and precision machining. Some of these people turned out to be the best talent I ever recruited. I learnt the lesson to keep an open mind and be curious about people that come from diverse sectors and experiences. *****Looking beyond AMPT, what are your general thoughts about the availability of skills in the UK automotive industry**?*** I’ve been in the UK for a long time, and so if I look at my last 25 years of creating teams and hiring talent, sometimes it’s been easier to bring in people from other European countries than to find the talent in the UK. In the UK, there also tends to be a quite a high turnover of staff compared to what I have seen in other European countries where I’ve worked, which means finding the right talent can be challenging. My view of the talent landscape is currently skewed at Aston Martin Performance Technologies because everyone wants to work with us, but my experience of the last 25 years has been that finding the right talent is not easy. Design engineering is a critical but often underrated discipline and people like to move on quickly to management roles or else develop their careers as contractors instead of permanent members of the team. Automotive software teams are also very precious and the UK has not enough of that expertise, especially in the context of the exponential increase in software complexity of modern cars. In more recent years, electric powertrain expertise has also been in high demand, though people are now learning and converting, so this area should be better populated in the future. It’s going to be very interesting to see what happens with the ICE powertrain in terms of how fast the transition will actually happen. There are still a number of combustion powertrain projects being worked on, so you could get to the point where there are not enough skills to do combustion powertrains because everyone has converted to electric. In general, Internal Combustion or Electric powertrain engineering skillset are also often insufficient in the UK and significant support is called in from Europe. [**You can download a copy of Claudio’s Interview here**: Leading high-performance teams – Claudio Santoni](https://ennisco.com/wp-content/uploads/2024/12/Leading-high-performance-teams-Claudio-Santoni.pdf)[Download](https://ennisco.com/wp-content/uploads/2024/12/Leading-high-performance-teams-Claudio-Santoni.pdf) **Categories:** News **Tags:** automotive, Engineering, industry, Leadership, technology --- ### [Can you trust AI to choose your senior leaders? We put it to the test](https://ennisco.com/can-you-trust-ai-to-choose-your-senior-leaders-we-put-it-to-the-test/) **Published:** October 15, 2024 **Author:** Comms Team **Content:** What if we told you that, from now on, we’ll be using a computer to qualify candidates for senior roles? No more one-to-one discussions between candidates and our researchers around skills and experience. No more hands-on assessments about cultural fit. No more feedback direct from the researcher. This may seem extreme (and don’t worry, it’s not going to happen), but it’s already common practice in many hiring processes carried out by contingent recruitment firms, as well as internal recruitment for junior roles. Judging by the regular debate on LinkedIn, conversations are now also taking place about using artificial intelligence to fill even the most senior roles. This has got us thinking. Does AI technology really have a future role to play in executive search? When you read the opening question posed by this blog, you probably wondered whether AI could be relied on to find the best candidates. How many great candidates would be overlooked? To put AI to the test, we carried out an experiment to see how well AI could make a hiring decision. We provided AI with a job description for a recent search, candidate profiles and interview notes for three shortlisted candidates, and then we asked AI to pick a candidate for the job. It turned out that AI would have hired an individual who was rejected by the client due to insufficient seniority and experience, raising an important question about whether AI can really be trusted to make business-critical decisions. The value of executive search is the human touch. The skill of the researcher in carrying out a successful executive search assignment is their ability to listen, understand and communicate. Managing relationships between clients and candidates while assessing a candidate’s suitability against the client’s requirements is a key aspect of the executive search offering, which can’t be done through emails or simply reviewing a CV. To achieve great results in talent acquisition it is essential to have not just sound judgment but empathy and emotional intelligence – something AI will never be able to achieve as well as humans. The way forward is about finding a happy medium between artificial intelligence and human intelligence. Using technology to speed up otherwise time-consuming tasks such as mapping the talent market by pulling in data at a keystroke can free up researchers to devote more time to making direct contact with candidates. It may also extend the size of the talent pool in the early stages of the search, with the caveat that there should always be an efficient reviewing process to ensure the data which guides our decisions is reliable. We also need to be mindful of our clients’ attitude towards AI technology. If hiring managers are comfortable for AI to be used to extend the scope of the search and deliver a quicker outcome, then executive search firms have a responsibility to adapt to this and look at ways to incorporate it into their processes. But the fact is, our clients and candidates appreciate Ennis & Co’s personalised and empathetic service, and we won’t be changing our business philosophy any time soon. We don’t deny the power of AI and will continue to explore how it can enhance the way we operate, but there is no substitute for our 15 years’ experience of carrying out executive searches for automotive industry clients. We will continue doing what our researchers do best – **find amazing people for amazing companies.** **Categories:** News **Tags:** Artificial Intelligence, executive search, technology --- ### [Why menopause awareness needs to be at the heart of an inclusive workplace culture](https://ennisco.com/why-menopause-awareness-needs-to-be-at-the-heart-of-an-inclusive-workplace-culture/) **Published:** October 7, 2024 **Author:** Comms Team **Content:** **Is your organisation doing enough to support employees who are transitioning through the menopause?** To help answer this important question, Ennis & Co Group has partnered with the award-winning menopause agency, [Over The Bloody Moon](https://www.overthebloodymoon.com/), to promote menopause awareness in automotive organisations as part of our DE&I advocacy. Over The Bloody Moon provides a range of menopause training programmes and experiential events for corporate clients to raise understanding of how the menopause can impact people physically and psychologically, including its signature ‘The MenoVestTM Experience’. This half-day programme gives male stakeholders the opportunity to experience a couple of the most disruptive menopause symptoms for themselves by wearing a MenoVestTM – a thin gilet that heats up to simulate hot flushes and brain fog. It also provides menopause inclusive training either for managers or the general workforce. “Hot flushes are the most commonly experienced menopause symptom where heat rises from the upper torso, leaving people very flushed in the face,” explains Lesley Salem, Over The Bloody Moon’s founder. “The vest has pads that heat up in an authentic way, with heat rising upwards very gradually in waves and lasting for a couple of minutes. “It’s programmed to be random so that you never know you’re going to get the next hot flush, which creates anxiety when men wear it for around an hour. “We’ve used the MenoVestTM with men in every sort of job and level of seniority – people working in factories, on railway lines, on construction sites, in offices and warehouses – and ask them to write down how they think the experience of hot flushes would impact their everyday lives at work and at home. “Even though it’s a physical sensation, the feedback shows that the biggest impacts are cognitive and psychological – a sense of losing focus, feeling distracted, feeling anxious and self-conscious.” Lesley’s mission to demystify and destigmatise the menopause was born out of her own experience when, at the age of 46 and having recently started a new senior boardroom role, she found herself feeling overwhelmed by a myriad of symptoms and became one of the 10 per cent of menopausal women who quit their job during their perimenopause. “I started to get terrible brain fog, night sweats and insomnia, anxiety and palpitations but I just put it down to the fact that I couldn’t do the job and had bitten off more than I could chew. I felt I was going mad, that I was just past it. “It was down to a lack of education and therefore preparation because, at that time, no-one was talking about perimenopause, which was triggering my symptoms. “It was only when I left my job and went to see my doctor that I learned that what I had been experiencing was very common and was down to hormone changes. “I started to do some of own research and became really motivated to ensure that others didn’t feel they had to quit the workplace.” After retraining to become an integrated menopause health coach, Lesley established Over The Bloody Moon with an initial mission to provide educational classes for women in their 40s and 50s. Keen to make as much social impact as possible, she began working with corporates in 2021, while reinvesting money she earned to provide free information and classes for people who did not have the benefit of working for a large organisation. However, the fact that Lesley’s corporate training programmes were being attended exclusively by women started her thinking about what could be done to raise awareness of menopause symptoms among men. With research showing that around 80% of women experiences hot flushes at some point in their transition, the idea of the MenoVestTM took shape. A survey of 20,000 social media followers that asked them to describe their hot flushes to an alien helped guide the development of a prototype. After attracting interest from MP Carolyn Harris, a vocal menopause advocate, MenoVestTM was launched at the Houses of Parliament in 2022, generating a huge surge in media interest that, within a few weeks, led to around 350 inquiries from companies. Since then, Over The Bloody Moon has expanded its activities significantly both in the UK and internationally, with training programmes and events being led by a team of menopause specialists, coaches and HR professionals. Globally, the agency now has franchisees and associates in every region of the world. Lesley says attitudes towards menopause vary geographically. In the United States, for example, female employees are often reluctant to discuss their symptoms with colleagues for fear of losing their job due to the lack of employee protections compared to the UK and EU. Generally, however, she has observed a growing interest among corporates in building menopause awareness into their workplace cultures, particularly in her core client base of organisations with 1,000-plus employees, including many global corporations. “A lot of our clients are very progressive and have diversity and inclusion at their heart,” says Lesley. “There are multiple elements involved in becoming a menopause inclusive workplace that are systemic and cultural. “It’s not just training. It’s not just an awareness workshop. It’s an ongoing action plan that encourages conversations, processes and activities that remove stigma, remove barriers to progression, and resources and training that support individuals impacted. “It doesn’t have to be expensive and it will actually save companies money in the long run. Not only will it mitigate against talent loss, it will improve employee satisfaction and boost productivity.” To learn how Over The Bloody Moon can support your organisation, please contact or visit their [website.](http://www.overthebloodymoon.com/) **Categories:** News **Tags:** culture, inclusion, Leadership, menopause --- ### [Ennis & Co provides insights on skills gaps and training needs to House of Lords inquiry](https://ennisco.com/ennis-co-provides-insights-on-skills-gaps-and-training-needs-to-house-of-lords-inquiry/) **Published:** October 1, 2024 **Author:** Comms Team **Content:** Ennis & Co Group has told a House of Lords select committee that skills shortages are the biggest operational challenge facing automotive and mobility organisations, requiring strategic priority to ensure the sector is equipped to take advantage of transforming technologies and the net zero agenda. The observation came as part of [Ennis & Co’s written submission](https://committees.parliament.uk/work/8388/skills-for-the-future-apprenticeships-and-training/publications/written-evidence/) to the House of Lords Industry and Regulators Committee, which is conducting an inquiry into UK skills policy, with a focus on apprenticeships and training. Drawing on insights from its recent research projects on industry skills gaps and its 15 years’ experience of sector engagement as automotive executive search specialists, Ennis & Co recommended that: - Skills should become a strategic priority, owned by everyone around the boardroom table - Skills gaps should be quantified with targets and commercial measures, tracked and acted upon. - Organisations should focus on skills, not job titles, when developing resourcing plans with the flexibility to enable transfer and upskilling in a fast-moving environment. - Businesses should enshrine DE&I in their skills strategies to access the widest possible talent pool. The inquiry, led by committee chair Baroness Taylor of Bolton, has received written and oral evidence from businesses, industry bodies and academics to examine whether the UK’s current systems and policies for apprenticeships and in-work training are working well or in need of reform. In its 3,000-word submission, Ennis & Co outlined the findings of its 2022 white paper, *[The Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/),* which put forward a route out of the skills shortages being experienced across the automotive industry based on interviews with 44 senior leaders. This involved building a skill strategy around three distinct career stages – early career, mid-career and late career – each of which requires different types of engagement and resources to support skills development. The submission also described how, in the next stage of research – *[The Cost of Your Skills Gap](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/)*– Ennis & Co developed a model to quantify the commercial benefit for organisations of investing in skills development as well as the risk of not investing. Ennis & Co’s evidence then drilled down into the specific skills that were in most demand within the industry, including technician skills, advanced digital and software expertise, and skills in data science, e-commerce and multiple areas of engineering (software, electrical, electronic, chemical and mechanical). Lynda Ennis, Founder and CEO of Ennis & Co Group, welcomed the opportunity to provide evidence to the select committee based on the group’s specialist knowledge of the automotive and mobility sector. She said: *“The inquiry is looking generally at the skills landscape in the UK and I felt it was important to fly the flag for automotive given the huge importance of the sector to the UK economy.* *“We know from our research and our day-to-day engagement with senior executives that organisations are having to deal with key skills shortages and are competing for talent with other sectors.* *“Training and development offer a pathway to retain and attract talent, but this requires investment and commitment at board level, as well as a clear strategy around future skills requirements.”* **Categories:** News **Tags:** AutomotiveIndustry, skills --- ### [Celebrating diversity and transformation in automotive](https://ennisco.com/celebrating-diversity-and-transformation-in-automotive/) **Published:** September 26, 2024 **Author:** Comms Team **Content:** Ennis & Co is delighted to be continuing its successful partnership with [Autocar Drivers of Change](https://www.autocar.co.uk/driversofchange) – the popular national awards initiative which, for the first time, will be focusing this year on diverse talent in the automotive industry. Winners of the new-look competition will be individuals who are driving change and promoting diversity in their business in whichever role they perform. Judges will be looking for entries that can demonstrate the adoption of diversity of background, experience and thought in their business. Award winners will be announced in nine categories: Marketing; Manufacturing; Operations; PR & Communications; Purchasing; Retail; Sales; Talent; and Vehicle development. Individuals may nominate themselves or be nominated by friends, colleagues or employers. The awards are open to anyone working in the UK automotive industry, as well as Britons working in the automotive industry abroad. Entries are open from Sept 26 2024 to October 25 2024 via the Autocar Drivers of Change entry form [Drivers Of Change (autocar.co.uk)](https://www.autocar.co.uk/driversofchange) The winners will be announced at a special event hosted by the Society of Motor Manufacturers and Traders (SMMT) at their London headquarters on February 6 2025. Lynda Ennis, Founder and CEO of Ennis & Co, said: “This is the fourth time that we have partnered with Autocar Drivers of Change to celebrate the best and the brightest in the automotive industry, and we’re delighted to be supporting this great initiative again. “This year’s revamped awards are particularly dear to my heart as a passionate advocate of diversity, equity and inclusion and I look forward to hearing about the fantastic work taking place to widen the skill base and make the industry as welcoming as possible to all. **Inaugural grant from the Bunny Ennis Fund** As part of this year’s ceremony, Lynda Ennis will also be presenting a new, special award in memory of her late father, Bernard ‘Bunny’ Ennis, to recognise an individual who has displayed dedication to driving change within their chosen field. The winner will receive a prize fund to enable them to enhance their career through professional training. Further details of the award will follow later. **Categories:** News **Tags:** autocar, automotive, diversity, DiversityandInclusion, DriversofChange --- ### [Cenex and Ennis & Co experts deliver a masterclass to help businesses on their growth journey](https://ennisco.com/cenex-and-ennis-co-experts-deliver-a-masterclass-to-help-businesses-on-their-growth-journey/) **Published:** September 9, 2024 **Author:** Comms Team **Content:** Innovation and entrepreneurialism are flourishing on the road to net zero mobility on the evidence of a one-day masterclass organised jointly by sustainable transport consultants Cenex and executive search and research specialists Ennis & Co. The inaugural Cenex Expo Masterclass, held on the eve of the Cenex Expo international event, was arranged to connect a group of start-up and scale-up businesses with senior automotive industry and innovation advisers. Hosted by national law firm Freeths at its Milton Keynes office, the day gave five businesses taking part in the Expo the opportunity to present their net zero mobility propositions to a 20-strong audience of Cenex-invited experts and Ennis & Co associates. The Ennis & Co team included senior leaders from across a broad range of automotive industry disciplines, including commercial, technology, engineering, product development, finance, people and marketing. The participating businesses ranged from an established SME with ambitions to grow revenue in new areas to an early-stage start-up being run by a single entrepreneur. They were: Randle Engineering (engineering and software solutions for OEMs); Hy-Met (ultrasonic sensing to detect flaws in battery cells); Reserve & Charge (software platform enabling EV drivers to reserve charging points in advance); RetailSonar (data solutions to optimise charging point locations); and Charge Gully (cross-pavement gullies for home-charging cables). Each of them delivered a presentation under confidential Chatham House rules before receiving feedback from the expert audience, and in some cases the offer of ongoing support to help them on their growth journey. Key themes that emerged from the discussions were the challenges of raising funds, identifying the best route to the market, protecting intellectual property and attracting talent in a highly competitive skills market. For some companies, the advice included suggestions about new revenue streams and valuable insights about their overall business model. Lynda Ennis, co-founder and CEO of Ennis & Co, said she was delighted with the feedback she received from both the participating companies and the advisers and looked forward to building on the partnership with Cenex for future events. She said: “We are very fortunate to work with a team of eminent associates who have led businesses from start-ups right through to multinational corporations within the automotive industry. “Earlier this year, we established a new investment division within Ennis & Co Group with an ambition to harness this expertise to help start-up and scale-up organisations. “Partnering with Cenex and Freeths to deliver this masterclass has been a very useful opportunity for our associates to give some innovators the benefit of their experience and wisdom as they embark on their growth journey.” Robert Evans, CEO of Cenex, said the quality of advice that the five businesses received during the day was hugely valuable, and he was encouraged by the interest shown by some audience members in continuing their relationship with the companies. He said: “Hopefully, this will be a stimulus and a catalyst for positive future engagement. For me, it would be a very successful outcome if I spoke to a company in a year’s time and they told me that someone they met in the room had worked with them proactively and moved them forward through their insights and professional advice.” Martin Noble, intellectual property partner at Freeths, said he was impressed by the enthusiasm and entrepreneurial spirit shown by the presenting businesses. He said: “It is not often that a business is able to obtain, at no cost, constructive feedback from an audience with such a depth of expertise and experience. “I had no hesitation in offering Freeths’ support to this masterclass as it reflects our solid foundations of integrity, entrepreneurialism and expertise. “I really enjoy listening to and supporting innovative businesses that are looking to grow, while also engaging with fellow senior leaders and experts. It’s a recipe for success on many fronts.” Alistair Horsburgh, the former CEO of CitNOW Group and now chair of the company’s Advisory Board, was among the Ennis & Co associates who took part in the masterclass and described it as a positive experience all round. He said: “A lot of us are at a stage in life where we’ve done what we needed to do in our careers and are happy to give something back to people who really need the next level of help. It’s also a very enjoyable thing to do, assuming that you’ve got something to offer and they want to listen. “Most of these companies will run out of cash because they aren’t successful, or they’ll run out of cash because they’re too successful, so it’s all about people and getting the right kind of advice. But most of all, it comes down to whether they have the cash. “If you’ve got the cash, the right people and the right product, and you have those three things in the right order, then that is what will make these businesses successful.” **Categories:** News **Tags:** automotive, industry, innovation --- ### [The Changing Role of the CFO, with Junita Fernandez](https://ennisco.com/the-changing-role-of-the-cfo-with-junita-fernandez/) **Published:** August 15, 2024 **Author:** Rebekah Razza **Content:** **Junita Fernandez is a senior finance leader with years of global experience at some of the most prominent automotive brands in the world. Her most recent appointment as Head of Finance at SAIC Volkswagen in Shanghai came at a time and place where the industry is changing more rapidly than ever before. Contending with chip shortages, price wars, and the explosion of the EV market in China, she has seen first-hand how industry transformation affects the company’s bottom line.** **I spoke to Junita about the changing role of the Chief Financial Officer and the key skills that the modern finance leader requires.** ***Junita, what are the key factors affecting the changing role of finance directors in automotive?*** The automotive industry is currently navigating significant financial challenges, leading to a transformation in the role of CFOs globally. The rapid pace of change is introducing complexity and demands a more agile approach to financial leadership. A prime example is Tesla’s recent price cuts, which sent shockwaves through the financials of other brands, including ours. This situation highlights the urgency and the need for quicker decision-making. Gone are the days when CFOs could take their time to thoroughly analyse data before making presentations. Now, CFOs must embrace a degree of risk, acting swiftly to avoid missed opportunities. Another key factor is the evolving concept of value. Traditionally, CFOs focused on financial metrics like earnings per share and return on sales—narrow definitions of value. Today, however, value encompasses much more, including ESG (Environmental, Social, and Governance) factors, sustainability initiatives, and technological innovation. As the definition of value has broadened, so too has the role of the CFO, who must now consider a wider array of factors in their decision-making. In summary, the role of the CFO in the automotive sector has evolved to meet the demands of a rapidly changing landscape, requiring greater agility and a more comprehensive understanding of what constitutes value. ***So, does that mean the expectations placed on finance leaders have also changed?*** Absolutely, the expectations placed on finance leaders have evolved dramatically. In the past, the CFO’s role was often limited to delivering a brief presentation during board meetings, typically focusing on financial reports. However, today’s CEOs are looking for much more. They expect their CFOs to be strategic partners, actively involved in shaping the future direction of the business and influencing its culture. The role of the CFO must adapt to these new demands. There is no alternative—without embracing this change, it’s impossible to drive company growth in the current business environment***.*** ***What would you say about the change in skills required for the CFO?*** The skills required for CFOs have evolved significantly. A few years ago, the role primarily emphasised financial expertise, reporting, compliance, and regulation. It was largely about safeguarding the company’s assets, ensuring rule adherence, and passing audits. While these responsibilities remain crucial, the emphasis has shifted toward leadership. Today, CFOs need to be influential leaders who can challenge the status quo and empower others. Building high-performing teams, coaching, and fostering collaboration are now essential skills. A modern CFO must also be both a strategist and a catalyst—someone who drives change and is not content with doing things the way they’ve always been done. This shift requires a broader skill set, blending traditional financial acumen with the ability to inspire and lead within the organisation. ***Does that mean that the personal characteristics of a Chief Financial Officer are now very different?*** Effective communication is now crucial; you need to be able to convince people and influence decisions. Without strong communication skills, along with the gravitas and respect that come with them, it’s impossible to perform the role effectively. I remember some of the best advice I received from a Finance Director I worked with many years ago. He told me, “Being a Finance Director is challenging because you’ll have to make tough decisions. But remember, you’re not here to be liked, and you don’t need to be liked, but you must be respected.” In my own experience, I’ve had to make some really tough calls, particularly with restructuring and cost-cutting. I’m sure those decisions didn’t make me the most popular person. However, by communicating those decisions with empathy and emotional intelligence, and being transparent about the reasons behind them, I earned respect. ***Is it true then, that the Chief Financial Officer is in rather a unique position in the business, because you need to influence the whole company, not just your business area?*** As finance leaders, we have insight into all business units, which broadens our sphere of influence significantly. This also increases the responsibility to ensure the company’s financial health is maintained, adding pressure to make the right decisions. However, it’s not just about overseeing finances; it’s crucial for everyone in the company to understand their role in generating profit. I remember a time when employees didn’t grasp why cost-cutting measures were necessary. To address this, we conducted an exercise where we asked, “How much do you think we earn every time we sell this product?” with multiple-choice answers. Most employees overestimated the profit, but when they learned the correct, much lower figure, it made a lasting impact. They understood the profit margin because we communicated it clearly. This experience taught me that it’s all about how you tell the story. Today’s finance leaders need to be storytellers—something that traditionally wasn’t associated with finance roles. Communicating complex financial concepts in a way that resonates with the entire organisation is now an essential skill. ***When you started your career, did you imagine that you would end up as a CFO?*** I always aimed to become a commercial Finance Director, but I was clear that I didn’t want to be a certain type of Finance Director. Early in my career, I encountered examples of finance leaders who simply said ‘no’ without explanation—focused solely on cost-cutting and resistant to innovation or investing in technology. I knew I didn’t want to follow that path. On the other hand, I’ve been fortunate to have had some great role models who influenced my approach to finance. They demonstrated the value of business partnering and collaboration, working closely with other parts of the business rather than just guarding the numbers. More recently, I conducted a workshop for six regional CFOs from different parts of South-East Asia, based in Shanghai. They were an interesting group with many great ideas, but their main challenge was getting their boards to listen to them. So, I had them role-play a scenario where they had to sell an idea to me. As I listened, I realised that if I were on the other side of the table, I wouldn’t be convinced. It’s not just about having a voice in the room; it’s about having a strong and influential voice that can drive decisions. ***Do you think influencing skill is something people can learn?*** Absolutely, influencing skills can be learned, provided there’s a willingness to improve and a belief in the ability to do so. However, it does require coaching. I’ve had team members who, in their early presentations, were just throwing numbers around without providing insights or recommendations. Through coaching on how to present these insights effectively, I’ve seen them transform into confident and persuasive communicators. It’s also important to have systems and processes that support this development. I’ve often heard from team members that they don’t have time to focus on insights because the systems they rely on to produce the figures are too slow. In such cases, it’s essential to either improve those systems or delegate the number crunching to free up time for strategic discussions. ***Is there a particular challenge you think finance teams have within a business?*** One significant challenge finance teams face is staying connected with the actual needs of the business and its customers. When I joined one company, I noticed I was receiving a daily report via email, along with five others. Since I was already getting that information elsewhere, I asked to be removed from the circulation. Out of curiosity, I also asked the employee to check if the others on the list were actually using the report. She later reported that no one was using it—they all assumed someone else needed it. This is a classic example of how disconnected finance can become from the end users of the information they provide. A report that was relevant a year ago might no longer be useful, but if you don’t check in regularly to see if it’s still needed or if something else would be more valuable, you risk wasting time and resources. There’s also a tendency for people not to admit they don’t use a report, often because being on the circulation list makes them feel important. This highlights the need for finance teams to regularly reassess the value they’re providing and ensure they’re delivering insights that are truly beneficial to the business. ***Do you find that people have preconceived ideas about finance?*** Yes, and I’m really passionate about changing those perceptions. At networking events, I’ve talked about my interests in travel or wine, and when people ask what I do, their reaction to hearing I’m a Finance Director is often, “But you don’t come across as a finance person.” This highlights the stereotypes that still exist around finance professionals. These preconceived notions create unnecessary barriers. Too often, people try to avoid finance, seeing it as a roadblock rather than a partner. However, when other departments involve finance from the beginning of their projects, it becomes a collaborative effort. We gain a better understanding of what they’re trying to achieve, and they grasp the financial implications. This makes the entire process smoother and more effective for both sides. ***If someone came to you for career advice about how to become a CFO, what would you say?*** First and foremost, I would absolutely encourage them to pursue it. Being a CFO is such an exciting role, especially if you’re looking for variety, enjoy analysis, and want to make a tangible difference in a company. I would advise focusing on developing two key skills. First, leadership skills—this is crucial, and I’d recommend getting a mentor or coach to help with this. Second, business acumen—it’s essential to become commercially strong. While the role involves working with numbers, those numbers only become meaningful when you truly understand the business. This understanding earns you respect because it shows that you’ve made the effort to grasp how the company operates. I’d also suggest getting out of the finance department: go out with the sales team, work closely with HR, and immerse yourself in different aspects of the business. In short, definitely go for it. The opportunity to make a difference in a company and to contribute to its growth is tremendous. **You can download a copy of Junita’s Interview here** [The changing role of the CFO – Junita Fernandez](https://ennisco.com/wp-content/uploads/2024/08/The-changing-role-of-the-CFO-Junita-Fernandez.pdf)[Download](https://ennisco.com/wp-content/uploads/2024/08/The-changing-role-of-the-CFO-Junita-Fernandez.pdf) **Categories:** News **Tags:** automotive, Chief finance officer, industry, Leadership --- ### [Who is talking about the disability pay gap in sport?](https://ennisco.com/who-is-talking-about-the-disability-pay-gap-in-sport/) **Published:** July 15, 2024 **Author:** Lynda Ennis **Content:** **England’s footballers return to their multi-million-pound day jobs, while Wimbledon champions pocket £2.7 million. But who is talking about the disability pay gap in sport? Let’s put the football to one side for a moment. I would like to extend my congratulations to 26-year-old Brit Alfie Hewett, who this weekend lifted not one but two Grand Slam titles at Wimbledon. It was certainly a big sporting weekend in Britain and, in the aftermath, media attention has continued to focus on the almost victorious England football team. But there is one place where we did actually beat Spain. Norwich-born Alfie defeated Spain’s Martin de la Puente in straight sets in the men’s wheelchair singles final on Sunday. A few hours later, he and Scotland’s Gordon Reid lifted the wheelchair doubles trophy, making Hewett only the second man in history to win both singles and doubles at all four Grand Slam tournaments. With a total of 30 Grand Slam titles and three Paralympic silver medals to his name, this young man is one of the country’s most successful sports stars and deserves tremendous respect. He also deserves fair and equitable pay. While the gender pay gap at Wimbledon was closed in 2007, with male and female champions finally being placed on an equal prize footing, a massive disability pay gap still prevails. Carlos Alcaraz and Barbora Krejcikova each won a staggering £2.7 million for winning the men’s and women’s singles titles, while the men’s doubles winners, Henry Patten and Harri Heliovaara, shared a pot of £650K For both of his titles combined, Alfie Hewett went home with £79K Lawn Tennis Association officials will no doubt argue that the disparity simply reflects the different public profiles of able-bodied and disability tennis, and therefore their ability to generate revenue through sponsorship, media rights and ticket sales. But surely there is a scope for a fairer deal than the enormous pay gap that currently exists. Just consider Hewett’s achievements – not just his multiple titles but his long battle with Perthes Disease, which has left him using a wheelchair since he was six years old. In terms of determination and dedication, there can be few better role models for young people. His on-court successes and the reward he receives for them are simply not in balance when compared to his able-bodied counterparts. Quite apart from his eye-watering prize money, Alcaraz can list Nike, LVMH, Rolex, BMW, Babolat, Calvin Klein and ISDIN sunscreen among his sponsors. The good news is that Lexus have clearly seen the value in Alfie Hewett, making him a UK ambassador in April this year and providing him with an RX 450h+ hybrid SUV to assist him in travelling to training and matches. Does this signal the start of a journey that will raise the profile of wheelchair tennis, and disability sport as a whole? I really hope so, but I’m not holding my breath. **Categories:** News **Tags:** diversity, inclusion, pay gap --- ### [Workplace Culture - a People Leadership Challenge](https://ennisco.com/workplace-culture-a-people-leadership-challenge/) **Published:** July 11, 2024 **Author:** Rebekah Razza **Content:** ## Culture, culture, culture. **This is the mantra I’m hearing from more and more people leaders across the automotive sector when it comes to retaining skilled staff.** With a cost-of-living crisis coinciding with a highly competitive talent market, salary and benefits is obviously a key battleground for companies trying to hold on to valued employees – particularly those whose skills are in hottest demand. But, from the conversations I’m having, it seems ***creating the right workplace culture can be even more effective as a retention strategy than simply competing on pay.*** One of my clients, a medium-sized automotive supply chain business, is a shining example. The company lost a number of employees to a large corporate, which was offering higher pay packages and the opportunity to work for a prestigious brand. Just a few months later, the employees returned and asked to be reinstated in their old jobs because ***they missed working in a culture where they felt respected, supported and empowered to make a difference.*** The importance of the employer value proposition in its entirety was a key finding of Ennis & Co’s influential research paper, *[Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/ "Skills Evolution Roadmap 2025"),* with unanimous agreement among senior automotive leaders that creating an open and values-driven workplace culture was fundamental to any talent strategy. Key elements of that positive culture included rich employee engagement, clearly defined career development pathways, a diverse and inclusive working environment and, where possible, flexible working patterns. Business leaders told us that younger hires were particularly swayed by the culture of the organisation, with a strong desire to work in an innovative and exciting environment with a strong sense of purpose. But, as we have seen from our work as executive search specialists, workplace culture is just as important for older and more senior candidates, who are increasingly focused on the working environment when deciding whether to accept an offer. **People want quality of life as well as quality of work. The challenge for people leaders is to create workplace cultures that deliver both.** **Categories:** News **Tags:** culture, HR, Leadership, people --- ### [Forget about the I, keep the T in TEAM](https://ennisco.com/forget-about-the-i-keep-the-t-in-team/) **Published:** June 20, 2024 **Author:** Erica Brook **Content:** **The phrase “there’s no I in TEAM” will more likely get an eye-roll than be taken seriously as a reminder to pull together.** Originally attributed to basketball star Michael Jordan, it was adopted in business because of its connotations of cohesion and equality. However, overuse means that it is known as more of a cliché, despite the fact that its’ meaning still resonates. I recently came across a more contemporary acronym for the word TEAM: **T**ogether **E**veryone **A**chieves **M**ore. TEAM is popular in the education sector where it is used to promote harmony among classmates, particularly aimed at stamping out bullying. If we take the concept of ‘Together’ through to the business world, it can be applied to teams of any size, even an entire company. **But are we still ‘together’?** In the physical sense, hybrid and remote working has eroded some of the sense of togetherness that teams working together five days a week experience. While tools like Teams have made communication easier, there’s nothing to replace the “water cooler” chat or the impromptu brainstorms of the pre-Covid era, where deeper personal relationships could develop, and ideas could be sparked. Feedback from our network supports the belief that where employees work alone, isolation can become a factor, affecting mental health. People may also grow naturally more insular over time, ‘in it for themselves’, working in a silo of one and not collaborating. The challenge facing leaders is how to foster that culture of togetherness, to keep the team as a unit. A recurring view expressed to us by successful managers is that the ‘1-to-1’ sessions with the team members have become even more important, and should be sacrosanct, never ‘pushed’ in the diary to accommodate other, more pressing issues. The benefit of investing in the ‘together’ part of TEAM is alignment around the vision for the business, reinforcing values by focussing on team members’ development with clear and open communication. It becomes more than just a group of people working towards their next payday and can be transformative. There’s a lot of value behind the T in team, when you get it right. **At Ennis & Co we find amazing people to lead amazing organisations. The data from our global activity provides insight for business leaders, tailored to inform decision-making.** You can read more from our leadership series [here](https://ennisco.com/tag/leadership/ "here") and [please contact us](https://ennisco.com/contact/ "please contact us") today to see how we can help your business thrive. **Categories:** News **Tags:** Leadership --- ### [What impact does the outcome of the UK General Election have on employment law and business costs? ](https://ennisco.com/what-impact-does-the-outcome-of-the-uk-general-election-have-on-employment-law-and-business-costs/) **Published:** May 31, 2024 **Author:** Comms Team **Content:** **As business leaders, we’re responsible for developing plans to manage the impact of risks to the organisation. When there’s a change of law, tax or tariff we model the scenarios and find the best way forward for our businesses.** In six weeks’ time, the General Election will decide which one of three different approaches to employment law will be put in place in the UK. There are clear differences between the three main political parties in their manifestos on employment law, and each will have a different impact on costs and resourcing for business. The latest report by Croner-i, the knowledge and resource platform with legislation, trends and best practices, highlights the key policies relating to employment law for the Conservative, Labour and Liberal Democrat parties. A quick glance at the proposals for workplace reform reveals significant potential impact (cost and policy) according to the three proposals and it is well worth clicking through to bring yourself up to speed. [**Read the Information**](https://app.croneri.co.uk/whats-new/what-could-july-general-election-mean-employment-law?product=273 "Read the Information") If you require support when planning outcome scenarios for your business, the [Ennis & Co team](https://ennisco.com/contact/ "Contact") is available to help navigate the road ahead. **Categories:** News --- ### [Ennis & Co Group welcomes mobility and energy specialist Claire Miller as an Associate](https://ennisco.com/ennis-co-group-welcomes-mobility-and-energy-specialist-claire-miller-as-an-associate/) **Published:** May 30, 2024 **Author:** Comms Team **Content:** We are delighted to announce that Claire Miller has joined the team as an Associate. Claire is a mobility and energy specialist with a passion for innovation, working with pioneering companies across the energy and mobility ecosystem, including big names in the energy business, such as Octopus Electric Vehicles and AlertMe, the company that has now become a household name as Hive. In an industry brimming with innovation and entrepreneurship, Ennis & Co Associates provide access to talent pools with automotive and mobility expertise, including financial investment and business support to start-ups, to help bring great ideas to market. Claire mixes technical know-how and enthusiasm to deliver technology communication that is clear and compelling for any audience. With an MEng in Mechanical Engineering from Imperial College, London, and as a natural people person, she has become a trusted advisor and critical friend, collaborator and connector of people in all areas of her life. **On her appointment, Claire said:** *“I’m delighted to be appointed to the Ennis & Co group of Associates. I work with companies solving the challenges of electrification of vehicles, decarbonising energy grids, and building compelling customer propositions that combine the two. With start-up and scale-up experience, I bring insight to founders and established teams alike. I look forward to continuing to support companies that want to make an impact through electrification, where transport and energy combine.”* **Lynda Ennis, Founder of Ennis & Co Group, commented**: *“Our Associates are a vital part of our business, bringing their varied experience and extensive networks to provide valuable resource and insight to senior leaders in automotive and mobility. With the addition of Claire to the team we will further extend our capability to support electrification and mobility projects, which is vital as the industry moves towards the 2035 Net Zero targets. I very much look forward to working more closely with her.”* [Read Claire’s full profile here](https://ennisco.com/wp-content/uploads/2024/05/Claire-Miller-Ennis-and-Co-Associate-v1.pdf) **Categories:** News --- ### [Automotive News April 2024](https://ennisco.com/automotive-news-april-2024/) **Published:** May 22, 2024 **Author:** Comms Team **Content:** #### **This week in Automotive** is a series of snapshots of Automotive News, curated by us and published weekly on our LinkedIn page. ##### Here’s a recap of our news from April 2024 **April 12th** – [Ford Motor Company](https://www.linkedin.com/company/ford-motor-company/) dealers no longer switching to agency model – New [NFDA | National Franchised Dealers Association](https://www.linkedin.com/company/national-franchised-dealers-association-limited/) Dealer Attitude Survey Winter 2024, download here: – [Swansway Motor Group](https://www.linkedin.com/company/swansway-motor-group/) to represent [BYD](https://www.linkedin.com/company/byd/) in Cheshire **April 19th** – [Group 1 Automotive](https://www.linkedin.com/company/group1automotive/) acquires [Inchcape UK](https://www.linkedin.com/company/inchcape-retail-uk/) – [Richard Hollis](https://www.linkedin.com/in/ACoAAAGjl8oBU81nXb_gI97t9uQQfKuC-C3zDwc) joins [Holden Group](https://www.linkedin.com/company/holden-group/) as Head of Group Used Cars – The first Automotive Work Experience Week, with [The Institute of the Motor Industry (IMI)](https://www.linkedin.com/company/theimi/) and [School of Thought (Automotive)](https://www.linkedin.com/company/school-of-thought-automotive/) **April 26th** – [BYD](https://www.linkedin.com/company/byd/) opens new West London retail store in partnership with [LSH Auto UK Limited](https://www.linkedin.com/company/lsh-auto-uk-limited/) – [Fisker](https://www.linkedin.com/company/fisker/) appoints new Chief Restructuring Officer – [Volkswagen Group](https://www.linkedin.com/company/volkswagen-group/) launches next phase of its “in China, for China” strategy – Rainworth Motor Group partners with [Cox Automotive Inc.](https://www.linkedin.com/company/cox-automotive-inc-/) --- If you want your news to feature in our updates, [send it to our Marketing Team here](mailto:marketing@ennisco.com "send it to our Marketing Team here"). Play the video by clicking on the image below. **Categories:** News --- ### [Drivers of Change: Meet the Judges](https://ennisco.com/drivers-of-change-meet-the-judges/) **Published:** September 8, 2021 **Author:** Comms Team **Excerpt:** The Drivers of Change initiative is looking for fresh automotive talent with industry-changing ideas. With the deadline for this year’s competition fast approaching, Autocar and Ennis & Co are proud to confirm the esteemed judging panel for 2021. Here, the judges outline what they hope to see from entrants and reveal their top tips for delivering a winning presentation. **Content:** The [Drivers of Change](https://www.autocar.co.uk/driversofchange) initiative is looking for fresh automotive talent with industry-changing ideas. With the deadline for this year’s competition fast approaching, Autocar and Ennis & Co are proud to confirm the esteemed judging panel for 2021. Here, the judges outline what they hope to see from entrants and reveal their top tips for delivering a winning presentation. **Ian Constance, CEO – Advanced Propulsion Centre** ![](https://ennisco.com/wp-content/uploads/2021/09/Ian-Constance-CEO-of-The-Advanced-Propulsion-Centre-Crop.jpg) “The automotive industry is at a pivotal point. The need to decarbonise transport and reach global 2050 climate targets has created a once-in-a-generation opportunity for innovation, which, with the right investment, will accelerate the journey to net zero, creating jobs and prosperity. Every late-state R&D project we support and commercialise at the Advanced Propulsion Centre started as a great idea, so I’m really looking forward to seeing some ‘outside of the box’ thinking and potential solutions to some of our biggest decarbonisation challenges. **Top tip for presenting** Have two or three clear key messages and make it personal for you and, if possible, your audience so it’s memorable and strikes a chord.” **Alistair Horsburgh, CEO – CitNOW** ![](https://ennisco.com/wp-content/uploads/2021/09/Alistair-Horsburgh-CEO-at-CitNOW-Video-Crop.jpg) “CitNOW is at the forefront of digital innovation. By revolutionising the retail experience, we have been a huge support in the modernisation of dealerships, assistance that was particularly crucial during the recent Covid-19 lockdowns. What I want to see from this year’s Drivers of Change applicants is the consideration of how we can take this service to the next level. Within automotive, developments across technology, digital and retail are happening at a rapid pace. We are seeking individuals with a passion for change and innovative ideas that will enhance the consumer experience, modernise vehicles and excel commercially. **Top tip for presenting** Be prepared and be passionate. Know your presentation, know your audience and be prepared for questions. Then show your passion when delivering your presentation to connect with us and bring your idea to life. It’ll be the excitement and connection with us, the judges, that will help you stand out from the rest.” **Alison Fisher, HR Director – Cox Automotive International** ![](https://ennisco.com/wp-content/uploads/2021/09/Alison-Fisher-HR-Director-Cox-Automotive-International-Crop.jpg) “I’m looking for people who aren’t afraid to challenge the status quo and push boundaries. I want to see people who solve problems that I didn’t even know needed solving and then create new, exciting solutions. The entries need to clearly communicate what problem they are trying to solve, why it needs solving and most importantly how and why their idea will solve it. Finally, people need to ensure they have considered the commercial viability and benefits of their solution too. **Top tip for presenting** Know your subject inside out. Be passionate about your idea and bring energy and enthusiasm to your presentation. Focus on the “what’s in it for me?” so we can all relate to why we would want to buy this product or service. Finally: rehearse, rehearse and rehearse again!” **Leon Hurst, CEO of Mobility, IMS** ![](https://ennisco.com/wp-content/uploads/2021/09/Leon-Hurst-CEO-Mobility-IMS-Tech.jpg) “Technology is a fantastic enabler of change, which IMS uses to make driving safer, fairer and better connected. I am excited by proposals with purpose that encompass technology to drive positive change. Some good places to start include the climate crisis, with solutions that can deliver around sustainability and drive the uptake of electric vehicles, and ACES: advancing capabilities in autonomy, connectivity, electricity and shared mobility. Progress across these dimensions will usher in a new era in mobility. Vehicle data – from social networks to the automotive ecosystem – could also unlock new disruptions. And don’t forget cutting-edge simplicity: to have the biggest impact, solutions should have a simple core so they can be accessible and usable by all. **Top tip for presenting** Speak slowly and be efficient: less is more when it comes to putting your point across.” **Clare Wright, Group HR Director – Jardine Motors Group** ![](https://ennisco.com/wp-content/uploads/2021/09/Clare-Wright-Group-HR-Director-Jardine-Motors-Group-Crop.jpg) “The motor industry continues to evolve at pace and the need for innovation has never been more important. The entry needs to evidence the benefits of the solution proposed, focused on both the customer experience and commercial value. Customer behaviours have changed significantly over the past 18 months, largely driven by the pandemic. Therefore, the idea needs to be anchored in the change in customer behaviour and how we can provide outstanding experiences, or how we offer added value to the customer. The winner should demonstrate a passion for the customer and understand the importance of data in building long-term relationships. **Top tip for presenting** Just be yourself. Engage the judges through great storytelling, taking them on a journey.” **Top tip for presenting** Focus on a problem. The first of the ‘three Ps’ sounds obvious but too often we see innovations that don’t gain traction or that fail because they are ideas in search of a problem. Focus on solving an immediate or emerging issue. Be pragmatic. In solving a specific problem, don’t ‘boil the ocean’. Focus on a pragmatic first step that creates market momentum. Make your idea presentable. Even the most elegant of ideas or innovations need a clear rationale. It is not just about a business case: tell your story. What are you proposing? Why is it needed? How will it work? And what benefits will it bring?” **Daksh Gupta, Group CEO – Marshall Motor Holdings** ![](https://ennisco.com/wp-content/uploads/2021/09/Daksh-Gupta-Group-Chief-Executive-of-Marshall-Motor-Holdings-Crop.jpg) “Change can shine brightly for a short time; I want to see how your idea can pass the test of time. What I will be looking for are creative and innovative ideas that are sustainable in the long term and will ultimately benefit the customer experience along with how they become part of the DNA of the business. I will also be looking for evidence that the applicant has really researched our sector and explored the headwinds we are facing to ultimately identify where they can improve the customer journey and experience. Finally, I would like to see evidence that people, process and technology have been considered. **Top tip for presenting** Believe in what you are presenting and do it with conviction, with passion and with punch.” **Simon Lacey, Head of Advanced Engineering – McLaren Automotive** ![](https://ennisco.com/wp-content/uploads/2021/09/Simon-Lacey-McLaren-.jpg) “While the automotive industry is constantly evolving, with new technologies and ideas emerging, one of our core beliefs at McLaren Automotive remains “everything for a reason”, a philosophy that remains true in all aspects of our supercars. I’ll be looking for people who’ve found creative uses for emerging technologies and can demonstrate a deep understanding of both the technology they’re proposing and how that idea will benefit the customer or business. **Top tip for presenting** Start with asking yourself: ‘Why?’ We engineers often want to fast forward to the technical details when presenting without setting the context and telling the story of the idea first. The engineers we hire are good technically, but they also have to be good at communicating with the rest of the team.” **John Murphy, Managing Director – Pivotal – Subscription by Jaguar and Land Rover** ![John Murphy, MD Pivotal](https://ennisco.com/wp-content/uploads/2021/08/John-Murphy-MD-Pivotal.jpg) “I am particularly looking forward to seeing fresh solutions to classic problems. Especially those whereby the physical experience is blended with – and enhanced by – digital elements. More often than not, it is the simplest and least engineered solution that can surprise and delight, and those are the ideas that, for me, have the potential to be one of the top choices for an award in this competition. **Top tip for presenting** Relax and take a deep breath. You’ve got this far for good reason. Now enjoy it! Doing these two things will mean greater composure so that you can communicate your ideas with clarity and deliver your points with passion.” **Louise Hardman, Head of Marketing – Polestar U**K ![](https://ennisco.com/wp-content/uploads/2021/09/Louise-Hardman-Head-of-Marketing-Polestar.jpg) “Our industry is undergoing a transformative change requiring customer-first innovation to stay relevant. Polestar believes that giving people an opportunity to make a difference and showcase their vision for driving change within the industry is crucial to implement these innovative solutions. We want to see newcomers – including those who don’t yet work in our sector – with brilliant ideas, and we’d encourage them to come forward and help change the industry.” **Jodie Williams, Head of Diversity and Inclusion – Sytner Group** ![](https://ennisco.com/wp-content/uploads/2021/09/Jodie-Willams-Head-of-Diversity-and-Inclusion-Sytner-Group.jpg) “I will be looking for innovative ideas and entries that demonstrate they have really thought about diversity and inclusion. Entries that really show there has been careful consideration to ensure retail in the automotive world is accessible and inclusive of all customers. **Top tip for presenting** Be authentic in your approach and allow your passion and personality to really shine.” **Lisa Fielden, Senior Manager, Digital Strategy – Toyota GB** ![](https://ennisco.com/wp-content/uploads/2021/09/Lisa-Fielden-Digital-Strategy-Manager-Toyota-GB.jpg) “Opportunities for digital interaction are accelerating in all areas of life and in all age groups, particularly during the pandemic. Automotive is no exception and is probably one of the more complex areas. So I am really interested to see ideas that help our customers to access information, solve mobility needs or provide new services in an engaging and simple way. Something that inspires customers to take advantage of the new benefits that digital innovation can deliver and is simple for all to use. Being truly useful with real customer value would top my list. **Top tip for presenting** Focus on the benefits and don’t get lost in the technological details.” **Penny Weatherup, HR Director – Volkswagen Group UK** ![](https://ennisco.com/wp-content/uploads/2021/09/Penny-Weatherup-HR-Director-Volkswagen-Group-UK.jpg) “The Drivers of Change competition is open to anyone, and I really love this truly inclusive approach. It supports our principles at Volkswagen Group UK of attracting and retaining the widest talent pool by ensuring we have an environment where everyone is able to be themselves and is valued for their difference. I’m really looking forward to seeing a range of exciting, innovative and creative ideas from the entrants, which I hope will test some of our future thinking in the automotive industry. **Top tip for presenting** Be confident in your proposal, think about the commercial benefit and above all be yourself when presenting. For Volkswagen Group UK, an inclusive approach to diverse and new ways of thinking is critical to our business as we evolve towards being a digital, software enabled enterprise.” **Gemma Denes, People and Competence Director – Volvo Cars** ![](https://ennisco.com/wp-content/uploads/2021/09/Gemma-Denes-Volvo.jpg) “We live in a world of fast change that requires us to rethink the way we work and behave. It is crucial that we prepare for the future, which is why the Drivers of Change initiative is important, as it focuses on a search for emerging talent. Now more than ever, we need a diverse, forward-thinking workforce that is characterised by fierce competition and disruptive change. With all the advances in technology, digital and electrification, there has never been a more exciting time to join the automotive industry. **Top tip for presenting** Drivers of Change is a great platform to showcase your potential and ideas, so bring your passion and enthusiasm. Go for it and see where it leads you!” **Categories:** News --- ### [TALKING LEADERSHIP - Part 4](https://ennisco.com/talking-leadership-part-4/) **Published:** May 7, 2024 **Author:** Comms Team **Content:** The complexities of today’s business landscape mean leadership has never been so challenging. In a four-part series, **Lynda Ennis,** Founder and CEO of automotive executive search and research firm Ennis & Co, discusses leadership in a changing world with **Stevie Fine,** Founder of the executive coaching and talent development company, [Inspire](https://www.inspire-ing.co.uk/). **Why climb the corporate ladder?** In the final part of our series on Leadership, Lynda Ennis and Stevie Fine discuss climbing the corporate ladder. Is progression the answer for everyone, or is there another option? ``` Lynda Ennis: When I was given my first leadership role, I absolutely hated it. I had to decide whether to progress my career by becoming head of something or continue what I was doing, which I really enjoyed. Looking back, maybe I should have stuck with the thing I really loved doing rather than forcing myself to do something I felt uncomfortable with.Luckily for me, the organisation I was working for put a lot of training and development around me and sent me on various leadership programmes, but it does raise the question: is it better to do what you are happiest doing rather than pushing an elephant up a hill? We don’t all need to aspire to be great leaders. We should be more careful what we wish for.    ``` ``` Stevie Fine:  I liken career progression to climbing towards the top of a triangle that becomes smaller and lonelier as you climb. What often happens in organisations is that technical excellence is rewarded with promotion, so a really good engineer will be promoted to director of engineering. But their technical expertise is no guide to how good a leader they will be. Once you reach a position of seniority in business, your role is about your leadership skills, not your technical expertise. So many organisations create unnecessary hurdles for themselves by following this pattern of promotion. Better job title, more money, bigger bonus – they’re all defined by going up the corporate ladder towards the peak of the triangle, driving people away from the technical area they are good at and which they really love. The higher you get, the more generic the leadership becomes. At the top – at chief executive and chief financial officer level – you are essentially a general manager. ``` ``` Lynda: It’s embedded into our corporate culture that you’ve got to climb the ladder. In retail, if you’re excelling as a salesperson, the system says you’ll be promoted to sales manager, pushing you into an environment where you may not be very good. You lose confidence and your key skills are lost to the business. Perhaps the whole system should be reverse-engineered. Maybe people who are mid-career and no longer enjoying what they do should go back to what they enjoyed doing and excelled at earlier in their careers. It would plug a lot of the skills gaps we have in the automotive industry and we’d have the best people in the right jobs. ``` ``` Stevie: At senior level, that often happens when a chief executive retires. The CEO who used to be global head of compliance will join boards as a non-executive director specialising in compliance because that’s what they loved doing. ``` ``` Lynda: Just to add to the career progression debate, when I take a brief for a search, many organisations are looking for leaders in their late ‘30s or early ‘40s. They want what I call age-appropriate leadership rather than experienced-based leadership.  I understand that the world is changing fast, and I’ve met some incredibly tech-savvy young entrepreneurs through our new investment arm at Ennis & Co, but running and leading a business requires experience. You can’t simply fast-track leadership. It’s something that has to be learned over time, and the idea that someone can be a perfect leader just because they’ve had their 38th birthday is very bizarre. ``` ``` Stevie: As I’ve said before, perfect doesn’t exist, and anyone who insists that a leader needs to be in their late ‘30s is delusional. If we use a couple of stereotypes as an example, someone who is older may have experiences that are invaluable but may not be up to speed with the changing world. Someone who is younger may have a better understanding of the new landscape but does not have the experience to lead. Many businesses get suckered into this binary, either-or approach, whereas what they should be doing is building a diverse and enlightened leadership team that will enable the business to be as successful as possible. ``` *Leadership is key to a successful business. We find amazing leaders for amazing brands. This is [how we do](https://ennisco.com/executive-search/)*[ *it.*](https://ennisco.com/executive-search/) *This is part 4 of a 4-part series on Leadership. [Read our previous blogs here](https://ennisco.com/news/ "Read our previous blogs here").* **Categories:** News **Tags:** Career progression, Leadership --- ### [TALKING LEADERSHIP - Part 3](https://ennisco.com/talking-leadership-part-3/) **Published:** May 2, 2024 **Author:** Comms Team **Content:** The complexities of today’s business landscape mean leadership has never been so challenging. In a four-part series, **Lynda Ennis,** Founder and CEO of automotive executive search and research firm Ennis & Co, discusses leadership in a changing world with **Stevie Fine,** Founder of the executive coaching and talent development company, [Inspire](https://www.inspire-ing.co.uk/). #### **Own your vulnerabilities** > ``` > Lynda Ennis: The Post Office Horizon scandal has shone a light on something that I feel is fundamental to leadership – honesty and integrity. If you’re not perceived to be honest, how can people trust you to lead an organisation? > ``` > > ``` > One of the reasons I left the corporate world 15 years ago to set up my own company was because I experienced things in the boardroom that offended my moral compass and I just couldn’t accept what I was hearing. > ``` > > ``` > Honesty means coming clean when you make a mistake. Personally, I made a mistake with my own business last year and I stood up at our Christmas Party and admitted to the team that I had got it wrong. When you run a business, there will always be times when you wish you had done something differently, but there’s no point in hiding it. Admitting fallibility is something a lot of leaders struggle with, but if you don’t address a problem honestly and openly, then the issue can snowball and the organisation can end up in a very uncomfortable place. > ``` ``` Stevie Fine: As we have already discussed, it comes down to self-awareness. How can anyone move on and develop their skills if they are unable to acknowledge their shortcomings? To be honest, when I’m coaching senior leaders, it is quite rare to encounter an individual who is in complete denial about their behaviour. In the safe space of a coaching session, leaders will generally trust me enough to be honest and direct about themselves. However, this openness does not always translate to their behaviour outside the coaching relationship, and they can behave and converse in the boardroom in a very different way.I would say most senior leaders I encounter have reached a level of knowledge and experience to have a pretty good idea about how they behave, even if they are unable to frame it or pull the different strands together to make sense of it. But there is a massive gap between being self-aware and recognising the behaviours that are holding you back and doing something about it.You mentioned trust, Lynda. Trust is absolutely critical to being an effective leader in the 21st century. A leader has to be trusted by people in an organisation, and you don’t earn trust unless you are genuinely honest with them. That means admitting fallibility and showing a level of vulnerability. The idea that leaders have to be strong and wear a suit of armour is a myth. The best leaders are vulnerable. That doesn’t mean they need to be breaking down every two minutes. They still have to be resilient to be effective, but they have to show vulnerability. They must have integrity and authenticity. ``` ``` Lynda: The problem is that ‘failure’ is such a dirty word in the corporate world. People have big hang-ups about failure when it comes to leadership, but I think the best leaders are those who can be super-honest with themselves and acknowledge what they are good at, and not good at. That way, they can surround themselves with people who can compensate for the areas where they have deficiencies.The self-imposed pressure to be a strong leader who cannot fail is often a leader’s Achilles’ heel because it prevents them from confronting their weaknesses. This can breed what I call dissatisfactory leadership throughout the organisation that filters down to lower levels of management. ``` ``` Stevie: As I’ve said before, effective leadership comes down to certain behaviours, but no leader will have 100% of them. Perfection does not exist. If we can identify the underpinning foundations that enable effective leadership, then leaders can measure themselves against them and reflect on the behaviours they are lacking that could block the organisation’s success. Once they recognise their gaps, they can be coached, mentored or supported against a set of underlying behaviours, working to master those behaviours as much as possible. If building trust, showing vulnerability and maintaining integrity are at your core, you are on the way to enabling success. ``` *Leadership is key to a successful business. We find amazing leaders for amazing brands. *This is [how we do](https://ennisco.com/executive-search/)*[ *it.*](https://ennisco.com/executive-search/)* *This is part 3 of a 4-part series on Leadership. [Read our previous blogs here](https://ennisco.com/news/ "Read our previous blogs here").* *Do you really need to climb the corporate ladder? Look out for the final part of our series, which will be published soon.* **Categories:** News **Tags:** Leadership --- ### [The Untapped Workforce – The Reformers](https://ennisco.com/the-untapped-workforce-the-reformers/) **Published:** April 23, 2024 **Author:** Comms Team **Content:** *In a tight skills market where talent competition is high, smart businesses are looking further and wider to access the people they need to fill the gaps in their workforce.* *One way to connect with new pockets of talent is to search other industries for key transferable skills, but there are likely to be similar issues there – organisations are fighting for the same small pool of people with the latest technical ability and knowledge.* *While companies fight over potential new hires, there’s another source of talent you may not have considered. Something we’re calling the untapped workforce.* **We have so far identified three key untapped sources of talent that could fill your skills gap.** We have discussed The [Returners](https://ennisco.com/the-untapped-workforce-returners/ "The Untapped Workforce – Returners"), people coming back to work after a career break, The [Restarters](https://ennisco.com/the-untapped-workforce-restarters/ "The Untapped Workforce – Restarters") – people coming back out of retirement and The [Reinvigorators](https://ennisco.com/the-untapped-workforce-reinvigorators/ "The Untapped Workforce – Reinvigorators") – neurodivergent colleagues. This blog takes this series one step further and focuses on another group, whose potential may not always be fulfilled. Today’s group is the Reformers. They are members of the workforce who have previously been in prison, now seeking to make a fresh start and follow a new career path. **The problem** Some employers would just not consider someone with a criminal past. They feel it would be too high a risk to their business and their existing employees to take on someone who, for example, had a violent past or a history of fraudulent financial dealings. But people can make a second chance work, an opportunity to prove just what a reliable, hard-working valuable member of society they can be. A career is a huge part of being able to do just that and can be a major factor in the recovery of their self-esteem and give them a purpose and a goal. The Ministry of Justice asserts: ***“actively hiring former prisoners is proven to reduce reoffending.”*** And when asked,68% of prisoners said they believed meaningful employment would be the thing that prevents them from reoffending after their release. Despite this, MoJ data from 2023 shows that only 26.4% of those released from custody were employed 6 months down the line. **Moving forward** Anyone who has experienced the consequences of the justice system will be all too aware of the stigma that surrounds them. They understand that they may not be an employer’s first choice and consequently need to make more effort to prove their value. This in turn could lead to an employee who works very hard and even goes above and beyond to build trust. They are determined to prove that they are reliable and worthy employees. Reformers have often experienced the loss of a job in the past due to being put in the prison system, and understand the feeling that comes with losing a career for reasons that could have been prevented. Being more appreciative of what they’ve lost could keep them loyal to a new employer for longer. Even taking on one former prisoner could open up your talent network, as they will likely have plenty of contacts who are also in the market for a new role. They have a better understanding of the concerns employers have about hiring them and can work around those issues with their connections. Ex-convicts can develop strong social networks during the time they spend behind bars, so ex-prisoners may be able to put job hunters in touch with employers through their contacts. **What is being done** The Government’s planned Employability Innovation Fund will enable prisons to increase their collaboration with employers and training providers to deliver sector-specific skills training that is adaptable to fit the changing needs of the economy and make prisoners’ skills relevant to role requirements in the market*. HMP Academies are spaces in prisons where employers can deliver training to prepare inmates for employment upon release. [Timpson](https://www.timpson-group.co.uk/timpson-foundation/ "Timpson") is probably the best-known example of this. A version of their high street stores in a prison setting enables prisoners to be trained in their various services. This initiative has led to their impressive prison leaver retention rate of around 75%. **In automotive** Automotive finance company [car.co.uk](https://www.car.co.uk/social-value/hmp-academies "car.co.uk") supports HMP Academies. [Enterprise](https://careers.enterprise.co.uk/recruitment-of-ex-offenders-policy "Enterprise") mobility have won recruitment awards in recognition of their work in the recruitment of disadvantaged groups, including ex-offenders. The [Halfords Academy](https://www.halfordscompany.com/environment-social-and-governance/sustainability-in-action/hmp-drake-hall/ "Halfords Academy") at women’s prison HMP Drake Hall was launched in 2017, offering opportunities for inmates to train as cycle mechanics, with potential for employment after release. It is still running today. **What you can do** Information is available for businesses who want to work with prison leavers, and there are practical things you can do to prepare your business to hire Reformers. - *Review your recruitment policy to ensure you are not engaging in any practice that might exclude ex-offenders from accessing a role in your company.* - *Think about the forms of ID that you request from applicants. Passports, driving licences, and proof of address may not always be easy for prisoners to present when asked.* - *Consider adopting the [Ban the Box](https://www.bitc.org.uk/post_tag/ban-the-box/ "Ban the Box") initiative, removing any tick box from job application forms that ask about criminal convictions.* **Organisations that can help** [St Vincent de Paul Society](https://svp.org.uk/work-prisons) – visiting and supporting prisoners and ex-prisoners [Unlock](https://unlock.org.uk/) – Unlock is a national independent advocacy charity that supports, speaks up and campaigns for people facing stigma, prejudice and discrimination because of their criminal record. The Clink Charity works in partnership with Her Majesty’s Prison Service to reduce reoffending rates of ex-offenders.[](https://workingchance.org/) [Working Chance ](https://workingchance.org/)is the ***UK’s*** only employment ***charity*** solely for women with convictions. **Closing the Skills gap** Considering the untapped workforce when looking to fill skills gaps could mean you have a greater chance of finding the ideal candidate. Read our [Skills Roadmap](https://ennisco.com/skills-evolution-roadmap-2025/ "Skills Roadmap") and [Skills Costs Report](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Skills Costs Report") to see the changes this could make to your business. Ready to take action? Contact us to see how we can help you address your skills gaps. **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion --- ### [Can Artificial Intelligence build an effective strategy?](https://ennisco.com/can-artificial-intelligence-build-an-effective-strategy/) **Published:** December 20, 2023 **Author:** Comms Team **Content:** **Creating a strategy is not easy, but for a business to grow, it is a non-negotiable requirement. Strategising requires analytical thinking, developing an action plan and knowing what actions to avoid. Once created, it requires a strong leader to embed it within the organisation.** **Does Artificial Intelligence have the capacity to deliver this?** An effective strategy provides a clear roadmap – a set of guiding principles or rules that define the business actions and priorities required to achieve desired goals. And it ensures that resources, both physical and virtual, are sourced and allocated to the correct areas of business. Strategists must also be adept at market and trend research, conducting thorough research to understand the competitive landscape and market dynamics, and staying informed about industry trends and best practices. Automated tools could take a good chunk of this work away from humans and free up their time for other activities, though the business of interpreting the trends and working out what they mean for the business will still need to be carried out by people. In larger organisations, the constituent departments generally feed into the over-arching business strategy, drawing on the expertise of specialists in each of the business areas. For this to be carried out by AI tools, the automation of strategic thinking would need to reflect these devolved processes. The strategy of the finance team, for example, will be very different from that of the marketing team. While each department is working together towards a common set of goals, individually the teams have different responsibilities and therefore different approaches to meet their targets. Automated systems would need to ‘join the dots’, pulling each strategy together into a cohesive overall picture – an extremely complex task. Automation can cope easily with straightforward tasks such as prioritising a task list, so long as there is an algorithm or set of instructions to define its work. The problems start when priorities change and human emotions drive the prioritisation process. [Artificial Intelligence](https://ennisco.com/artificial-intelligence/ "Artificial Intelligence") does not possess consciousness or human experience. It cannot ‘think’ instinctively like a human and can only be programmed to perform tasks. It can assist with the analytical elements of the strategic process, with AI tools already available that can perform SWOT analysis by analysing data to identify relevant trends, opportunities and threats. But when it comes to evaluating this data to make strategic decisions, AI cannot draw on its ‘thinking’ to know what to prioritise. A human mind is required to take the strategy development to the next stage. Once a strategy has been developed, clear communication is essential to ensure that the overall vision and the complexities within it are conveyed to colleagues at all levels of the organisation. They need to understand the direction of travel and how it will impact them. This may give rise to questions, and being able to answer them and empathise with the individual concerns of colleagues is fundamental to the successful implementation of the strategy. If colleagues can see why they are being asked to do something, it becomes easier for them to be motivated to do it. Skills of persuasion and influence are therefore key when delivering new ideas across a business, and there may also be ethical issues that need to be considered when a new strategy is rolled out. If necessary, certain modifications may be required to address such concerns. This is beyond the ability of AI and requires a human touch. Although a strategy is a long-term plan, it is not set in stone. It is subject to changes in market conditions, business performance, and other factors outside the business’s control such as conflicts in supplier countries. These sorts of issues can be identified as risk factors by AI, and contingencies put in place, but there are also likely to be issues that it would miss. Things that have never happened before cannot be predicted by an AI system. Artificial Intelligence’s role in strategy is more geared towards supporting the creation of the plan through analysis and enhancing the delivery across the business with automated tools, including involvement in return-on-investment calculations to inform future planning. Working alongside critical thinkers and strategic decision-makers, Artificial Intelligence can perform a function as a facilitator, and this could be a good way to introduce automation and machine learning into a business from the very beginning, helping to develop the plan and then assisting the various departments to integrate it into everyday business practice. **Categories:** News **Tags:** AI, Artificial Intelligence, Strategy --- ### [We think that AI probably won’t steal your job – at least for now!](https://ennisco.com/we-think-that-ai-probably-wont-steal-your-job-at-least-for-now/) **Published:** November 27, 2023 **Author:** Comms Team **Content:** ### The World Economic Forum has estimated that [artificial intelligence](https://ennisco.com/artificial-intelligence/) will replace 85 million jobs by 2025.\* There’s no doubt that automation has improved the efficiency of the workplace. This has been the case since the Industrial Revolution and the introduction of weaving looms and printing presses. But with technology marching forward at ever faster paces, are humans becoming redundant in the workplace? A recent UK government white paper revealed that **AI contributed £3.7 billion to the UK economy in 2022** and Britain is now home to twice as many companies providing AI products and services than any other European country.\*\* The government has identified AI as one of 5 “critical technologies” to the UK’s Science and Technology Framework, designed to ensure that as a nation we remain among the most innovative economies in the world. With such focus on artificial intelligence, it is no surprise that there is considerable unease around how it may affect the workforce of the future. But our research suggests that it may not be as drastic as some headlines might suggest. If you are in a role that may become automated, then you can probably expect a very gradual transition, as trials of robotic assistance take place alongside humans. Success must be proven before such dramatic changes to the workplace are made, otherwise the business could be put at risk. But certain roles will undoubtedly become automated over time, and certain jobs we see being performed by a person will disappear. However, new roles will appear in the economy, and we have seen this happening with increasing frequency over the last 25 years. Mobile phone companies, web developers, social media agencies, online businesses – none of these existed until relatively recently. 60% of workers today are in jobs that didn’t exist in 1940, and certainly, in the UK we are seeing among the lowest levels of unemployment ever experienced. So, it’s not as bleak an outlook as some predict. ### AI can empower you in your role In the immediate future, our jobs can be enabled and empowered by AI, using tools that incorporate AI technology to make work more efficient, data more accurate and insights more accessible. This is already being seen in industries like logistics and manufacturing, as well as largely online spaces such as marketing and advertising. The World Economic Forum also predicts that 97 million new jobs in fields ranging from big data and machine learning to information security and digital marketing will be created as a direct result of need relating to the advancement of technology. At Ennis & Co., we’re constantly researching the automotive market and looking at the future of skills. We have taken a deep dive into some of the job roles that we believe will never be fully taken over by artificial intelligence, and throughout December we’ll be sharing some of what we believe to be “AI-proof” skills in automotive and related businesses. So, AI probably won’t steal your job…. at least for now! **Join the conversation, we’re interested to hear your thoughts!** \*[*https://www.weforum.org/press/2020/10/recession-and-automation-changes-our-future-of-work-but-there-are-jobs-coming-report-says-52c5162fce/*](https://www.weforum.org/press/2020/10/recession-and-automation-changes-our-future-of-work-but-there-are-jobs-coming-report-says-52c5162fce/) \*\*[*https://www.gov.uk/government/publications/ai-regulation-a-pro-innovation-approach/white-paper*](https://www.gov.uk/government/publications/ai-regulation-a-pro-innovation-approach/white-paper) **Categories:** News **Tags:** AI, Artificial Intelligence --- ### [Outplacement – a small price to pay to maintain your brand reputation amongst employees](https://ennisco.com/2015-11-25-outplacement-a-small-price-to-pay-to-maintain-your-brand-reputation-amongst-employees/) **Published:** November 25, 2015 **Author:** Comms Team **Content:** Outplacement may well not be at the forefront of many business minds right now. A high number of companies within the automotive industry are flourishing and unemployment is at its lowest rate in seven years. Despite one or two high-profile casualties in the sector, the mood in the market is generally buoyant for an industry that is going through some of the most radical changes we have seen. But the difficult reality is that there is always a case for reducing headcount somewhere within a business. Whether due to functional, Board or other restructures or regional downsizing, there will always be somebody who is exiting the business involuntarily. When these events occur it may not seem like the best possible time to work on your company’s legacy and brand, but, as with everything, there are always opportunities. [Outplacement](https://ennisco.com/outplacements/) assists in maintaining your brand reputation amongst employees, and can do a lot for the feelings and state of mind of people who are exiting the organisation. There is no questioning the importance of maintaining good relationships with ex-employees and a good outplacement programme is one of the best possible ways of doing this. Outplacement is a good way to ease someone’s exit from a business when they have been in it for a significant amount of time – and it is the right thing to do to help them transition. ### What is outplacement? In short, it’s a service utilised by organisations who are divesting staff and want to help those staff to progress through the challenging transitional period. Relevant services can include anything from assistance with compiling CVs and the provision of target lists of appropriate companies, to coaching, strategic introductions and assistance with personal marketing. Outplacement is used by good employers in any sector or industry; the armed forces in particular are known for their outplacement programmes. Outplacement services should be flexible depending on the level of support an individual needs – and this is turn is affected by the level of seniority they held in their role. A junior manager typically might need an introduction to the job board market, help with their CV, some guidance on marketing themselves and some target companies to approach. A more senior individual may not have been on the other side of the interview table for a very long time, and may require all this and more – interview coaching, production of a CV and professional profile, help with networking and advice on how to market themselves without recourse to the more faceless sphere of job boards and application forms – strategic networking can be very valuable at this level. Seniority tends to have an effect on the longevity of the service provided too, as the more senior professionals often require a longer period of support. The outplacement market has become fragmented in the last ten years or so, and with that has come a commoditisation of the service. This includes a proliferation of remote, desk-based services which are marketed as cheap (though not that cheap) and allow for a sort of “self-service” version of outplacement. There is a place for everything, and while I am sure there is a demand for this, for me, it misses the key point of the service which is about rebuilding an individual’s confidence – something I believe can happen only through face-to-face coaching and the support of ongoing human interaction. Senior professionals in particular need this, and I have witnessed people’s confidence returning as a result of the process on many occasions. It’s a fine thing to see and one of the most rewarding parts of our job. It’s a good idea to use an outplacement provider who has a strong knowledge of the end-user’s sector (or relevant and similar ones) because networking is an important part of outplacement activity. Experience of operating credibly at a senior level is also useful, especially when the service provider is acting as a career coach to senior individuals. Outplacement service providers are not accountable for getting people a job per se, although they are of course about maximising the chances of that happening. They are also about adding value and easing what can be a difficult transition. **Categories:** News **Tags:** automotive, AutomotiveIndustry, bespoke, executivesearch, industry, insights, Leadership, outplacement, service --- ### [Successful marketing needs a human touch](https://ennisco.com/successful-marketing-needs-a-human-touch/) **Published:** December 22, 2023 **Author:** Comms Team **Content:** **Marketers are the office multi-taskers. They need to be adept at a variety of skills, which can include everything from graphic design and copywriting to customer service, research and analytics. It’s the combination of marketing skills that enables them to produce creative, engaging campaigns.** It’s easy to see how [Artificial Intelligence](https://ennisco.com/artificial-intelligence/ "Artificial Intelligence") can be of benefit to a marketing team. By taking on some of the routine tasks, it allows more time for creative brainstorming sessions and strategy planning. Successful marketers are already leveraging AI to test ideas more quickly and gain insights beyond what has been possible before. But creativity is the key skill that a marketer needs – a very human quality that involves original thinking, connecting disparate ideas and generating new concepts. AI is not currently able to perform creative or innovative thinking. Instead, an AI tool follows rules. It can be taught how to vary word usage or how to use colour or creative techniques to present ‘art’, but it lacks the life experience, the world view and the passion that a human writer or artist can bring. Successful marketing – whether through overt or more subtle, subliminal messaging – is something than can stir human emotions to the point at which the consumer of that marketing feels compelled to take action. Emotional intelligence is therefore a crucial ingredient of marketing to help build an emotional connection with consumers. Building trust and strong relationships through an empathetic understanding of customers’ needs and responding to feedback is fundamental. Because it lacks emotional awareness and empathy, AI may find it impossible to form authentic connections, and the customers, knowing they are dealing with a machine rather than a human, will be less likely to invest in a relationship with a brand. AI cannot understand the human brain as another human can and lacks an understanding of how we, as humans, read between the lines and pick up subtle hints. Humans also have a natural ability to understand the cultural and social context in which marketing messages are delivered. Human marketers will adapt their communication style based on the differences in markets, regions, and demographics. AI may struggle to grasp the intricacies of cultural and contextual factors, and a marketing message that works well in one territory may fall flat or even offend elsewhere. Marketing decisions often involve ethical considerations and a deep understanding of cultural values. Humans are better equipped to navigate these complex ethical landscapes, taking into account the potential impact of marketing campaigns on various communities. As trends change and culture shifts, consumer behaviour will inevitably alter. Marketers must adapt to this, and humans are likely to outperform machines in this area since they can learn from experience and be agile and flexible. Given all the audience and market knowledge and emotional involvement required to produce marketing campaigns, it’s improbable that AI will entirely replace the role of a marketer. AI could go a long way towards transforming marketing roles and creating new ones, such as making AI the copywriter and the human the editor, but it won’t eliminate the need for the human touch. Human marketers have deep industry knowledge and the ability to connect with other humans in an empathetic way. They can turn AI insights into effective marketing strategies that resonate with their target audiences, and create inspiring content that calls their target market to action. They can certainly benefit from the automated technology that enables them to learn more about their audiences faster, but what they do with that information and how they present it to the world is best left to humans. **Categories:** News **Tags:** AI, Artificial Intelligence, marketing --- ### [The Untapped Workforce - Returners](https://ennisco.com/the-untapped-workforce-returners/) **Published:** January 29, 2024 **Author:** Comms Team **Content:** **The Untapped Workforce** In a tight skills market where competition for talent is high, businesses are looking further and wider to access the people they need to fill the gaps in their workforce. Fishing in other industries for transferable skills may seem an appealing option, but there’s already a queue of organisations chasing the same pool of people with the latest technical ability and knowledge. However, there is another source of talent you may not have considered. They’re hiding in plain sight and are frequently overlooked – the Untapped Workforce. This is a significant pool of jobseekers that could provide a source of talent to fill your skills gap, and it includes three distinct groups of people; the Returners, the Restarters, and the Reinvigorators. In our first blog we’re going to focus on The Returners; people ready to come back from a career break. \*\*\*\*\*\*\* **The Returners** There are a multitude of reasons why someone may take a career break. Commonly the one we think of first is parents returning from looking after their newborns, or returning to the workplace once the kids have started school. But there are also those who had a period of absence due to a long-term illness, those who remain in the workforce but have stepped into a lower-grade role, or those who changed industries or disciplines and are returning to their original vocation. Often, the break on their CV can be off-putting to hiring managers, who might believe that without recent industry experience or with skills they have not practised for some time, they would struggle to pick up a new role. However, there are many benefits to hiring from this group that you may not have considered. More mature candidates not only have previous workplace experience but also have experiences and skills that have developed as a result of facing life’s challenges, such as coping skills, resilience, financial management, prioritisation, and other practical skills that can make them a valuable asset in any work environment. Those who have raised their families will likely be settled in the area they want to remain in, with kids in school and will potentially be looking for a longer-term commitment than someone earlier in their career, who may not yet have decided exactly what they want to do. Someone who took a step down or changed industries may well have done so rather than face redundancy, or in order to fulfill a temporary personal obligation, and so will have always had in mind that they wanted to step back up again eventually and may have consequently kept themselves up to speed to make that transition smoother. Often, returners are actively searching the market, ready to start immediately with no notice period to serve. They are choosing to come back to the work environment, enthusiastic and keen. They could be a breath of fresh air in the right team. Those actively seeking to get back into the workplace often have been preparing themselves by updating skills and knowledge in their industry through research and short courses. With additional training from the hiring organisation, they could be just the asset the business needs. The right person is worth the training investment. A useful exercise for companies recruiting returners is ensuring interview tasks are set to gauge specific skill levels. Considerable thought should be given to these, as they could be the deciding factor between one candidate and another. When you take on a returner, the chances are you are putting your faith in someone who is truly excited about their new role, someone who is fresh and ready for a challenge. Enthusiasm and motivation are infectious, and can easily spread across your team, which can in turn raise productivity across the whole department. Don’t dismiss someone with a large gap in their CV, as they may have plenty to offer. **For more information on sourcing new pools of talent, [take a look at what our Intelligence team can offer](/intelligence "take a look at what our Intelligence team can offer").** **Categories:** News --- ### [The Untapped Workforce - Restarters](https://ennisco.com/the-untapped-workforce-restarters/) **Published:** February 28, 2024 **Author:** Comms Team **Content:** *In a tight skills market where competition for talent is high, businesses are looking further and wider to access the people they need to fill the gaps in their workforce.* *Fishing in other industries for transferable skills may seem an appealing option, but there’s already a queue of organisations chasing the same pool of people with the latest technical ability and knowledge.* *However, there is another source of talent you may not have considered. They’re hiding in plain sight and are frequently overlooked – the Untapped Workforce.* *This is a significant pool of jobseekers that could provide a source of talent to fill your skills gap, and it includes three distinct groups of people; [the Returners](https://ennisco.com/the-untapped-workforce-returners/ "The Untapped Workforce – Returners"), the Restarters, and the Reinvigorators.* In this second installment of our series, we look at a growing section of the workforce who have previously retired but are coming back to work. We’re calling them the Restarters. #### **Restarters** Employees in their 50s are increasingly leaving the workforce through early retirement. This has been growing each year since 2020, with an overall increase of 25% in the last decade. The Guardian newspaper asked their retiring readers for the reasons behind their decision. Many of them said that the pandemic had played a role. It was, for some, an opportunity to re-evaluate quality of life and time to assess priorities. But, nearly 4 years later, inflation and an uncertain economy is driving some of these people back to the workforce. With an increasingly ageing population, healthier than in previous generations, there are also those who retired at the first opportunity, but now feel they still have the energy and desire to work. We are now seeing a rise in what has been dubbed ‘unretirement’. #### **The Benefits of Hiring Restarters** Hiring someone with a long career history behind them can potentially bring a new perspective and dynamic to your teams. 40 years of experience in the workplace cannot be matched, especially if someone has been on the same career path throughout their working life. Whether or not they worked their way up from a junior role, or graduated straight into management, they will have years of knowing what has worked for them before and what has not. They are less likely to make a mistake because they’ve probably seen it made before. Not only that, but a career in the industry will have provided them with a network of contacts and suppliers they trust. At this stage in a restarter’s career, it’s unlikely they’ll be looking for progression. They probably won’t be searching the market for better offers, either. They’re more likely to be reliable and constant in the role they return to, and will stay with you until they are ready to retire again. Keeping an open, honest discourse with them about their thoughts on retirement will give you as an employer plenty of time to plan for their eventual replacement. These people have opted to return to the workplace. Not only are they choosing to work, they also know what they want and have probably cherry-picked the role(s) that interest them. Work ethic, therefore, is likely to be good. Lastly, while a restarter may not want to take on a senior role, they are still in a position to provide leadership skills, even in an informal way, to younger members of the team. Nurturing younger people is something they may have significant experience of, both professionally and privately, and will have lots of advice and encouragement to offer. Colleagues are less likely to see them as direct competitors for higher roles, so they can help with team building and cohesion. #### **What businesses are doing to encourage Restarters** Businesses are already reaping the benefits of hiring previously retired colleagues, and others are following suit by making their companies fit to meet the needs of this experienced generation. Almost a quarter of John Lewis’s workforce is now aged over 56. The organisation allows employees to work flexibly on reduced hours around caring responsibilities. Travel and insurance firm Saga has a Grandparents’ Leave policy, allowing employees a week of paid leave to celebrate the birth of a grandchild. #### In automotive Halfords announced in 2022 that they were launching a recruitment drive for 1,000 new technicians, stating: “In particular, we are hoping to attract retirees back into the workforce, as well as increasing the number of women in technician roles.” They called this their Retyrement Plan, providing greater flexibility in roles, including part-time working, providing opportunities for older people to complete apprenticeships, of which they were able to take on an apprentice in his seventies, and establishing a training academy focussing on digital skills. Creating incentive packages for older workers, with benefits focussed around healthcare and pensions, and the opportunity to continue learning with reskilling and upskilling opportunities for anyone who may have been out of the workforce for a few years, could be tempting when returners are considering their options. Flexible working options, such as those mentioned in the examples above, and opportunities for hybrid and remote could widen the talent pool further. With consideration for the needs of older workers, there’s no reason why you can’t lure some very talented individuals out of retirement to add value to your business. **For more information on sourcing new pools of talent, [take a look at what our Intelligence team can offer](/intelligence).** **Categories:** News --- ### [Why choose Executive Search?](https://ennisco.com/why-choose-executive-search/) **Published:** February 13, 2024 **Author:** Comms Team **Content:** **The automotive skills gap is doubling every five years. A shrinking labour market and intense competition at all levels of seniority in the industry – not just in the UK but across the world, has led to significant shortages across the industry.** At Ennis & Co Group, we have spent 15 years finding amazing people to work for amazing organisations, with a focus on attracting skilled executive talent for crucial strategic roles in the automotive and mobility industry. We understand the challenges of finding the right senior leadership for our clients in the current market landscape. We provide our [Executive Search services](https://ennisco.com/executive-search/ "Executive Search") for roles from Heads of Department up to and including the C-suite level. But the term Executive Search itself is sometimes misunderstood, and we do occasionally get asked “So what is it you actually do?” ### **What is Executive Search?** We operate differently from traditional recruitment organisations you may have done business with before. We don’t have a long list of open vacancies and we don’t collect CVs to match up with relevant roles. In a retained search, we are contracted exclusively by our clients to conduct a thorough, targeted search for qualified candidates. It is only when we fully understand the role that we begin to look for candidates to fill it. Because we are retained exclusively for the search, we can dedicate our time, attention and resources to the assignment. Our team of experienced researchers works closely with the client throughout the hiring process. We keep searching until we find the perfect fit for your role. ### **Why choose us for Executive Search?** If, as a hiring company, you have experienced paying to list a job advertisement and then being disappointed with the level and quality of applicants to the position, then you understand how slow and frustrating the process can be, and how you can effectively be losing revenue while you wait for that vital position in your business to be filled. ### **We work for you** When we take on a client, we focus on the needs of their business and the skills required to fill the role. With almost 15 years of executive search and candidate market insight, we have built a network that is hard to rival, making deep connections in the industry and building automotive and mobility industry intelligence. Our expert in-house researchers are complemented by a team of global associates, who together have experience at all levels and across all sectors of the industry. > *“Having worked on a wide range of global roles for our organisation that are often extremely intricate, nothing is too complicated for Ennis & Co due to their wealth of industry knowledge.”* > > **Chief Executive Officer, Luxury OEM** --- Our understanding of the automotive world sets us apart from the rest. With our ears to the ground, we know what is happening within the companies in our industry and we can engage and truly understand the challenges you face and use our extensive network and data to provide the best candidate for your organisation. We keep up to date by connecting ourselves to industry groups, attending events and supporting awards, along with our constant communication with clients and candidates. > *“what has always struck me about \[the Ennis & Co team’s\] approach , is not only their breadth of knowledge of the automotive industry – yet their commitment to understanding both candidate and client needs wholeheartedly.”* > > ***Regional Director UK & Europe, UK OEM (Motorcycle)*** --- Our excellent communication with clients and candidates is something we take pride in. Clients can expect regular check-ins and updates throughout our executive search process as well as candidate support once a placement is made. > *“Ennis & Co certainly delivered on finding us an integral candidate for the NSC, where we found the entire process, as always, extremely professional, highly communicative, and robust.”* > > ***UK Group Managing Director and Senior Vice President, Global OEM*** --- Each of our assignments takes on average eight weeks. With our ability to work around busy schedules and in a fast-paced environment, we can deliver under pressure without compromising the quality of our searches. The speed of our service is made possible by our agile approach to working. We are an office-based, close-knit team that can pull together when needed to get an urgent assignment over the line. > *“Ennis & Co took an extremely complex brief and delivered incredible results for us with a very tight turnaround time.”* > > ***President Asia Pacific PTE, Luxury Automotive OEM*** --- ### **Giving you extra** Our in-house researchers take the time to find the best candidate for your organisation and while doing so find valuable data for the future of your business. This is provided in addition to the search and can include extensive long lists and benchmarking data. We are in a position where, with our close connections to our clients, we can really sell a company to candidates because we know the culture, the people, and the history of the brands we work with. This is especially important when sourcing talent from other industries, who are less likely to have considered an automotive brand before. Our founder, Lynda Ennis, set out to create a business that did things differently, and we believe that we have created a company that does just that. We’re not necessarily unique in truly caring about our clients and candidates. Still, we do create relationships and connections that transcend business and we have built something that brings clients back time after time. #### **If we sound like the team that could find you your next senior leader**: [talk to us today](https://ennisco.com/contact/) **Categories:** News **Tags:** automotive, executivesearch --- ### [The Agency Model](https://ennisco.com/the-agency-model/) **Published:** February 3, 2023 **Author:** Comms Team **Content:** ![Lynda Ennis and Andy Goss agency model article](https://ennisco.com/wp-content/uploads/2023/02/website-photos.png)--- **After a highly successful career on both the OEM and retail sides of the automotive industry, Andy Goss, a renowned and experienced Automotive Executive, has a unique perspective on the agency model being rolled out to replace the traditional franchise dealer system. In a conversation with Lynda Ennis, Andy discusses the core ingredients that are required for the model to be successful.** **LYNDA ENNIS:** At the start of January 2023, **Mercedes-Benz** became the first car brand in the UK to switch to the agency model, with **Volvo** expected to follow the same path by the middle of the year. They join **Polestar, Genesis and Tesla** in offering a direct-to-consumer approach with the aim of delivering efficiencies in the sales process, increasing customer satisfaction and reducing distribution costs. The switch to agency has implications for both the brand owner and the retailer, so who better to provide insight than someone who has worked for both vehicle manufacturers and a leading plc retailer? Andy, it’s a hot topic this year, with a lot of discussion and comment, not all of which is positive. **ANDY GOSS:** Yes, that’s true, but now is not the time to be overly negative or destructive about it. Time will tell whether this radical move is in the interests of consumers and retailers and I know substantial doubts remain across the industry. However, the situation is that with Mercedes-Benz having already pressed the button and other brands waiting in the wings, the agency model is now a reality that needs to work as well as it can. In a market that is already very tough with significant headwinds, the alternative will be significant disruption that nobody can afford. Having worked for OEMs for 38 years and a retail group for the last five years, I can see the key issues from both sides of the fence and will try to provide a balanced and constructive insight into how things will unfold. With that in mind, I have identified five ‘fundamentals’ that need to be resolved if the model is to prove workable and successful. There are more challenges than these five admittedly, but these are, for sure, key to success. **Culture:** OEMs have always prided themselves on long-term planning – not just for the next budget year but through business plans that look three years and five years ahead. For many this a core strength. Why is this so necessary? Because it takes three years to develop a car, which is then in the marketplace for seven years. With around £800million CapEx to develop a product, you need to be sure you get the forecast numbers right. The planning culture is built around trying to eliminate mistakes on a long-term timescale and achieving the assumed volumes which were laid down in each product programme and committed to. Consequently, the decision-making process is thorough but at times lengthy. The world of retailing is the opposite of this. Selling vehicles is all about immediacy because you are facing the consumer directly. If you do not resolve a problem straight away, the problem can grow legs and run all over the place, creating a dissatisfied customer unless you act promptly and with care. Under the agency model, the OEM, or its national sales company (NSC), takes over the retailer’s responsibility for not just demand creation but also key aspects of the fulfilment of that demand – certainly, price – and yet I see little evidence that brands really appreciate the immediacy that this requires. A huge cultural shift needs to take place to understand what is happening hour by hour rather than, at best, month by month or quarter by quarter. The cultural shift to achieve this simply cannot be underestimated. It will test both people and processes significantly. **Skill sets:** The NSCs have always been responsible for positioning and controlling the brand. They employ brand marketeers to deliver long-term campaigns that stimulate demand at the very top of the sales funnel. It’s a key role, creating intrigue and desire. However, in retailing, you also need operational marketeers who understand in detail the customer journey and who are skilled in marketing interventions at all stages of the sales funnel. If you are not selling enough of a certain product in a certain week, you need people who understand why you are not achieving the sale rate and have processes in place to make quick decisions to put things right. The challenge facing NSCs is that even under the franchise system, the sales funnel has never been a totally joined-up process, with a disconnect between the NSCs’ high-level brand and product marketing and the operational marketing and enquiry management process taking place in the retailers. True transparency of the sales funnel has seldom been achieved. Worryingly, I am not aware of brands taking sufficient steps to plug this key skills gap in their organisation by recruiting operational marketeers from both outside and inside the industry. If some brands are at least aware of the skills requirement, then they need to accelerate because these people need to be in place well before they go live with the agency model. They really need to understand the total customer journey, in practice and in terms of the important nuances that retailers face when facing prospective buyers. Resolving this will be critical. It will be a key success factor. **Organisational structure:** Hand in hand with the new skills requirements is the need for a new organisational structure within the OEMs/ NSCs to deal with their changing roles and responsibilities under the agency model. In the new world, OEMs and their NSCs will be responsible not just for brand management but for actual sales and hitting targets, which will require an organisational structure that is fit for purpose. Over the past six or seven years, I have observed a culture of command and control in terms of the relationships between OEM headquarters and their NSC, with the NSCs working as implementation bodies rather than having the necessary latitude to make their own decisions. This has to change. With the focus now on customers and demand fulfilment, OEMs will need to empower their NSCs to increasingly look downstream at the consumer rather than upstream at the OEM decision-making process if they are going to get this right. > *“In the new world, OEMs and their NSCs will be responsible not just for brand management but for actual sales and hitting targets, which will require an organisational structure that is fit for purpose.*“ > > **Andy Goss** Under agency, the OEMs will effectively need to turn themselves upside down because suddenly they are going to be B2C businesses, not just B2B – or at least a hybrid of the two. Of course, while new structures and skills will be required, other traditional OEM functions will become somewhat obsolete. There will, for example, no longer be any need for the historic field teams, and the old audit mentality will have to be jettisoned. If you are responsible for brand management, demand creation, stock and the transaction price, you simply have to think differently. **Stock planning:** Under the franchise system, the retailers have been the buffer between manufacturing and the consumer in terms of stock planning. Put simply, if a customer wanted a blue Ford Focus with certain specifications and the retailer sees that the required model will not be available for four months, they could show the customer cars with a shorter lead time that could be similarly appealing which were in their actual pipeline. The retailer could massage the sale so that the customer is still happy with a car that is going to be built, but that supply buffer disappears in the current format under the agency model. The buffer is especially important in the premium segment, with a Range Rover, for example, offering as many as 200 different options, all of which were material to the business case for the product being developed in the first place because the margins are so significant. Without a retailer helping to negotiate the sale price of those options, keeping a strong penetration level, the manufacturer is likely to be left with a disconnect. In terms of stock planning, yes there are artificial intelligence tools and machine learning to help the OEMs predict what the supply should be but, believe me, it is not easy. Without the negotiating skill of the retailers to consult and steer customers in a certain direction, OEMs will need super flexible production processes to build the cars customers want, which means getting their people in manufacturing, engineering, the unions and the supply chain to accept such flexibility. From experience, that is incredibly difficult. Nobody enjoys telling the manufacturing team to alter the line rate, which, in any case, is never simple to achieve. The importance of the retailer as the buffer has been camouflaged recently by COVID, while the semiconductor problem has led to huge lead times. But in 2024, supply will once again be bigger than demand in all likelihood, which means OEMs will have to be very canny in terms of stock planning. As an OEM, you will not want to be left with excess stock because you can no longer push it out to a retailer under the agency model in the traditional manner. You will be carrying it in your own inventory, so the challenge will be to match your production with the market. Believe me, the internal pressure from finance departments and manufacturing colleagues will be immense. **Profitability:** In any industry, unless your partners are making profits, the customer experience is going to suffer. As a general rule, there is no taste in nothing, as one of my old bosses was always keen to point out to me. Under the franchise system, premium brands and their retailers have been able to offer premium customer service because there has been enough profitability to allow the overheads to rise to look after the consumer and go the extra mile. It has worked for all concerned. In the agency world, retailers will be on radically reduced margins and are no longer responsible for targets in reality. If you are not responsible for demand creation, stock, pipeline and, importantly, transaction price, then your ability to influence the sale has reduced dramatically, which does not bode well for customers. If your profit pool is smaller, you have to search for cost cuts, and your second biggest cost is probably labour. Unless the move from franchise to the agency model is profit neutral for retailers (and I cannot see that happening at the moment), then the quality of the customer experience is bound to be affected. The comments from many of the brands, so far, has been to commit to a strategy where retailer profitability is not existentially diminished. I sincerely hope this is how it plays out. If all this sounds like the kind of negative criticism that I said was inappropriate at the start of my comments, it is offered in the spirit of constructive debate. All five of my fundamentals are intended to signpost the way forward for OEMs and their NSCs if the agency model is to have a viable and long-term future. The bottom line is that to ensure success things will need to change, and they need to change quickly. It is important for all concerned. **LYNDA ENNIS:** Two of the five fundamentals you talked about, Andy, are ‘skill sets’ and ‘organisational structure’. It is quite remarkable that in the conversations going on around agency within the industry, there is so little discussion about the people needed to deliver this change. As we highlighted last year in our ‘[Skills Evolution: Roadmap 2025](https://ennisco.com/business-leaders-warn-of-acute-skills-shortage-across-automotive-and-mobility-sector/)’ report, there is already a major skills shortage in the current structure, with a projected global shortfall of 2.3 million people by 2025. As you say, the transition to agency will require a shift of knowledge and expertise from retailer to OEM, not just in marketing, but also IT, customer service and operational sales management, yet there is little evidence that this is happening at the scale or pace which would be expected for the brands who have signalled their intention to switch. In a passive market, where 80% of employees say they are happy to stay in their current roles, OEMs will need to move quickly and decisively to offer opportunities that are attractive to the talented individuals needed to make agency work. > “*There is already a major skills shortage in the current structure, with a projected global shortfall of 2.3 million people by 2025.*“ > > **Lynda Ennis** The next few months will be critical for brands and retailers making the transition to the agency model. Thank you for sharing your thoughts on the road ahead. [**Keep up to date with the brands adopting agency agreements here**](https://www.auto-retail.co.uk/agenda/which-car-brands-are-adopting-agency-agreements/ "Keep up to date with the brands adopting agency agreements here") [The-Agency-Model-Article\_Feb03.2023](https://ennisco.com/wp-content/uploads/2023/02/The-Agency-Model-Article_Feb03.2023.pdf)[Download](https://ennisco.com/wp-content/uploads/2023/02/The-Agency-Model-Article_Feb03.2023.pdf) **Categories:** News **Tags:** agency model, andy goss, ennis & co --- ### [Meet the former Innocent Drinks board member who’s helping retailers and brands transform the menopause market](https://ennisco.com/meet-the-former-innocent-drinks-board-member-whos-helping-retailers-and-brands-transform-the-menopause-market/) **Published:** April 9, 2024 **Author:** Lynda Ennis **Content:** **During [DE&I research](https://ennisco.com/diversityinclusion/ "Diversity & Inclusion") into what businesses are doing to support menopausal women in their workforce, I recently connected with a remarkable woman whose company is driving a transformation of the menopause consumer market.** Her name is **Sam Simister,** a 58-year-old business high-flyer who left her position as a Board Director at Innocent Drinks a few years ago to co-found GenM. Through the development of its menopause-friendly symbol – the [MTick](https://gen-m.com/#mtick "MTick") – the company is helping many leading consumer brands to signpost products that ease the various symptoms, physical and psychological, of perimenopause and menopause. If only the MTick had been around when I was experiencing some of those symptoms myself and, unable to take HRT, had no access to products to alleviate them. **The menopause has historically been a taboo subject, but the work of GenM is changing the narrative.** Sam and her co-founder have big ambitions for the company in terms of global expansion and possibly extending the MTick to services in addition to consumer products. I see a lot of potential in the services route, and am already thinking about how Ennis & Co, as an automotive executive search business, can work with GenM to support menopausal candidates for senior roles. Sam is very open to new ideas and, to help spread the word, here are some of the topics we discussed during a visit to our offices recently about the thinking behind GenM and her vision for the future. **LYNDA ENNIS: Sam, what was the motivation behind leaving your successful career at Innocent Drinks to establish GenM?** **SAM SIMISTER:** From 2013, I was on the board of Innocent and heading up our international expansion in Japan and China, which involved spending a lot of time on a plane. Then one day, in 2016, I had what turned out to be a nasty panic attack whereby I couldn’t leave the house. My husband was worried because he didn’t recognise me. It wasn’t just that. I noticed that I was off my game. **I wasn’t performing well at work and was struggling with all sorts of things.** My memory was poor and I was having dreadful night sweats. What I didn’t realise at the time was that I was that perimenopausal, and I was woefully unprepared. I was very lucky to have a wonderful CEO, and we adapted my role so that I could get my mojo back and still be retained in the business. But it got me thinking and it got me researching, and it got me looking for products that could support quite a few of the symptoms that were just naturally occurring through changes to hormones. **There was very little medical advice and very little product, and I started to get really fed up because I knew this was a natural transition. It wasn’t a life choice.** Around that time, I bumped into a good friend of mine, Heather Jackson, who I’d known through business, and she was having an even tougher time than I was. So, we decided that we would do something about it. But we couldn’t just run off into the sunset like Thelma and Louise. No-one would take us seriously. So, we commissioned a piece of research in 2020, which we called the **Invisibility Report,** to survey 2,000 women in midlife and amplify their voices. The stats were extraordinary and gave us the confidence to launch GenM. **LYNDA ENNIS: Can you explain what GenM does and how it has developed since the company was launched in 2021? **SAM SIMISTER**: **GenM is the menopause partner of brands.** We exist to ignite brands and organisations to recognise that an audience of 15.5 million menopausal women in the UK and a billion globally are going through a natural transition and are telling society they want more support. We launched with an open letter to The Guardian and, **in six months, we had over 40 brands on board what we call the GenM Collective, including Marks & Spencer, Next, Boots, Holland & Barrett** and a whole bunch of brilliant challenger brands, all of whom had been started by women because they couldn’t find products to support, ease or relieve their symptoms. It was quite an interesting mix. We realised we really had something here, but what to do with it? Working with a brilliant agency in Leeds who helped with the business to business strategy, we were laying down the tracks as we were driving the train, but we went from strength to strength to strength. One of things we decided to do was to put the research back out into field every year so we could be objective, and it was this insight that really drove the business. Today, we’re two and a half years old, and we’ve got over 100 brands on board, including all the big grocers, and we’re just about to launch in the US. Our business model is a collective of responsible brands and organisations who, predominantly, offer products that can support or relieve one or more of the symptoms. **We launched the MTick symbol in 2022, and brands have to prove they can meet the criteria,** which we defined with the Boots legal team and pharmaceutical team. If the brands meet the criteria, we give them the symbol and they deploy it. The retailers are now coming on board to deliver our vision, which is **a menopause aisle in store and online.** So, if you’re a woman looking for a product, you haven’t got to surf the internet for hours. You can go to a designated space and there’s an aisle that has product with the MTick that you can search, source and shop. **LYNDA ENNIS: What are the symptoms and signs of the menopause that GenM is addressing?** **SAM SIMISTER:** Working with the Boots pharmaceutical and legal teams and two medics that are part of the GenM Collective, we have identified **48 known physical, psychological and credible symptoms and signs of the menopause.** According to the data gathered by our first Invisibility Report, the most well known are **hot flushes and mood swings, followed by brain fog or memory loss, insomnia, night sweats and weight gain.** Interestingly, 51% of the 2,000 women surveyed could name only three symptoms, which highlights the need for better information to support women through the menopause. **LYNDA ENNIS:** **What criteria do products have to meet to qualify for an MTick?** **SAM SIMISTER:** We have four sets of criteria, and the product needs to meet one of them rather than all of them. One is that the product is backed by authorised medicinal, cosmetic or health claims, while another is that the product has been tried and tested by menopausal women in clinical user trials that evidence a benefit for a symptom or sign. A third criteria is that the product has verified technology or functionality to support a symptom or sign, a good example being sweat-wicking textile technology for garments or bedding materials. The last criteria is Trustpilot, which provides testimony from a large community that a product works for a particular symptom. **LYNDA ENNIS:** **Given that you are revisiting your field research on a yearly basis, have you noticed any movement of the needle in terms of menopause awareness and access to menopause-friendly products? And what are the opportunities for brands to cater for this market.** **SAM SIMISTER:** Over the last three years, we have seen women becoming more aware of the terms perimenopause and menopause. Unfortunately, the needle hasn’t moved on the number of women who can name more than three to five symptoms, and so it is all the usual, well-known symptoms that are being called out. The lived experience has really stood still. Each year we look at stats around how a woman feels. Does she still feel invisible? Does she still feel overlooked? Can she still find access to medical support products to support her symptoms? That stat has not moved at all. Our hypothesis is that awareness is improving and conversations are happening. It doesn’t matter whether you look through the celebrity lens, the commercial lens, the medical lens or the political lens, the topic of menopause is everywhere. But what happens is that when a woman realises that she might be going through the menopause, the solutions to support her just aren’t there. **While 51% of women use HRT, the other 49% want a more holistic, natural playing field to find products to ease their symptoms.** Brands have a huge responsibility to serve this market. They not only employ the majority of this audience, their customers are the majority of this audience. That is why I think there is such engagement with the MTick symbol. The menopause market is growing enormously, with Forbes projecting it will be worth $600 billion globally by 2030. Tesco know this, having seen it in their Dunnhumby data, and it’s why they jumped at this opportunity. There are 21 million households with a Tesco Clubcard, and they see this audience really demanding support. This audience has got the money to spend and it’s very discerning. It wants the want the product and it wants the signposting. **LYNDA ENNIS: Do you think there is a potential in extending GenM’s remit to services as well as consumer products?** **SAM SIMISTER:** I would like there to be an MTick for services. We’ve got the MTick for product and we have the criteria. Services are different, though, and as I sit here now, I don’t have the experience to build the criteria for services. I know this is an area that you are very keen to explore, Lynda. Using the example of your automotive executive search business, one of the changes that happens to a lot of women during their perimenopausal and menopausal years is a drop in confidence levels, and so for a woman looking to take her next career step, there is an opportunity there to provide support as a menopause-friendly business to help rebuild that confidence and set her up for success. In such a scenario, it would have to be the case that the company where the woman was being placed would have to continue with that support and join the dots. In other words, it would be about creating a more holistic ecosystem whereby, in a male-dominated industry such as automotive, women would feel more comfortable joining a company knowing that they would have the support they needed. The stats tell us that that this kind of support just isn’t there in the workplace, and in certain sectors such as legal and financial, women simply can’t have conversations about their symptoms because the menopause is still a taboo subject. **LYNDA ENNIS: Thank you, Sam, for sharing your story and your insights about the menopause market. As a final question, what are your hopes for GenM or the next five years?** **SAM SIMISTER: The vision is that the MTick will be a global globally recognised sign** – a bit like the vegan V, if you like, but bigger. We want brands to really get behind this to educate, raise awareness but, most importantly, to get behind the symbol. We are going out for investment, so we will have significant funds at the end of the year to do an above-the-line marketing campaign because we now recognise that, in our third year, we need to bring the consumer into the conversation. Brands are getting it, but the consumer needs to know more about the MTick and to understand it. So it’s really very simple. In five years’ time, **we just want this symbol to be really recognised for sourcing and shopping for products**. If I can, I would love to extend it out to services, whether it is an executive recruitment business or insurance for women. We just need to think about what the criteria will be for an MTick for services. We’re also taking the company global. We’re launching in the US this year, and we hope to then take it out to other progressive regions that are ready to normalise this conversation. **With a billion menopausal women worldwide**, the numbers are just so big, and it’s a market that will always be there. **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion --- ### [Why hiring from outside your industry can bring added benefits](https://ennisco.com/why-hiring-from-outside-your-industry-can-bring-added-benefits/) **Published:** April 9, 2024 **Author:** Comms Team **Content:** **Hiring candidates with industry knowledge is often a safe bet. They know the landscape and have often worked with the systems and processes you use in their previous roles. This gives them a head start to add value to your organisation. Industry terminology is already understood, and they may bring along a valuable network of trusted suppliers and industry connections that can’t be matched.** New entrants to the automotive industry will need time to familiarise themselves with their new terrain, while adapting their experience to the new environment. That said, hiring candidates outside your industry can provide a wealth of innovative ideas and perspectives. ### **New approaches** Fresh, creative ideas that work in other industry settings may be adaptable to automotive. Digital skills are increasingly required in automotive and mobility, and the information technology and retail sectors may provide a source of talent, up-to-date knowledge and bring innovation to your business. A growing business constantly reviews its processes and ways of working and optimises for better results. One way to do this is to bring new thinking into your company. If there’s recently been a lot of change in your business, newcomers are likely to be open to new ways of working and can even act as motivators for existing colleagues struggling with change. With a fresh perspective, their mindset is receptive to change. They have chosen this move, so they are excellent potential advocates for a new structure or process. They will also ask questions an industry insider might be embarrassed to ask. If a complex new topic is hard for everyone to grasp, your new hire may have more confidence to put up their hand and ask for an explanation. Candidates will still bring transferable skills from other business sectors, including communication, leadership, and problem-solving. You have access to a wider talent pool, so there is a good chance of finding someone with well-developed skills in these areas, comparable to or perhaps even better than you might find within our industry. ### **An Ennis & Co success story** One of our clients, a well-known vehicle brand, was looking for an Online Business Director to take ownership of launching, managing and growing their online products and business. The brand knew that they needed an individual with significant commercial experience to meet their requirements. They needed to build a high-performing team, fit the global product and offer to the needs of the market and develop operational processes to achieve market leading customer satisfaction. Individuals with experience in developing and implementing an omni-channel online business were the focus of our brief. The company considered candidates from both inside and outside automotive across a range of online and hybrid online/physical retail brands. While the shortlisted candidates from within automotive had the experience within the industry, we found that they tended to have less commercial focused experience, limited financial management and a lack of experience with omni-channel. From an extensive initial list, the eventual candidate hired into the role came from a large retail chain. This individual had key experience in dealing with online retail during the pandemic and partnering with major international technology brands for product launches. They possessed strong experience in the bricks-and-mortar business model through to online retail and clearly understood how to develop new market opportunities. The successful candidate is still with the company several years on and has since been internally promoted. Don’t underestimate the value of potential when looking outside of your industry. Candidates with the right attitude and willingness to learn can develop into valuable assets. You may have an idea of the perfect candidate, but they very rarely exist. Look beyond your ideal match and consider the growth potential that an individual may bring to your business. ### Want to look further afield but not sure where to start? [Contact our Executive Search team](https://ennisco.com/executive-search/ "Executive Search"). **Categories:** News **Tags:** executivesearch, industry, insights --- ### [How do you recruit a team for an automotive startup?](https://ennisco.com/how-do-you-recruit-a-team-for-an-automotive-startup/) **Published:** March 27, 2024 **Author:** Comms Team **Content:** ## **Invest in your top talent** Once you have the financials in place to get your idea off the ground, your team is the next critical step towards success. But where do you start? Two important considerations before making any hiring decisions are working out the types of skills you need and when you need them. People will typically be the biggest cost to your business, and the need to preserve cash until the business starts generating revenue should focus your thinking on the skills that you need and the order they should be brought on board and that can be daunting in itself. While technical expertise is crucial, a balance of soft skills is required in a small team to develop a successful organisation. Communication, flexibility, mentoring and leadership skills will be needed to help your business flourish. You’ll also want to build the foundations for a strong company culture. Diversity brings perspectives from different walks of life and includes different ways of thinking. Diversity of all kinds always brings the best results, when business can be looked at from all angles. It is better to have a smaller, high-performing team than a larger team with average colleagues. Take your time to find the right people, who fit within your brand ethos and have a real passion to build the business. Sourcing suitable candidates may well be the lengthiest part of the process. You can tap into your personal networks, set up a stall at a local job fair or simply pay to advertise, but in each case, you could be missing out on the best talent because these talent pools are just too shallow. Working with an expert search organisation is the key to finding the right people, especially critical at senior level. We specialise in sourcing skilled executive talent for senior strategic roles in the automotive and mobility industry. With 15 years of experience finding amazing people for amazing brands, we’ve become adept at discovering just what it is an organisation needs, where the skills gaps lie, and where best to look for that experience in the market. #### Why not [have a chat with us](https://ennisco.com/contact/ "Contact") and see how we can help? **Categories:** News **Tags:** investment --- ### [The Untapped Workforce - Reinvigorators](https://ennisco.com/the-untapped-workforce-reinvigorators/) **Published:** March 22, 2024 **Author:** Comms Team **Content:** In a tight skills market where competition for talent is high, smart businesses are looking further and wider to access the people they need to fill the gaps in their workforce. There’s merit in searching other industries for key transferable skills, however, you will likely find similar issues there – organisations are fighting for the same small pool of people with the latest technical ability and knowledge. While companies fight over potential new hires, there’s another source of talent you may not have considered. Something we’re calling the untapped workforce. We’ve identified three key groups of job seekers who could provide a source of talent to fill your skills gap. #### **For this, the third in our series, we’re discussing a group we’re calling the Reinvigorators, comprising people who are neurodivergent.** The term Neurodivergence first emerged in the late 1990s when used by Australian sociologist Judy Singer. It covers a range of differences in the way the brain processes information. We will be focussing on three of these differences in this article: Autism Spectrum Disorder (ASD) Attention Deficit Hyperactivity Disorder (ADHD) and Dyslexia. All three of these differences have in the past been labelled as conditions, or disabilities, and research by Birkbeck, University of London’s Centre for Neurodiversity Research at Work found that 65 per cent of neurodivergent employees fear discrimination from management. A study into Neurodiversity at work was published by Psychologist Dr Nancy Doyle in 2020. Part of this study revealed estimations on the prevalence of Neurodivergence in the global population, concluding that 5% of the global population have ADHD, between 1 and 1.6% have ASD and 10% are Dyslexic. ### **Neurodivergent Qualities** Highlighting the skills and natural abilities the Reinvigorators can bring to the workplace. Individuals with ASD often present great observation skills, good monitoring and data analysis. Their work will likely be evidence-based and they are usually very down-to-earth colleagues. Often very focussed and dedicated to their work, well organised and logical. Many people believe that Albert Einstein displayed autistic traits throughout his lifetime, beginning with being non-verbal as a young child, and often became so absorbed in his work that he would forget to eat. ADHD colleagues are more likely to lead with emotion, be very imaginative and can be very flexible when it comes to changing schedules, approaches to work, etc. They will often be spontaneous and not afraid to try unconventional ways to find solutions to problems off the cuff. Olympic medal-winning swimmer Michael Phelps was told as a child that he wouldn’t be able to succeed at anything in life. 23 Olympic gold medals later, he attributes his drive for success at least in part to his ADHD. Dyslexic employees are natural visualisers, adept at seeing how things fit together, literally or conceptually, e.g. product parts, or customer journeys. They tend to be excellent communicators and creatives, good at spotting patterns and making connections. Henry Ford was dyslexic, and a brilliant engineer. He is known to have repeated actions over and over until they became second nature to him. This method of learning helped him to excel. ### **How to adapt** There are challenges, and some adjustments may be required for effective working, but in most cases for neurodivergence, they are fairly easy to accommodate. The essential foundation is a company culture where every voice is welcomed and heard. To facilitate this, leadership programmes should include a piece on supporting neurodivergence in the workplace, and other colleagues should be given tools to understand neurodiversity, such as a resource bank of materials and online sources for all employees, enabling them to self-educate, or for those companies with learning platforms, integrating an awareness course. #### **Recruitment processes** In order to ensure that neurodivergent individuals are given access to suitable roles, often there will be a need to reconsidering of the internal hiring process to include any additional support they may need. Some large corporations have already developed these. Microsoft have created a Neurodiversity Hiring Program; an extended interview process that focuses on workability, interview preparation, and skill assessment, allowing candidates the opportunity to showcase their unique talents. Once onboarded, the flexibility for job personalisation may enable colleagues to– specialist roles in the area where the employee is most comfortable, e.g. Data processing, graphic design, report writing etc. #### **The Work Environment** Reducing sensory distractions not only benefits ASD colleagues but can also benefit the entire workforce. By allowing flexible working patterns, use of private meeting rooms, rearranging shared workspaces and equipment like noise-cancelling headphones, this can aid focus. Assistive technology like text-to-speech software, mind mapping software, planning and memory software again could benefit everyone. #### **Colleague support** Additional feedback time with line managers and increased clarity in instructions, policies and explanations of company jargon can help neurodivergent employees to feel more secure. Peer mentoring, employee assistance programmes, mental health first aiders or access to other forms of support through health benefits will also be valuable tools. #### **Training** Adjustments to training provision, including sending materials in advance or providing supplemental training where required. Shifting to face to face training, or online videos can reduce the reading requirements for those with dyslexia, and make learning more engaging for colleagues in general. Customised additional literacy training based on the requirements of the role would be advantageous, as this would give an opportunity to embed organisational style guidelines across the company. Other coaching could be offered in areas such as planning, prioritisation and organisational skills. In a modern progressive society, we should no longer see neuro differences as a detriment, or something to be pitied. With the advent of media champions for neurodiversity, and the diagnosis disclosures of many celebrities and high-profile figures, the tide is turning, and these once so-called “conditions” are now being celebrated as superpowers. Reinvigorators can bring new ideas and perspectives, ways of approaching tasks and finding solutions. With the right person in the right role, great things can be achieved. #### **[Find out how our Intelligence Services can help with widening your talent pool](https://ennisco.com/intelligence/ "Intelligence")** **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion --- ### [Maximising success: how to get the best results from Executive search](https://ennisco.com/maximising-success-how-to-get-the-best-results-from-executive-search/) **Published:** March 15, 2024 **Author:** Comms Team **Content:** ##### **When looking for your next senior hire, the road to the ideal candidate is often strewn with challenges. Identifying the skills required, the leadership qualities to drive the business forward, and ensuring that the role fits into the overall business strategy can be difficult stumbling blocks to overcome.** Executive Search firms have long been in the business of finding amazing candidates for amazing brands. After 15 years of doing just that, we understand that businesses may be unsure if this is the path to follow. At Ennis & Co Group, we specialise in taking the time-consuming, complex process out of your hands and letting our experts locate the individuals you need. But there are some things you can do to maximise your chances of a successful outcome. In this blog, we explain how you can work with us to get the best out of the Executive Search process and avoid the possible pitfalls of cancellation fees and unfilled roles. ### ***Stage 1 – Align your teams*** ***Make sure your team and stakeholders are aligned on requirements.*** You might think that the Executive Search process begins with the first call with us. In reality, there are things you need to clarify before the search can begin. We can, of course, assist with this process, but it helps if there has been some background preparation beforehand. With many parties involved in the process from Hiring Managers, Financial Directors, Stakeholders and Chief Executives it’s important to align your views and requirements prior to engaging in a search process to avoid confusion and contradicting communications during the project. It’s also important to discuss all possibilities for the role in terms of reporting structure, internal successors etc. as changes during the process can result in setbacks which can delay the search. Depending on the extent of impact on the candidates, this could also damage your reputation as an employer. ### ***Stage 2 – The bigger picture*** ***Look at your organisation & leadership as a whole. Consider the future, skills gaps and wider strategy*** Your senior leadership team impacts your whole organisation – implementing strategy and influencing workplace culture. By taking a macro perspective of the role it can help you to identify how the ideal candidate should contribute towards the future of your organisation and the qualities they must possess to do this. Skills gaps are an issue faced at every level of business and when taking on a new hire it provides a great opportunity to evaluate the skills gaps among your teams and tailor your search with a focus on skills. ### ***Stage 3 – Explore your options*** ***Additional intelligence that can assist with a search*** Business intelligence can be useful before a search, especially for organisations facing uncertainty and challenges with stability. Our intelligence services, which include talent mapping, competitor research and succession planning, can provide a solid foundation for executive search. ### ***Stage 4 – The brief*** ***Communicate your needs*** If you have followed all of the steps listed above, it might now be easy for you to visualise your ideal candidate, but communicating your requirements effectively to someone externally i.e. an executive search firm, is where challenges can arise. It’s important to take the time prior to engaging with us to break down exactly what you need while avoiding crossover between skills, experience, and cultural requirements. Below are some of the details you should clarify with your teams prior to engaging in a search process: - **Job title** - **Reason for the role** e.g. due to retirement, or is it a new role? - **Confidentiality** – do you require the role to be under NDA? - **Job responsibilities** - **Critical skills** – we centre our searches with a focus on skills - **Areas of responsibility** – how many direct reports will there be? - **Geography** –location of the role, headquarters, sponsorship of relocation - **Cultural** – personal traits that complement your organisation, or areas of focus e.g. diversity or sustainability. - **Sectors** – additional search sectors e.g. marine, aerospace, out of industry - **Off limits** – who should we *not* approach, e.g. competitors, previous employees - **Client interview process** - **Remuneration package** - **Work style** – Hybrid, WFH, amount of travel - **Key contacts for communication** – who needs to be involved in the search process? In order to fully understand your requirements, we take a detailed, 360-degree brief from the client, prior to every search. Our researchers use this time to gain every detail of the role, ensuring that we engage with relevant stakeholders within the organisation, not just the hiring manager, to gain an all-round perspective. Executive Search is a partnership. We are working with you towards the same goal of successfully placing a candidate. Following the tips in this article will help ensure the search process is completed in a shorter period and keep all parties satisfied. It can also help reduce the chance of having to cancel a search which in turn can incur cancellation fees and wasted resources. #### **For more on our Executive Search services, [click here](https://ennisco.com/executive-search/ "Executive Search")** **Categories:** News **Tags:** executivesearch --- ### [International Women’s Day 2024: Inspiring Inclusion](https://ennisco.com/international-womens-day-2024-inspiring-inclusion/) **Published:** March 8, 2024 **Author:** Erica Brook **Content:** **Let me introduce myself. I am [Erica](https://ennisco.com/personnel/erica-brook/ "Erica"), and I am the Content Marketing Manager at Ennis & Co Group. I usually hide my name behind the moniker of “Comms Team” but on this special day I wanted to talk directly to you about a subject that is very close to my heart.** Today is International Women’s Day 2024. Today, we come together to celebrate women across the world, and the topic of female business leaders is still very much at the forefront of the Diversity and Inclusion agenda. My experience as a woman in the workplace for 25 years has been varied. I’ve worked for ten organisations in my career, eight of those led by men, and only two by women, which, of course, includes my current role. An indication that in all industries, female leaders are still very much in the minority. Things are different here. Our CEO, and the entire Senior Management Team, are female. I don’t think I need to make an introduction to [Lynda Ennis](https://ennisco.com/personnel/lynda-ennis/ "Lynda Ennis") at this point. There won’t be many people reading this who haven’t heard her name before. Lynda has been a driver of positive change for women in the workplace for her entire career, but on founding her own business, saw an opportunity to implement action to drive change forward. And did just that. At Ennis & Co Group, we have always been strong advocates for greater diversity and inclusion across the automotive and mobility sector, and have undertaken several pieces of research, publishing a collection of reports which are [available for download on our website](https://ennisco.com/diversityinclusion/ "available for download on our website"). We have shared new and emerging trends that we have uncovered in our day-to-day work as executive search specialists, and we have tracked the “D&I journey” as we move forward in our rapidly evolving industry. Everyone in an organisation has a responsibility to drive the D&I agenda, but senior leaders, in particular, have the opportunity to build strong, diverse teams around them, drawing on the varied skills and experience that this will bring to a role, a team and a whole business. Some other excellent examples of female leaders building diverse teams in the automotive industry include [Philippa Oldham, Stakeholder Engagement Director](https://www.linkedin.com/in/philippa-oldham-579b6019/ "Philippa Oldham, Stakeholder Engagement Director") at the Advanced Propulsion Centre, [Jo Evans, Chief Customer Officer](https://www.linkedin.com/in/jo-evans-642b6027/ "Jo Evans, Chief Customer Officer") at TRL, [Mandeep Dhatt HR Director – People & Culture Leader](https://www.linkedin.com/in/mandeep-dhatt-7a1b0262/ "Mandeep Dhatt HR Director - People & Culture Leader") Lotus Cars Europe, [Alison Jones, Senior Vice President, Global Circular Economy](https://www.linkedin.com/in/alison-jones-bbbba034/ "Alison Jones, Senior Vice President, Global Circular Economy") at Stellantis, [Geraldine Ingham, Global Managing Director](https://www.linkedin.com/in/geraldine-ingham-6b984526/ "Geraldine Ingham, Global Managing Director") Range Rover, [Sam Simister, Co-Founder](https://www.linkedin.com/in/samsimister/ "Sam Simister, Co-Founder") Gen M, [Tina Lovelock](https://www.linkedin.com/in/tina-lovelock-mcipd-7912a611/ "Tina Lovelock"), Global People Director, Brompton Bicycle and [Julie David](https://www.linkedin.com/in/julie-david-424b0426/ "Julie David"). Voices in the industry well worth following. In 25 years’ time, it would be progress indeed if today’s new entrants to the workplace reflected on their careers and were able to say that they had been led equally by men and women. With such strong figureheads in our industry, it feels as though that may well be possible. **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion --- ### [3 ways apprenticeships could boost your workforce](https://ennisco.com/3-ways-apprenticeships-could-boost-your-workforce/) **Published:** February 7, 2024 **Author:** Comms Team **Categories:** News --- ### [Nominations are open for Autocar Great Women 2024](https://ennisco.com/nominations-are-open-for-autocar-great-women-2024/) **Published:** January 24, 2024 **Author:** Comms Team **Content:** **Nominations for this year’s Autocar Great Women awards are open from today (Wed, January 24), and once again Ennis & Co Group is proud to support this annual celebration of female talent in our industry.** Ennis & Co Group has supported [Great Women](https://ennisco.com/lynda-ennis-tells-autocar-great-women-rising-stars-that-skills-trump-titles-in-future-planning/ "Great Women") for the past seven years, while our Founder and CEO, Lynda Ennis, has been a strong advocate of the awards since their inception. Lynda said: “*It is wonderful to see the breadth of female talent we have in the automotive and mobility industry and, once again, we are delighted to be supporting this great initiative.* *“Diversity and Inclusion strategies have seen more and more women take up senior leadership roles in what was once a male-dominated industry, and it always an honour to recognise their achievements and their determination to succeed.”* The awards, to be held on April 30, are run by Autocar in association with the Society of Motor Manufacturers and Traders (SMMT), and were created to honour the most influential senior leaders in the British automotive industry. This year’s awards celebrate the established leaders in their respective fields, with categories for the nominations including marketing, retail, vehicle development and manufacturing. There will also apprentice category running alongside the main awards. If you want to nominate someone for an award or to nominate yourself, then you have until March 1 to do so. **Submit your entry, or nominate a colleague, [here](https://surveys.haymarket.com/s3/AGW-2024 "here").** **Categories:** News **Tags:** autocar --- ### [How Artificial Intelligence can save Santa](https://ennisco.com/how-artificial-intelligence-can-save-santa/) **Published:** December 24, 2023 **Author:** Comms Team **Content:** **When December arrives, across the world, children take out their pen and paper to begin the annual tradition of writing to Father Christmas.** So begins Santa’s work for another year, but it is a year like no other. Artificial Intelligence has seen to that. With the arrival of the first envelope, the North Pole shifts into gear, and the sleigh comes out of the garage for its annual inspection. The latest technology allows for any minor faults to be picked up before they become major ones and adds that extra level of security on the long flight ahead. AI has been a boon in the elves’ workshop and taken a lot of pressure off the big man himself. Predictive analytics has already been at work, figuring out what the most popular gifts are likely to be and allowing the workshop to get ahead of the toy-making process. And with modern manufacturing equipment, AI monitors the production line and can analyse and prevent problems when assembling toys, creating high-quality, safe products to the latest standards. Stock-taking and warehouse inventory is now available at the click of a button, meaning there will always be the correct amount of stock for demand. Automated software reads letters at top speed and categorises them by gift requested, time zone and child’s behaviour. Nowadays, children can expect a reply when they write a letter to Santa – something that was simply impossible before AI. Cyber security has also been stepped up at Santa HQ, keeping the personal details, hopes and wishes of the world’s children safe behind security firewalls and preventing data leaks. Speaking of which, the trusty ‘naughty and nice’ list can now be analysed and run through a global database with real-time updates and alerts, ensuring no good child is forgotten. An automatic scoring system can calculate the average behaviour score over the year and ensure a fair chance for every child. And when Christmas Eve comes around, and Father Christmas sets off on his epic journey, he can rest assured that he has every convenience in place to make the ride as smooth as possible. Electric power on the EV sleigh can give the reindeer a break if needed, especially now that rapid chargers are available for a quick pit stop, reducing the risk of being discovered. Sat Nav has been on Santa’s system for many years, enabling [NORAD](https://www.noradsanta.org/en/ "NORAD") to track him around the globe and speeding up his operations. But there are times when it can lead him down a wrong turn, where all he has for reference are road signs in a language he doesn’t speak. Automatic language translation can now assist him to read signs when he needs to and get himself back onto the correct route quickly. He also finds it easier now to communicate with any people he bumps into on his route, though he still doesn’t allow any selfies or videos. Facial recognition software allows him to correctly identify children, select their gifts and have them ready to deposit under the tree or in the stocking without any concern over mixing up twins or giving the wrong gifts to a child staying over at a relative’s house. And Santa can monitor his own vital stats as he journeys around the world, keeping an eye on his heart rate and hydration level, counting his steps and monitoring his temperature. He can receive alerts when his blood sugar dips so he can grab a piece of mince pie at the next house. These days, his blood alcohol level is also monitored – worth bearing in mind as you decide whether to leave him some milk or sherry. By the time the last presents are delivered and the sleigh turns and heads for home, the automated chat bots back at HQ are already dealing with queries and returns from those parts of the world where Christmas morning has already begun. When the sleigh lands back on the runway at the North Pole, he can enjoy a hearty breakfast and a guilt-free glass of manzanilla. Technology has helped him through another festive season, but the best things in life don’t need AI. **Categories:** News **Tags:** AI, Artificial Intelligence, Christmas, Father Christmas, Santa --- ### [The legal profession in the age of AI](https://ennisco.com/the-legal-profession-in-the-age-of-ai/) **Published:** December 18, 2023 **Author:** Comms Team **Content:** **Legal firms are approaching Artificial Intelligence with a dual perspective. Not only are they using AI tools to benefit administrative and research processes within their businesses but, due to the nature of their work, they are also involved in the wider legal implications of the adoption of AI across society.** In automotive, self-driving cars are a classic example of this. Google’s driverless car programme, Waymo, is now operating in two locations in the US and, as of October 2023, is now available to book through Uber in Phoenix. Arizona. People can now book a driverless taxi to the airport just as easily as they can a car with a human driver. This is fantastic technological advancement due to AI, but it is also a great risk-bearing operation that could have a significant impact on legal cases globally. If a self-driving car is faced with a split-second decision between hitting a human or another vehicle, how does the car make that decision and who takes the responsibility for having programmed the car to make the choices in the first place? If there is an accident and a subsequent legal process, who then is liable? With examples like this in mind, lawyers need to look carefully at how they themselves adopt AI tools, knowing that the outcomes of such technology can be life-altering. Within the day-to-day business operations of law, automated legal research processes have been in use for several years now, with systems such as Thomson Reuters’ Westlaw UK providing faster and easier access to legal data. Some of the more sophisticated tools have the capacity to suggest a range of outcomes, depending on the questions asked of the system. However, they are not yet – and may never be – at the stage where they will make the decisions themselves. For now at least, this must be performed by humans. AI tools can also draft legal documents, letters, contracts, business agreements etc., but they still need to be proofed and fact-checked by trained professionals to confirm validity and accuracy. AI systems can produce inaccurate information but in a definitive, ‘confident’ way that could lead the reader to accept it as truth. When asking a question of an AI system, you cannot be absolutely certain that the response will be 100% accurate. The dangers of this for a law firm are self-evident because an incorrect legal document could spell serious trouble for a client and damage a firm’s reputation. An artificial intelligence system is not able to be creative, nor is it capable of independent thought, meaning that where there are creative or persuasive legal arguments required to overcome contentious cases, AI could not be relied upon to solve the issue. AI also has the potential to damage business for legal firms. Prospective clients may Google their legal problems before they approach a legal firm – a law version of the medical phenomenon of ‘Dr Google’. As with medical self-diagnosis, clients may feel they can find a solution without the need to consult an expert, though their research is likely to yield only basic legal information. What the legal profession can offer clients is experience, knowledge and gravitas, not to mention an understanding of the human condition. Law is human. It is for and about the rights of the human and the practice of justice. Trust is key between client and legal representative and empathy is essential. Therefore, humans will always be needed in the legal profession for as long as AI lacks these qualities. As with all the professions we have examined in our blog series so far, AI has an important part to play in the legal industry by increasing efficiency, reducing overheads and assisting with mundane tasks. The law will be increasingly impacted as AI sweeps across the globe, raising challenging issues of accountability. This means the human skills of lawyers will be required more than ever to navigate this new landscape and establish legal precedents for the future. **Categories:** News **Tags:** AI, Artificial Intelligence, law --- ### [Artificial Intelligence for Software Developers and Engineers](https://ennisco.com/artificial-intelligence-for-software-developers-and-engineers/) **Published:** December 15, 2023 **Author:** Comms Team **Content:** **Artificial Intelligence would not be at the point it is now without the role of software developers and engineers. They are the people who code the AI tools, effectively giving instructions to tell them what to do. What could be a more AI-proof career than one that actually runs AI?** Coding produces a series of steps and decisions that software follows to create the end result. AI, on the other hand, consults vast libraries of data to build its own result. It is not always easy to predict how AI systems will come to this result because they effectively have the entire internet at their disposal, along with anything else that has been fed in by the engineers. An AI system could conceivably answer the same question differently each time it is asked. Along with initial coding, software engineers are responsible for fixing any errors and continually updating the software that runs the programmes. They need to fine-tune the AI product’s behaviour, usually by altering commands to optimise results and ensure best practices. They must also make sure controls are in place to ensure ethical behaviour, particularly when a product they are working on will be on general release to the public, such as an in-home assistant like an Amazon Echo device. This may include the release of updates and security patches to software as and when required. It makes complete sense that software developers would create some of this AI for themselves, to assist them in their own roles. They have the clearest idea of exactly what they need to make their roles more efficient, and so have created AI that can suggest code optimisations, identify bugs and even predict the effects of changes in a system across an organisation, or even globally. Considering the different aspects of software engineering from the initial design and coding, through to debugging, maintenance and testing, then further down the line to distribution and migration, AI can be put to work across all these stages to improve performance and enhance results. From the most basic of tasks, such as the automation and speeding up of repetitive coding, to predicting patterns, potential bugs or spotting vulnerabilities, AI can play an essential part in the safety and security of applications and systems, while improving productivity and enabling advancements to be made at a faster pace. Where it may fall down is on the customisation side. If an AI product is commercial, being placed in a vehicle or a home for a customer, it may be difficult to meet complex requirements exactly. Anyone who has experimented with an AI assistant will know that there are often misunderstandings or times when the system will draw a complete blank and apologise because it doesn’t understand the command. Even though more complex routines can be programmed, it relies on the human operating the system to remember whether it is the ‘light’ or the ‘lamp’ that should be turned on because the assistant won’t understand that the two words refer to the same device. Another question for those producing code commercially using AI tools is, ‘Who owns that code?’ If ChatGPT’s AI helps write your app, does that app coding still belong to you? Software engineers now have an expanded remit that includes a duty of care that goes beyond coding and debugging. They are the guardians of the AI systems they have built and are the teachers who not only can teach others how to use the systems but teach the systems themselves to behave in the ways in which the business requires them to. Therefore, it is incumbent upon these engineers to ensure that AI tech is ethically developed and implemented. Their role now includes the need to understand the broader implications of implementing machine learning systems. Software engineers will need to stay updated with the latest in AI developments, including anything which may affect the performance of systems that are connected in any way to the internet, to ensure they harness the power of these new tools responsibly. Without these controls, connected systems are vulnerable to bugs and hacking which, depending on what the AI system is used for, could have global implications. In effect, a symbiotic relationship is developing between Software engineers and generative AI tools. Humans will always need to be there to design, plan, install and maintain any digital systems. **Categories:** News **Tags:** AI, Artificial Intelligence, software developer --- ### [AI CEO. Is the future of leadership a robot boss?](https://ennisco.com/ai-ceo-is-the-future-of-leadership-a-robot-boss/) **Published:** December 13, 2023 **Author:** Comms Team **Content:** Somehow, this feels a little more sinister than some of the other roles and skills we have been addressing in these blogs. We’re talking about replacing one person here – not just any person, but the figurehead of the organisation. Rather than a piece of research, this feels more like the plot of a post-apocalyptic film. However, global [research conducted by Oracle in 2019](https://www.oracle.com/corporate/pressrelease/robots-at-work-101519.html "research conducted by Oracle in 2019") revealed that 82% of people think robots can do things better than their managers. Asked to elaborate, the survey respondents said they believed robots were better at providing unbiased information, maintaining work schedules, problem-solving and managing a budget. Conversely, when asked what they thought their managers could do better than robots, the respondents cited understanding their feelings (45%), coaching (33%) and creating a positive work culture (29%) Building a business that is attractive to prospective employees, and one where existing colleagues feel valued, is the most efficient way to attract and retain the best talent. To achieve this, the company employer brand must be strong. The CEO has a key function in this area, ensuring that the reputation of the business makes it an attractive place for people to work. Some might consider the idea of a robot CEO ‘cool’ or exciting, though others are likely to be put off. The benefits of an automaton at the head of an organisation would be largely in objective, data-driven processes, where there is maximum efficiency and minimal error. Tasks could be assigned according to individual skill sets and performance metrics, ensuring that the right people are always assigned to the right jobs. There would be no favouritism, no unfair promotion and everything that happened within the business would be based on solid data. Highly efficient, don’t you think? However, the role of a human CEO is primarily based on leadership skills, and it is often their personality and social network that draws business into the company. Without the flair and interpersonal skills of a human, not to mention their little black book of contacts, it would be much harder to get into some of the business networks that could bring about growth. Public perception and trust in an organisation with a robot CEO would be a critical factor. Companies would need to effectively communicate the benefits and safeguards in place to ensure transparency and accountability. It would likely attract a lot of press coverage for the business, so the PR department or agency would need to have a plan in place to deal with this. The CEO has the ultimate say in business decisions, so ceding control to a robot would mean some of the highest-level, make-or-break decisions being made by a computer. Without emotions becoming involved, more objective and data-driven decision-making can, in theory, take place through AI, providing no bias has entered the system through programming or the information sources to which the AI has access. A robot boss could potentially work 24/7 without the need for breaks or time off, ensuring continuous presence and improving productivity. It would mean that the chances of receiving an email from the boss at 2 am on a Sunday morning were much higher, though the likelihood of being chastised for ignoring it would be equally low! Communication from an automated CEO would be more direct and concise, lacking emotion or feeling. Some might see this as a good thing – always receiving clear direction and feedback – but others are likely to find it jarring, particularly if negative feedback is delivered without empathy. This could potentially impact morale and team cohesion. Over time, a robot could learn from data and adapt its management style to optimise relationships with employees, but what happens to the morale of the organisation in the meantime? Introducing a robot CEO could not be done overnight, given the high level of technical infrastructure that would be required to support the change. It is something that would need to be introduced over time to avoid problems with implementation and maintenance, and it is highly unlikely to be done without extensive internal consultation to ensure colleagues were kept informed at every stage of the process. With the adoption of AI at the top of the business, existing colleagues might be afraid that their roles could also be replaced by machine and would need to be reassured. Aside from these operational considerations, the idea of a robot boss raises ethical questions. The dynamics of human-robot interactions, trust in artificial intelligence and the potential impact on job satisfaction and mental health are all important factors to consider. Chief Executive Officers manage an entire organisation, motivate and mentor their employees and are representatives of the company’s objectives and missions – a responsibility that simply cannot be automated. For that reason, we believe this idea belongs firmly on the science fiction shelves or a cinema screen. For now, at least. **Categories:** News **Tags:** AI, Artificial Intelligence, CEO, robot --- ### [Calculating the cost and benefit of Artificial Intelligence in finance](https://ennisco.com/calculating-the-cost-and-benefit-of-artificial-intelligence-in-finance/) **Published:** December 11, 2023 **Author:** Comms Team **Content:** **Accounting software is nothing new. Payroll, in particular, has been automated for some time now, taking complicated and repetitive tasks out of the hands of finance teams and allowing them to focus on other aspects of their roles. Artificial Intelligence is now providing the next step forward.** If you’ve read any of our previous blogs in this series, you’ll know that one of the main benefits of automation is increased efficiency. The same applies to finance departments, saving time on data entry and processing, reducing costs and improving decision-making processes. AI can streamline financial processes, ranging from customer onboarding, evaluating eligibility for loans and credit to carrying out compliance checks. It can also improve cyber-security protection, with the ability to monitor and analyse network traffic 24 hours a day, seven days a week. Accuracy is a primary concern when dealing with financial transactions, and this is where AI can arguably have the biggest impact for finance teams in terms of eliminating manual errors in data processing and analytics. AI can process more information more quickly than a human, often finding patterns and identifying relationships in data that a human may miss. This can help with fraud prevention and detection as it will identify anomalies as much as it will consistencies. The ability to analyse vast amounts of data quickly can also enable companies to get ahead of their competition by developing new products and services at pace. Personalisation can improve the customer experience with automated tailored customer responses, make better, more relevant and safer product and service recommendations, and earn trust and loyalty through deeper engagement with the customer. So, automation can significantly enhance efficiency in finance departments. There are, however, inherent challenges and limitations that prevent complete reliance on automation. Finance often involves strategic financial planning and investment decisions, which may require human judgment and understanding of broader business contexts. Sensitivity and emotional intelligence may also be needed in certain situations, such as when dealing with a customer with financial difficulties. Given that we’re talking about finance, it’s worth mentioning that the initial costs associated with implementing automation solutions and potential challenges in adapting existing systems can be obstacles for some organisations. This is true for all departments in all businesses, of course, but finance teams are likely to be particularly focused on the financial investment required for new technology, and may see this as a barrier. There will, of course, always be unforeseen circumstances and exceptions that require adaptability and critical thinking – areas where automated systems may struggle but humans have the capability to solve the problems. It’s clear that AI can play a pivotal role in finance, automating tasks, managing risks, enhancing customer interactions, and optimising processes, thereby contributing to the overall effectiveness of finance departments. But it can’t think critically, and some aspects of finance, especially those requiring creativity and unique problem-solving, may remain beyond the scope of automation. Limitations lie in handling complex decision-making, unforeseen scenarios, and the need for human qualities like emotional intelligence and the expertise of human minds trained in the field. A balanced approach that combines automation with human expertise is likely to be the most effective strategy to optimise the outputs of finance teams. **Categories:** News **Tags:** AI, Artificial Intelligence, finance --- ### [ Scientific research in the automotive industry](https://ennisco.com/scientific-research-in-the-automotive-industry/) **Published:** December 9, 2023 **Author:** Comms Team **Content:** The synergy between scientific research and artificial intelligence is no surprise to anyone who has been watching the rise of AI over the last few years. Both disciplines sit well together in a teach-and-learn model. Science also has vast databases that AI can learn from and test with, while science is often about solving specific problems that give the AI clear instruction as to what to do. When applied to the automotive industry, science is used to both address challenges and make advancements and covers a broad spectrum, ranging from traditional lab experiments through to analysis of consumer behaviour and industry trends. This blog focuses on the former. With Net zero targets in plain sight, automotive researchers are focused on areas such as the chemistry to improve fuels and lubricants, the testing of new fuel sources and the plastics and other materials used in vehicle construction. As technology develops, cutting-edge systems and data science techniques are being put to increasingly frequent use, and AI can play a large role in assisting with preparing the industry for the future. Analysing and modelling large volumes of complex data is something that automation can do easily. Working at many times the speed of a human brain, automated software can work through hundreds of potential outcomes without the need for a single physical experiment to take place in the lab, saving not only time but money. AI can and does help with data analysis, but scientific research is a complex, multi-faceted process requiring creative and critical thinking. Without being able to construct hypotheses and think around potential solutions, there are limitations to its capability in conducting scientific research. A glance at some recent vehicle engineering vacancies advertised online shows that organisations are seeking people with the skills to programme the machine learning tools and build the algorithms that will power the automations, demonstrating that we are still at the early stage of adoption of these tools. There are also significant ethical implications of using AI in scientific research, the most important one being bias. This may be introduced into the system by its programmer, or may show in results that are designed to be personalised to the user profile. Silicon Valley is known for the saying, ‘Move fast and break things’, but more care needs to be taken when it comes to science. While solutions to global problems could potentially be discovered, they must be tested thoroughly before being released into the public domain. Of course, whether something is beneficial or harmful depends on how people use it, so anything that is released must also be closely regulated. It is probably too early to evaluate the true potential for artificial intelligence in scientific research. Practical studies of its application remain limited, while further work is needed to understand just what AI can do for science. Although many areas of this industry can be automated, the human element is still crucial in testing, evaluation and creative solutions. **Categories:** News **Tags:** AI, Artificial Intelligence, research, science --- ### [Designing the future of vehicle creation](https://ennisco.com/designing-the-future-of-vehicle-creation/) **Published:** December 8, 2023 **Author:** Comms Team **Content:** Designers may be feeling nervous about the advent of artificially intelligent tools that claim to be able to design a product from concept through to reality. The thought of a car being entirely designed and created by machine conjures up images of factories operating busily but totally devoid of human life. But the AI tools need feeding, and while they may be able to create some beautiful imagery and save time on testing concepts, they will never surpass the true creativity of someone with inherent skill. Robotics and machine learning are already widely applied to the manufacturing process, leading to increased efficiency and precision on the production line. Now, algorithms can generate and optimise design based on specified criteria and constraints. There is huge capacity to produce both innovative and efficient car designs, quickly putting together many possible combinations, far faster than a human brain and a CAD programme. **But to design a real, driveable vehicle from scratch, you need far more than this.** At the heart of great design is an understanding of the requirements of the customer. A product solves a problem or addresses a need, and vehicles have been designed with increasing complexity over the years to be more comfortable, more convenient and safer. Humans understand user experiences, preferences and ergonomic needs better than AI. Car interiors, interfaces and overall designs will benefit from the human experience in the real environment. Yes, AI can assist in creating personalised or customisable car designs based on individual preferences and needs, but those preferences first need to be fed into the system. AI lacks the depth of human creativity, particularly when it comes to the cultural and emotional aspects of car design. Humans have the unique ability to blend both aesthetically pleasing and culturally relevant designs with their immense sense of technical and artistic understanding. At the present time, artificial intelligence cannot create something new and original. It can only follow the instructions and processes pre-programmed into its database. Humans can innovate beyond predefined algorithms, infusing cars with emotional appeal and creating a connection between the driver and the vehicle. Emotional aspects are essential in automotive design and are better understood and addressed by human designers. Where AI has already proved itself in passenger cars and beyond is in relation to interactive features within the car such as touchscreens, voice recognition systems and driver assistance technologies. Also, when it comes to the selection of suitable materials for different components of a car, it can help to consider factors such as weight, strength and cost. AI can also be applied to elements of design for performance such as aerodynamics, crash testing, and fuel efficiency, enabling designers to test and refine their designs virtually without having to create expensive physical prototypes. It is important to note that while AI can be a valuable tool in the design process, human expertise and creativity remain crucial. The collaboration between AI systems and human designers can result in more innovative, efficient and safer car designs. Ethical considerations and safety standards must also be considered throughout the design process. Car design involves a blend of creativity, intuition and practical considerations, making human involvement crucial. While AI has a role to play, there are good reasons why humans should lead the car design process Continuous adaptation to technological advancements and evolving consumer preferences is part of the landscape of vehicle design. While AI can certainly assist in certain aspects of the process, the unique qualities of human creativity, cultural understanding and emotional intelligence remain pivotal in crafting successful car designs that resonate with their drivers. Designers have nothing to fear. Their roles, like many others, are being enhanced by, rather than replaced by, the advances in technology. *We’ve been having a bit of fun in the Ennis & Co office, asking AI tool Playground to create some images to use alongside this blog. The image above the blog was generated by Playground AI, with the prompt: ‘Design a concept electric car for the UK roads’.* **Categories:** News **Tags:** AI, Artificial Intelligence, design --- ### [Human Resources Management – the key is in the title](https://ennisco.com/human-resources-management-the-key-is-in-the-title/) **Published:** December 6, 2023 **Author:** Comms Team **Content:** Human Resources, or HR as it is more widely known in the workplace, can benefit significantly from Artificial Intelligence tools across several areas of the profession. 1. Employee and Prospective Employee experience** The ability of AI to complete routine HR tasks such as payroll processing and data entry can free up time to focus on more strategic or people-centred activities such as addressing employee concerns and nurturing a positive workplace culture. Chatbots can be employed to answer basic employee queries, and automated documentation systems provide easy access to HR advice. Ultimately, this will not only save time but also money by eliminating manual, time-consuming processes. **2. Recruitment – selection and assessment** AI has been used for some time in the form of algorithms that filter CVs for applications. They work largely by matching keywords in the job description and requirements and in the candidate’s CV, shortlisting those that match the closest to take forward to interview stage. While this is a useful time-saving tool, there is still the potential for human error to impact the process. If, for example, a candidate fills out the wrong field in an application, it could cause a strong applicant to be filtered out by making a very simple mistake. Applicants can also be discounted if asked to add certain information such as current salary if it is too far outside the salary parameters for the role. It does not allow for the fact that the candidate may be happy to take a salary cut for the right role, or may have experience that means they are ready for a step up. **3. Learning and development** Implementing a training and development platform that uses machine learning could allow the system to adapt to the user and evolve their training plan according to individual needs. The algorithm can learn preferences and suggest content to suit the user or follow a pre-planned track for a career path, giving each employee a tailored development plan while saving HR a huge amount of time. Online courses and exams, automated reminders for certificate renewals and AI-generated feedback could all add to the experience. **4. Analytics – data about your people** With automation also comes the reduced likelihood of human error, creating more data confidence in the business, streamlined processes and improved overall efficiency. More detail can be collected and used to make employees experiences more personalised. These are all very useful tools that can free up a great deal of time for HR teams. However, it is unlikely that we would see the full automation of the service for one key reason: human contact. HR often involves difficult decision-making that requires human intuition, empathy and understanding. The team is often largely responsible for employee relations and conflict resolution. HR managers deal with emotional situations such as child loss and other bereavements, serious/terminal illness diagnoses and mental health issues that require ongoing complex employee support. Bias is also an issue that can infiltrate AI-run systems, depending on how and by whom it is programmed from the outset. Because people choose the data that algorithms use and also decide how the results of those algorithms will be applied, it is easy for unconscious bias to enter the system and perpetuate those biased models. Leaders need to make sure that prejudice and discrimination cannot become a part of the process. Automation, if not carefully implemented, can lead to the dehumanization of HR processes. A thoughtful and strategic approach is necessary to maintain the balance between efficiency and a human touch. As we have already seen in other areas we have researched, it is important for AI to be used in collaboration, and it needs to be made explicitly clear to teams what is run by AI and what is human. **Categories:** News **Tags:** AI, Artificial Intelligence, HR, Human Resources --- ### ["Please hold to speak to a human" - Customer Support in the age of AI](https://ennisco.com/please-hold-to-speak-to-a-human-customer-support-in-the-age-of-ai/) **Published:** December 4, 2023 **Author:** Comms Team **Content:** **By 2025, 70% of service transactions will be supported or completed via automation, according to research carried out by Gartner.\*** With many businesses now using Artificial Intelligence in the form of pre-programmed chatbots and automated responses to answer customer support queries and frequently asked questions, it seems the days of asking a human when your order will be ready are well and truly numbered. Emerging technologies can and do work faster than the human brain and, in some more advanced models, can predict and prevent future problems, meaning that this technology is already saving businesses time and money. Automated phone systems, self-checkouts and chatbots have, of course, been a big part of everyday life for quite a while now, though there is evidence that customers still prefer the personal, individual service that only people can provide. This is especially relevant when purchasing luxury or high-value items, where the brand brings with it certain expectations. Forbes reported in 2021 that 86% of consumers preferred to interact with a human agent, while 71% said they would be less likely to use a brand if it didn’t have human customer service representatives available\*\*. The concern for many in customer service roles stems from the perception that their job is not difficult and does not require a high level of intelligence or emotion to perform. If you speak to anyone who has ever performed a customer-facing role, they will certainly tell you a very different story. They need to deal quickly and efficiently with someone who is making contact because they have a problem or need a service. Sometimes, customers are in an emotional state and need to be reassured. Occasionally, the problem might be very serious, requiring quick action by the agent. They also, sadly, can be the target of a lot of negative behaviour because they are the face of the company. AI does not have the emotional understanding that most customers would expect from a contact centre agent. It’s not able to adapt to our evolving language and culture, so it is unable to display the sensitivity and empathy necessary to put customers at ease. If AI were to attempt emotional responses, any voice it used would be likely to sound phony. In many ways, AI will help employees’ production and efficiency. It can handle repetitive tasks and track customer interactions to tailor the experience of future engagement. But in terms of mass personalisation at scale, it is reliant on data within the system and can go wrong when that data isn’t there. For example, “Dear XXX Smith, your next appointment will be…” Most customers are wise to this sort of personalisation now, having been on the receiving end of hundreds of marketing emails using just this kind of system. They are no longer impressed and no longer see it as a personal touch. It is simply expected, and when it goes wrong it can cause unnecessary irritation. Another common frustration with automation is in telephone systems where customers can mistakenly be cut off, go round in circles or be transferred to an incorrect department when using an automated help service. Angering a customer when they need help is the last thing a business owner wants. A bad customer experience will lead to customers taking their business elsewhere, and spreading the word to everyone they know. AI could potentially damage a reputation, so businesses need to think carefully about how they implement it. Software provider Redpoint Global discovered that as many as 73% of consumers believe that AI can impact customer experience. According to the survey, 77% of consumers believed that positive customer experience still requires human interaction, and 58% want companies to be transparent about when they use AI.\*\*\* **In Automotive** Tesla have recently introduced the no-contact test drive experience at their new hub near Perth, Scotland. Everything is organised online in advance, with the car being remotely unlocked when the customer arrives. Identity is verified from the car’s cameras and a consultation is delivered virtually. This service, which has been in the USA for several months already, has received mixed responses online. Some applaud the idea as great for introverts, nervous drivers or those just not fond of salespeople. Others have complained that the technology did not work for them and they were unable to take the test drive, while some argue that the experience makes the customer feel under-valued or not worth a real person’s time. If all you want to do is update some details or pay a bill, automation can work well. But if you are in a crisis medical situation or under cyber-attack, you don’t want to be dealing with robots. The answer appears to be that the most efficient use of automation is to add it into already well-established customer service processes to boost productivity and save time. It’s likely that we will never lose the need for that human connection. In some form, the real-life customer support agent will always be a valuable asset to a business. \* . \*\*https://www.forbes.com/sites/ronshevlin/2021/03/15/every-bank-needs-a-chatbot-or-two-for-its-digital-transformation/?sh=5a655b34275d \*\*\* **Categories:** News **Tags:** AI, Artificial Intelligence, Customer Support --- ### [Editors will endure in the age of Artificial Intelligence](https://ennisco.com/editors-will-endure-in-the-age-of-artificial-intelligence/) **Published:** December 1, 2023 **Author:** Comms Team **Content:** Have you ever read a self-published book that has not had an editor’s eye cast across it? If you think that all you need to be an Editor is a sound knowledge of spelling and grammar, then reading a poorly edited book will show you that there is a whole lot more to the skill of editing. While the Editor’s role is to proofread: correct spelling, grammar and layout, and also in some cases to check facts that have not been substantiated, the copy-edit is perhaps the more important part of their skillset. Checking content, using a consistent style and rewording or sometimes completely rewriting a piece. This is the key to a proper edit and one that can dramatically alter a piece. Characters and plot may be changed, along with sentence structure. Editors can also perform what is known as a “Beta Read” of a book, which will include feedback on the quality of the storytelling and clarity of the plot. A good Editor can make very simple written work comprehensive and engaging. A well-written and well-edited copy captures the attention of the reader and leads them to act as the author intended, whether it is a commercial piece of writing aimed at influencing a purchase, or a novel that aims to stir emotion. Artificial Intelligence tools have been developed to assist with the editing process, for example, the tools embedded within MS Word, which have been around for many years, and more recently web browser extensions like [Grammarly](https://app.grammarly.com/ "Grammarly") have enabled proofreading to become more automated. But, unless your AI tool knows your company’s style guide, it cannot follow it. Subject matter expertise is essential when editing to ensure the right terminology is used. Unless your AI tool has been taught the rules, it will not be able to discern when to use one term over another, which may have slang connotations, or may confuse an audience that has a certain level of knowledge and experience in an industry. These tools are also fallible. Even in writing this article and looking for evidence, we found a statement about proofreading with two grammatical errors in it. A human editor is likely to have a good knowledge of the intended audience for a piece, their motivations, problems they need to solve, areas of interest, etc. They may even be able to put themselves in the audience’s shoes, and editors may be chosen simply for that reason. AI cannot replicate this unless detailed commands are given – by someone who knows the audience! A good writer has a purpose in mind when compiling a piece. A good editor will either spot this, or will be able to question the writer on their intent if it is unclear. You could argue that an AI tool will improve in time, given more input, but certainly where written content is concerned, topics will vary, colloquial language changes over time and popular phrases fall in and out of vogue. We believe that AI, in the near future at least, cannot keep up with our varied, nuanced language, and without the human experience, it cannot understand your motivations or emotions and can’t relate to you. Therefore, the language produced is unlikely to have any emotive effect or call a reader to action. ### Editors in Automotive We spoke to **Darren Moss**, Deputy Digital Editor of [What Car?](https://www.whatcar.com/ "What Car?") To get an insight into the automotive editing process and how it is being affected by the advent of AI: > AI has the potential to help editors enormously. Whether it’s providing SEO analysis of existing content and suggesting improvements to hit ever-evolving Google guidelines, shaping new content by suggesting key themes or questions to answer, transcribing interviews accurately and quickly, or simply condensing lengthy documents into salient points, writers can use AI to make the business of journalism more efficient. > > However, AI-written content is not yet at the level where it can write with the authority, the context, or the expertise of a human writer – and I feel that is especially true of content where expertise is key, such as automotive. For example, while an AI model might be able to tell me the facts about a new car, it can’t tell me how that car compares with its rivals, and how its features might be beneficial for potential buyers. > > That’s why my feeling is that while AI can assist writers, it won’t be replacing us any time soon. Indeed, it is my feeling that AI should not replace a writer who is an expert – after all, automotive readers may be basing significant buying decisions based on recommendations made by our titles. **Categories:** News **Tags:** AI, Artificial Intelligence, skills --- ### [Ennis & Co Group welcomes Automotive leader Julie David as Associate](https://ennisco.com/ennis-co-group-welcomes-former-automotive-leader-julie-david-as-associate/) **Published:** November 1, 2023 **Author:** Comms Team **Content:** Ennis & Co Group is delighted to announce that Julie David has joined the team as an Associate, from November 1st. Ennis & Co Associates enhance the service provided to clients, bringing their contemporary experience and knowledge across executive search and talent research to find amazing people to become leaders of amazing global automotive and mobility brands. Julie is a passionate, inspirational business leader who holds a portfolio of over 35 years’ experience across various sectors, with senior roles at Jaguar Land Rover, Ford Motor Company, Volkswagen Group, and most recently, Peugeot, DS Automobiles, and Alfa Romeo as part of the Stellantis group. She brings a wealth of C-suite experience, delivering commercial results with an authentic leadership style focused on the people connected to the business; employees, customers & strategic partners. On her appointment, Julie said: “I’m at a stage in my career now where I want to draw on all my years of experience in different disciplines across various sectors to give back a little bit. If I can impart some of the knowledge I’ve gained over the years, I can help others to drive those commercial results through mentorship, coaching, or advisory support.” “I am passionate about supporting other leaders to be their very best; to ensure excellence in strategic decisions, & capability to drive the necessary commercial actions ensuring great employee and customer experience, whether that be my support of people individually, as a team, or as an entire business.” “I want to be joyful about my every day. I want to have a real purpose and feel like I’m adding value and giving back. Now my youngest son has gone away to university I have more freedom to go and work with a wider variety of people all over the world, and Ennis & Co Group is a great forum within which to do that.” Lynda Ennis, Founder of Ennis & Co Group, commented *“Our Associates enrich the portfolio of services we deliver to automotive and mobility clients across the world every day. Their collective experience and extensive global network provide a valuable resource of insight to senior leaders in the sector. I am very excited to welcome Julie as she joins our remarkable team and look forward to working with her.”* **[Read Julie’s full profile here](https://ennisco.com/wp-content/uploads/2023/10/Julie-David-Profile-v4.pdf "Read Julie’s full profile here")** **Categories:** News --- ### [The Cost of the Skills Gap - Mike Johnstone of Group Lotus](https://ennisco.com/the-cost-of-the-skills-gap-mike-johnstone-group-lotus/) **Published:** October 23, 2023 **Author:** Comms Team **Content:** As Group Lotus’ Vice-President, Commercial, Mike Johnstone leads global commercial operations. Joining from a previous role as the global marketing lead for Volvo Cars in Sweden, Mike has also previously held various sales and marketing roles at major brands including Harley-Davidson and Kawasaki Motors. Lotus Cars stands alone as a brand dedicated to pure drivers’ cars. For over 70 years they have remained true to the ethos of founder Colin Chapman, using innovative engineering, cutting-edge technologies and advanced materials to ensure the performance standards associated with the Lotus badge. Celebrating their 75th anniversary this year, seven and a half decades of innovation and success have helped shape the motoring and motorsport landscapes of today, and have created some of the world’s most renowned and loved cars. They are now looking forward to what the fourth quarter of the company’s first century will look like, and skills will play an important role as they head towards this milestone. In our short video, Mike talks about how important it is to understand the financial implications of a skills gap, saying that while different people may have their own perspective on talent resourcing needs, with clear financials attached, it makes discussions around budgeting clearer. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/2-FkiwlsTMg) See what Mike and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Simon Smith of Aston Martin](https://ennisco.com/the-cost-of-the-skills-gap-simon-smith-of-aston-martin/) **Published:** October 30, 2023 **Author:** Comms Team **Content:** Simon Smith has been Chief People Officer at Aston Martin since April 2022, with previous experience at both Peugeot and Rolls Royce, as well as in other industry sectors. As one of the world’s most iconic luxury automotive brands, Aston Martin is renowned for British engineering excellence. Now, the company is moving towards an electrified future with a focus on sustainability, they are building a team that will take their vehicles to the next level of luxury, performance, and efficiency. Software is a significant skills challenge across the automotive sector. Here, Simon reflects on how it has led to increasing competition with other sectors and how he sees the trajectory of this challenge in the future. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/GD4L_j48AGU) See what Simon and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Eman Martin-Vignerte of Bosch](https://ennisco.com/the-cost-of-the-skills-gap-eman-martin-vignerte-of-bosch/) **Published:** October 27, 2023 **Author:** Comms Team **Content:** As Director of External Affairs, Governmental and Political Relations at Bosch, Eman Martin-Vignerte is responsible for creating and delivering their political strategy. Eman joined Bosch in 1999 as a graduate engineer on the common-rail diesel injection system, developing software for Fiat. She moved over to sales in 2004, as a sales manager for Hyundai, and also spent time in other sales management roles before taking on responsibility for political affairs and government relations in 2013. With hardware, and more increasingly software, at the heart of the UK automotive industry, tech giant Bosch has never been more involved in the present and the future of vehicle development. In this video, Eman discusses the need for a focus not just on current but future skills requirements, and how a combination of reskilling, upskilling and working with external educational and governmental organisations can help to ease the gaps. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/JkrD6jKVY-U) See what Eman and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Clare Wright of Jardine Motors Group](https://ennisco.com/the-cost-of-the-skills-gap-clare-wright-of-jardine-motors-group/) **Published:** October 26, 2023 **Author:** Comms Team **Content:** Clare’s impressive work ethic and personal resilience has seen her through from her beginnings as a young woman in the then male-dominated automotive world, rising in the ranks to her current position as Chief People Officer at Jardine Motors Group. Clare cites several of her early senior colleagues as inspirational leaders and they have influenced her to become the same in her own right. She aims to meet every challenge head-on and to strive for inclusivity in her teams, spearheading campaigns and initiatives to drive an inclusive culture within JMG itself and beyond in the wider sector. Jardine Motors Group represents 14 of the world’s most renowned car brands across more than 50 locations in the UK, with a mission to be ‘the best motor retailer as judged by you’. With the customer at the heart of everything they do, accessibility and functionality are the keys to their customer journey, whether that be in a showroom, workshop, or online, where digital transformation enables them to cater to the ever-changing needs of customers in a rapidly moving industry. In this video, Clare touches on how customer needs and skills are intrinsically linked, and how advances in technology could lead to more transferable skills across industries. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/t_ZautmkOHE) See what Clare and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Lynn Calder of INEOS Automotive](https://ennisco.com/the-cost-of-the-skills-gap-lynn-calder-of-ineos-automotive/) **Published:** October 24, 2023 **Author:** Comms Team **Content:** Lynn Calder is CEO of [INEOS Automotive](https://www.ineos.com/businesses/ineos-automotive/ "INEOS Automotive"), a subsidiary of one of the leading manufacturers of petrochemicals in the world, INEOS. A rare breed in the industry, she does not have an automotive background but has held a variety of CEO and other senior roles at several of INEOS’s subsidiaries. Prior to this, she worked in private equity. INEOS Automotive launched their hydrogen-fuelled Grenadier Demonstrator earlier this year at the Goodwood Festival of Speed. The vehicle is capable of everything a conventionally powered Grenadier can do but with zero emissions. An all-electric model of the Grenadier is due for launch in 2026. Now, they plan to move from the development of a single product to become a long-term sustainable automotive OEM. An all-electric model of the Grenadier is due for launch in 2026, and that is just the beginning. When we spoke to Lynn, she explained the unique position that INEOS Automotive is in, and how they are using a combination of drawing on talent from automotive to boost the skills they need to develop and benefitting from existing skills within their core business of petrochemicals to add more value. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/OXS5I7ZKvX0) See what Lynn and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Mike Flewitt of Vertical Aerospace](https://ennisco.com/the-cost-of-the-skills-gap-mike-flewitt-of-vertical-aerospace/) **Published:** October 25, 2023 **Author:** Comms Team **Content:** Mike Flewitt is the Non-Executive chairman of the board of directors of Vertical Aerospace. With a wealth of experience as an automotive leader, he has previously held senior positions with McLaren Automotive, Ford, Rolls-Royce and Bentley. Now, he brings his expertise to the pioneers of electric flight. Vertical is enabling the transition to a future of sustainable aviation with the development of the VX4, an innovative piloted electric vertical take-off and landing vehicle. With the decarbonisation of transport being a critical element in reducing global emissions, this cutting-edge aircraft is a huge step forward in the transformation of mobility. Being an innovator in the aviation space, you might assume that Vertical faces a somewhat novel set of challenges in comparison to the automotive industry, however, in this video, Mike explains how the skill sets synchronise between the industries, and how this makes competition for talent even tougher. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/yAZGp60ymWI) See what Mike and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [The Cost of the Skills Gap - Alison Jones of Stellantis](https://ennisco.com/the-cost-of-the-skills-gap-alison-jones-of-stellantis-2/) **Published:** October 20, 2023 **Author:** Comms Team **Content:** Alison Jones’s impressive CV includes 21 years at Volkswagen, where she began as sales director for Audi and rose through the ranks to eventually run aftersales care for VW’s brands in 800 locations across the UK. She was appointed group MD of Peugeot, Citroen, DS Automobiles in the UK and senior vice-president for Groupe PSA in February 2019, and when the brands were merged under the [Stellantis](https://www.stellantis.com/en "Stellantis") umbrella in 2021, Alison became Country Manager UK and Senior Vice-President for Peugeot, Citroen, DS Automobiles, Fiat, Fiat Professional, Abarth, Jeep and Alfa Romeo. Twice scooping the title of Autocar Great Women top female executive in the British car industry, she is also the president of the SMMT. Alison’s current role as Senior Vice President, Global Circular Economy focuses on sustainability. The Circular Economy Business Unit aims to achieve Carbon Net Zero by 2038, through a 4R strategy of remanufacture, repair, reuse, and recycle – to meet the Company’s ethical responsibilities for the future, and to bring financial value to Stellantis. With such a high target in focus, this means that reducing waste and improving the profitable recycling of its cars needs to be done in ever more radical ways, requiring modern thinking, new ways of working and, of course, a complex skill set. Here, Alison explains that changing skills requirements are one of the biggest skills challenges that forward-thinking automotive businesses have in the current market. ### Watch the video [![](https://ennisco.com/wp-content/uploads/2023/10/YouTube-thumbnail-with-play-button-1024x576.jpg)](https://youtu.be/gBlcCZVtAYY) See what Alison and other top automotive executives have to say about the skills gap, in our new Skills Evolution Report: The Cost of Your Skills Gap, out now. [Request a copy of the report here](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/ "Request a copy of the report here") **Categories:** News **Tags:** skills --- ### [Research by Ennis & Co Group spells out financial benefit of investing in skills](https://ennisco.com/research-by-ennis-co-group-spells-out-financial-benefit-of-investing-in-skills/) **Published:** October 19, 2023 **Author:** Comms Team **Content:** ### **Automotive businesses investing in skills can expect a 3% uplift in annual turnover, compared to a 4% drop in turnover for businesses who do nothing to address the skills gap in their organisation.** That is the finding of a new report by Ennis & Co Group, the automotive and mobility executive search and talent research specialists, who have developed a ‘Skills Gap Cost Model’ to help organisations put a financial number on their skills shortages. Taking the example of a business with a headcount of 250 and an annual turnover of £35 million, the report projects an increase in turnover of £1.05 million if the business invests in upskilling and recruitment. By contrast, zero investment would result in a £1.45 million decrease due to additional costs and lost revenue opportunities. The research was carried out in response to industry demand following the publication last year of Ennis & Co Group’s [*‘Skills Evolution Roadmap 2025’*](https://ennisco.com/skills-evolution-roadmap-2025/) – a research paper that highlighted the specific skills shortages being experienced across the automotive and mobility sector and provided a roadmap to help businesses develop their skills strategies. While most businesses acknowledged the impact that skills shortages were having on their bottom line, few were able to quantify the precise cost implications with any accuracy. The latest report, *‘The Cost of your Skills Gap’*, was based on interviews with 42 senior executives combined with business and academic research from multiple sources. To coincide with the report publication, the Skills Gap Cost Model has been made available as an interactive calculator on the [Ennis & Co website](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/) to enable businesses to analyse their individual numbers. Lynda Ennis, Co-Founder and CEO of Ennis & Co Group, said: > *“Our research shows that there are strong financial benefits to making the right skills investment at the right time. Given the challenges of the talent market, with automotive and mobility businesses competing with other sectors for the same ‘hot’ skills, I would argue that upskilling and recruitment needs to be at the very heart of business strategy and owned at board level.* > > *“The best way to achieve boardroom buy-in is to put actual numbers on the financial upside of investing in skills and the downside of doing nothing. This paper addresses the current knowledge vacuum directly by providing a financial model to help businesses quantify the opportunities and cost of skills gaps in their organisation.* > > *“The need for new skills is both a challenge and an opportunity as the sector adapts to transforming technologies and the legislative requirements of the net zero agenda. It is understandable for leaders to focus on negatives such as the cost of upskilling their workforce, employee attrition or the difficulty and expense of hiring talent in a tight skills market, but if you focus too much on the dangers, you can fail to spot the opportunities.”* **Categories:** News **Tags:** skills --- ### [Ennis & Co Group releases 2023 Salary Insights Report](https://ennisco.com/ennis-co-group-releases-2023-salary-insights-report/) **Published:** September 13, 2023 **Author:** Comms Team **Content:** **We are pleased to announce the release of our [2023 Salary Insights Report](https://ennisco.com/salary-benchmarking/), taking an in-depth look at the latest On Target Earnings (OTEs) for C-level roles.** As the first public offering from the newly formed [Ennis & Co Intelligence division](https://ennisco.com/intelligence/ "Intelligence"), Salary Insights 2023 aggregates a range of salary levels for the leader of each of the key corporate functions in the automotive industry, together with the latest information on additional benefits. Salary benchmarking is just one of the bespoke research services that our Intelligence division can now provide to ensure automotive leaders are plugged into the latest developments in the market. Alongside our salary research projects, we offer bespoke assignments such as talent mapping, competitor analysis and succession planning. The information about salaries and benefits in this report is based on data gathered over the past year. This has been compiled by the in-house Ennis & Co Intelligence team from the remuneration packages of executive candidates in their existing roles, the packages being offered by hiring companies and conversations with clients and industry contacts. > Lynda Ennis, Co-Founder and CEO of Ennis & Co Group, said: “The incredible pace of change in the automotive and mobility industry means businesses face a constant challenge when it comes to remuneration. > “The combination of a global talent shortage and the growing need for new skills to drive the transformation taking place in the industry has fuelled spiralling wage inflation. Having access to the very latest salary information has therefore become essential as businesses compete with automotive rivals and other sectors for the brightest talent. > “This is especially true at senior leadership level, where we have seen huge rises both in base salaries and benefits over the last two years. It is no exaggeration to say that some senior candidates that we have placed with clients have been able to double their remuneration package by moving companies. > “As executive search specialists working in the automotive and mobility sector, we are constantly being asked by our clients about real-time salary data. > “We thought it would be a useful exercise to take a snapshot in time and look at On Target Earnings (OTEs) for C-level roles as of August 2023. > “We hope that this state-of-the-nation benchmarking study will help our clients to make informed budgeting decisions and manage internal expectations. “ Along with the salary data, the report includes information about additional benefits. One of the key trends highlighted in the data is that although base salaries remain high, greater weight is being placed on KPI-related bonuses. Our Intelligence team’s research expertise is helping businesses to future-proof their talent needs and keep ahead of the game. We also provide consultancy on talent acquisition strategy and remuneration policies such as the development of target-driven, performance-related incentive schemes across different areas of the business. **Categories:** News --- ### [Quality should drive the automotive and mobility industries](https://ennisco.com/quality-should-drive-the-automotive-and-mobility-industries/) **Published:** August 7, 2023 **Author:** Comms Team **Content:** **In the past, when you saw a member of the Quality team walking purposefully towards you across the office floor, it might have induced a fear that the “police” were after you. That is at least how some of the industry leaders we have spoken with have described the reputation of the Quality manager**. This approach may have been very effective in getting things done in the short term. But in recent conversations with quality experts, the need for a quality-focused culture has been almost universally highlighted. Businesses need to take a new approach, where each colleague knows the value of the process from end to end. The “why” behind the “what”. ### **What does Quality mean today?** You might think it is very much based around the look and feel of a car. Perhaps a satisfying heavy clunk when the door shuts, the powerful sound of acceleration, or the sleek lines of the headlights. However, automotive quality encompasses the entire lifecycle of vehicles and components, from design and manufacturing to customer satisfaction and after-sales support. It also involves the integration of advanced technologies, stringent quality control processes, reliable supply chains, and compliance with regulations. Now, with advances in software turning cars into something more akin to computers, customers are increasingly aware of the capability of their cars. Design, of course, will always remain important. Nobody wants to drive an ugly car if they can avoid it. But with the sprint forward in vehicle development, the experience in today’s driving world is more about the interaction between human and auto. Interactive software needs to be of high quality because recent advancements mean that people expect more. Some cars are beginning to use the science behind fingerprint and facial recognition to unlock doors and start engines. With this tech graduating from our phones into our vehicles we also need to be aware of the safety aspect. Computers crash. Batteries overheat. Technology has levelled the playing field to some extent, so quality should be evident as much in the service provided as it is in the product. This includes not only aftersales and customer service but also a robust sustainability policy, for example. Customers can easily research brands online, and with EV bringing new entrants to the market, competition is only getting stronger. There is a growing need for vehicle brands to stand out, and not just for the bright colours in their range. ### **So how do Quality leaders reach that zenith of a fully engaged quality culture in the workplace?** The recurring theme from our contacts in the industry is that it is a real mix of soft and technical skills and strong leadership that is required to pull everything together, linking design, engineering, suppliers, manufacturing, and through the distribution chain to customers. Quality should be a company value, a key part of the organisation’s people culture. It should begin at the top and cascade through the organisation, promoting a strong message of quality at every level. ![Quality team members working together ](https://ennisco.com/wp-content/uploads/2023/07/business-brainstorm-session-web-1024x683.jpg)Cross-departmental communication enables all teams to learn their part in producing a high-quality product, their role in promoting it, and their connection to the customers. Relationships both internally and with suppliers lead to smoother working practices and quick resolution of issues. Perceived quality from businesses’ marketing efforts drives customer expectations. Great service and going beyond will bring customers back to a business repeatedly. Our conversations have also revealed how some leaders have developed a more nurturing approach at the heart of the quality team itself, promoting the empowerment of team members and using open and transparent communication. The technical skills that are required have evolved too, and now manufacturers need to look more through the lens of a software developer than that of a mechanical producer. Data analysis is vital to avoid issues and faults before they arise. AI has joined with already existing tech to enhance production and predict faults before they even occur. This allows a much more proactive approach to manufacturing and a higher quality of product, which leads to fewer faults and recalls. Strategically, a constant cycle of review and improvement in production is required to ensure efficiency. The industry will continue to evolve, so quality needs to be agile and adaptable. The pace of change is accelerating, and businesses need to be ready to embrace it. ### **The customer experience** The dramatic improvement in materials, fit, finish, and product reliability across the volume and premium brands has driven consumer expectations upwards in the automotive sector. A consequence of this has been a challenge to luxury and supercar brands to evolve their approach to quality, since customers will no longer tolerate ‘characterful failures’ of hand-built cars with elite badges. Perceived quality now plays a key part in the customer experience, starting from the online experience when choosing a vehicle, through the test drive, handover, dealer engagement, connectivity with personal devices and after-sales interaction. With manufacturers aiming not just to reach but to exceed customer expectations in this environment, the challenge is significant. If everyone in the organisation buys into a culture of quality, it creates a more collaborative working environment with clear aims and goals. Colleagues are better able to face the demands of future developments in technology and change in the automotive and mobility markets while still producing high-quality products for happy customers. **Categories:** News --- ### [Ennis & Co announces three-pronged expansion of services](https://ennisco.com/ennis-co-announces-three-pronged-expansion-of-services/) **Published:** August 1, 2023 **Author:** Comms Team **Content:** **We are excited to announce an expansion of our services with the establishment of three separate business divisions within a newly formed Ennis & Co Group.** The [Ennis & Co Executive Search](https://ennisco.com/clients/ "Clients") division will continue the company’s core work of helping many of the world’s leading automotive and mobility brands to appoint their senior leaders. Alongside this, [Ennis & Co Intelligence](https://ennisco.com/intelligence/ "Intelligence") will provide bespoke research services to identify talent pools for businesses looking to recruit outside the traditional automotive sector or in new locations. It will also provide market insights such as salary trends and competitor analysis. The third arm of the Group,[ Ennis & Co Investment](https://ennisco.com/investment/ "Investment"), will build on the company’s knowledge of the automotive and mobility market, business know-how and global networks to provide guidance and financial investment for early-stage start-ups. This will be officially launched in early 2024. [Lynda Ennis](https://ennisco.com/personnel/lynda-ennis/ "Lynda Ennis"), Co-Founder and CEO of Ennis & Co Group, said: “*We are delighted to offer our clients an expanded portfolio of services, which is very much in response to market demand.* *“The combination of a chronic skills shortage and the rapid transformation that is taking place within the industry means businesses are having to look outside the sector or in new locations to find the talent they need.* *“That is not always easy, and more and more of our clients have been engaging us to provide intelligence-based talent research to help them make informed decisions.* *“As executive search specialists, we are plugged into the talent market and have valuable real-time data, so it is a natural extension of our business to be able to offer clients a dedicated research service.* *“In the course of our work, we also get to see the amazing amount of innovation and entrepreneurship that is happening across the industry, and we look forward to playing our part by providing business expertise and financial support to help bring great ideas to market.”* As part of the Group changes, [Rebekah Razza](https://ennisco.com/personnel/rebekah-razza/ "Rebekah Razza") has been appointed Practice Lead for Executive Search, while [Tarryn May](https://ennisco.com/personnel/tarryn-may/ "Tarryn May") becomes Practice Lead for the Intelligence division. Both have been promoted internally from Senior Researcher positions and have significant experience of the talent market for automotive and mobility roles. **Categories:** News --- ### [Automotive news](https://ennisco.com/automotive-news-3/) **Published:** May 30, 2020 **Author:** Comms Team **Content:** #### Your latest news update from Ennis & Co aims to bring you the very latest information within automotive from various UK-based and international media sources. This weeks update brings you: New appointments in the industry COVID-19 recovery Interesting collaborations Changes to automotive retail “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive****Aston Martin** ![](https://ennisco.com/wp-content/uploads/2020/05/Tobias-Moers.jpg) Tobias Moers replaces Andy Palmer as Aston Martin CEO [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autoexpress.co.uk%2Faston-martin%2F352352%2Ftobias-moers-replaces-andy-palmer-aston-martin-ceo)[](https://r.pblc.it/c/149619594?method=email&token=1766770qVKiT) **Management changes at Mercedes-AMG** ![](https://ennisco.com/wp-content/uploads/2020/05/Phillip-Schiemer.jpg) Philipp Schiemer has been appointed CEO of AMG, Mercedes-Benz’s high-performance subsidiary [**Read the full article here**](https://r.pblc.it/c/149619594?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fmanagement-changes-at-mercedes-amg%2F)[](https://r.pblc.it/c/143200119?method=email&token=1752485vNROo) **COVID-19 Recovery** **Some positive news for the industry this week as showrooms are allowed to reopen in June and production continues to restart.** ![](https://ennisco.com/wp-content/uploads/2020/05/Volvo-Valet.jpg) **Volvo introduces contact-free maintenance service** Volvo has launched a new maintenance pick-up and delivery service, giving customers a contact-free way of getting their car serviced. Called Volvo Valet, the service also includes a bespoke app – available for both Apple and Android phones – which gives owners the ability to track their car in real-time and be kept up to date about the progress of the service. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.expressandstar.com%2Fnews%2Fmotors%2F2020%2F05%2F26%2Fvolvo-introduces-contact-free-maintenance-service%2F)[](https://r.pblc.it/c/143220548?method=email&token=1764356G8_0-) **UK car showrooms to open from 1st June** ![](https://ennisco.com/wp-content/uploads/2020/05/car-showroom.jpg) Outdoor markets and car showrooms will be allowed to reopen in England from Monday next week, while other non-essential retail premises will be allowed to open in three weeks’ time. [**Read the full article here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.theguardian.com%2Fworld%2F2020%2Fmay%2F25%2Foutdoor-markets-and-car-showrooms-can-open-next-week-in-england)[](https://r.pblc.it/c/143222027?method=email&token=1766527lTR8H) **Automotive news** **Toyota focuses on esports to boost fan base as motorsport shuts down** ![](https://ennisco.com/wp-content/uploads/2020/05/Toyota-GP.jpeg) Toyota and other carmakers are placing increasing importance on esports as a key factor in their motorsports branding strategy, with the number of players soaring, especially among young people. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.japantimes.co.jp%2Fnews%2F2020%2F05%2F29%2Fbusiness%2Fcorporate-business%2Ftoyota-esports-motorsport-coronavirus%2F%23.XtEDtzpKg2x)[](https://r.pblc.it/c/149535502?method=email&token=17665294RRz_) **Coronavirus reshaping the used car market** Covid-19 is set to transform the used car market, with more vehicles being sold online at the expense of physical sales.[](https://r.pblc.it/c/143223138?method=email&token=1764373FtJD-) **Trends** *Technology* ![](https://ennisco.com/wp-content/uploads/2020/05/Faurecia_Logo.jpg) **Faurecia could create 600 new jobs in new tech boost** Faurecia says there is the potential to create 600 new jobs in R&D and production for Zero Emission Mobility as well as Cockpit of the Future. [**Read the full article here**](https://r.pblc.it/c/143223138?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.just-auto.com%2Fnews%2Ffaurecia-could-create-600-new-jobs-in-new-tech-boost_id195731.aspx)[](https://r.pblc.it/c/143224023?method=email&token=1764386oQYRR) **Renault, Nissan and Mitsubishi to increase technology sharing** ![](https://ennisco.com/wp-content/uploads/2020/05/1alliance.jpg) Renault, Nissan and Mitsubishi have reaffirmed their commitment to their automotive Alliance, with the adoption of a new business model that will involve a massive increase in platform, technology and production sharing. [**Read the full article here**](https://r.pblc.it/c/143224023?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Frenault-nissan-and-mitsubishi-increase-technology-sharing)[](https://r.pblc.it/c/146449596?method=email&token=1765414dkqfR) **Ones to Watch** *Webinars* **TU Automotive** ![](https://ennisco.com/wp-content/uploads/2020/05/TAuto.png) There are two upcoming webinars from TU Automotive, both technology specific: **3rd June:** ‘Behind the Scenes of a Safe and Automated Human-Like Highway Driving System.’ Join Qualcomm Technologies for an informative webinar on how next-generation, high-performance computing architectures are vital to helping drive development of safer, more capable autopilot systems. **24th June:** ‘Efficient Functional Testing of TCUs with a Cellular Network Simulator’ This webinar will be a valuable opportunity to learn how to efficiently conduct the most common functional tests for an automotive TCU using a cellular network simulator. Test topics include the following and more for 2G to 5G. [**Find out more here**](https://r.pblc.it/c/146449596?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.tu-auto.com%2Fwebinar%2F)[](https://r.pblc.it/c/149090849?method=email&token=1765456d9yzi) **Auto Trader** ![](https://ennisco.com/wp-content/uploads/2020/05/autotrader-logo.png) Auto Trader are providing regular webinars providing the latest guidance and advice: **3rd June: Getting retail ready:** Content and panel are to be confirmed, yet this 60 minute webinar will provide insight into how the easing of lockdown will work for certain businesses. [**Find out more here**](https://r.pblc.it/c/149090849?alt_obj=cta&method=email&url=https%3A%2F%2Ftrade.autotrader.co.uk%2Fevents%2F) **Categories:** News **Tags:** automotive, automotivenews, industry, news, trends --- ### [Automotive News](https://ennisco.com/automotive-news-2/) **Published:** May 22, 2020 **Author:** Comms Team **Content:** #### Your latest news update from Ennis & Co aims to bring you the very latest information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Technology and digital advances · Interesting collaborations · Changes to automotive retail · Re-skilling employees during the Covid-19 outbreak **New Appointments in Automotive****Alliance Ventures** ![](https://ennisco.com/wp-content/uploads/2020/05/mark-sutcliffe.png) **Nissan:** Mark Sutcliffe is appointed Alliance Senior Vice President, Alliance LCV Business Unit [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fnissan-mark-sutcliffe-is-appointed-alliance-senior-vice-president-alliance-lcv-business-unit%2F)**Driive** ![](https://ennisco.com/wp-content/uploads/2020/05/Alison-Moriarty.jpg) Alison Moriarty joins Driive as Fleet Risk Director [**Read the full article here**](https://r.pblc.it/c/143670090?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleetnews.co.uk%2Fnews%2Ffleet-industry-news%2F2020%2F05%2F21%2Falison-moriarty-joins-driive-as-fleet-risk-director)**Ultra SoC** ![](https://ennisco.com/wp-content/uploads/2020/05/Jonathan-Lucas.jpg) UltraSoC appoints Jonathan Lucas as VP of Software [**Read the full article here**](https://r.pblc.it/c/143670344?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.realwire.com%2Freleases%2FUltraSoC-appoints-Jonathan-Lucas-as-VP-of-Software) [](https://r.pblc.it/c/143670680?method=email&token=1746425tGtjR) **Mitsubishi Motors** ![](https://ennisco.com/wp-content/uploads/2020/05/MM-Communication-in-white-box.jpg) MMC announces that the company’s Nomination Committee resolved nomination of the candidates for directors to be proposed to the Ordinary General Meeting of Shareholders scheduled in June 2020 [**Read the full article here**](https://r.pblc.it/c/143670680?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automobilsport.com%2Fcars-tuning--37%2C207007%2CMitsubishi-Motors-Corporation-announcement-regarding-candidates-for-directors%2Cnews.htm)[](https://r.pblc.it/c/143200119?method=email&token=1746430DcRsn) **COVID-19 Recovery** **Bosch puts fully automated mask-production lines into operation** ![](https://ennisco.com/wp-content/uploads/2020/05/bosch.png) In the fight against coronavirus, Bosch has now turned its hand to the fully automated production of face masks. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fcoronavirus-bosch-puts-fully-automated-mask-production-lines-into-operation%2F)[](https://r.pblc.it/c/143220548?method=email&token=1746434ItQio) **Autoworkers Are Returning as Carmakers Gradually Crank Up Factories USA** ![](https://ennisco.com/wp-content/uploads/2020/05/factories.jpg) After sheltering at home for nearly two months, tens of thousands of autoworkers have started streaming back into car and truck plants across the South and Midwest of America. [**Read the full article here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.nytimes.com%2F2020%2F05%2F17%2Fbusiness%2Fcoronavirus-auto-manufacturing-restart.html)[](https://r.pblc.it/c/147192476?method=email&token=17485458qX6B) **New ways of working** To emerge stronger from the COVID-19 crisis, companies should start re-skilling their workforces now. ![](https://ennisco.com/wp-content/uploads/2020/05/AdobeStock_330160045-bw.jpg) **The McKinsey report** provides a good overview of how and why industries should re-skill now more than ever and gives ideas on how organisations can adapt to the new normal. “COVID-19 has accelerated the adoption of fully digitized approaches to re-create the best of in-person learning through live video and social sharing.” [**Read the full report here**](https://r.pblc.it/c/147192476?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.mckinsey.com%2Fbusiness-functions%2Forganization%2Four-insights%2Fto-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now)[](https://r.pblc.it/c/147196396?method=email&token=1748555WQVzv) **Forbes: The Impact Of The Coronavirus On HR And The New Normal Of Work** ![](https://ennisco.com/wp-content/uploads/2020/05/AdobeStock_225991884-bw.jpg) Forbes have shared some specific examples on how companies are supporting their workers through well-being exercises, and also training them by using new digital technologies. Some ideas which had already been in the pipeline are now being put to good use, for example, Home Depot built a mobile app to train new hires while they are on the job, sharing product information to reduce the need for face to face training. [**Read the full article here**](https://r.pblc.it/c/147196396?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fjeannemeister%2F2020%2F03%2F31%2Fthe-impact-of-the-coronavirus-on-hr-and-the-new-normal-of-work%2F%233232ec1e2b60)[](https://r.pblc.it/c/147202364?method=email&token=1748557lEqPY) **Groupe PSA launches COVID-19 cleaning service** ![](https://ennisco.com/wp-content/uploads/2020/05/AdobeStock_340549479-bw-e1589547764199.jpg) Groupe PSA has launched a new Complete Anti-Bacterial Refresh service across its retail networks to help drivers minimise the risk of spreading COVID-19. To ensure the safety of its customers and staff, Groupe PSA has introduced strict social distancing and hygiene guidelines. These include contactless drop-off arrangements and a collection and delivery service from home or places of work. [**Read the full article here**](https://r.pblc.it/c/147202364?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Fgroupe-psa-retailers-launch-covid-19-cleaning-service-20-05-2020)[](https://r.pblc.it/c/143222027?method=email&token=1746441Bh-b2) **Automotive news** Some positive news this week including new product launches and post Brexit support. ![](https://ennisco.com/wp-content/uploads/2020/05/UJ.png) **UK to offer automakers post-Brexit tariff boost** The UK government will offer a degree of post-Brexit protection to the country’s auto industry by keeping a 10 per cent tariffs on cars imported from countries with which Britain has no trade agreement while lowering levies on raw materials used in car production. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.transportday.com.ng%2Fuk-offer-automakers-brexit-tariff-boost%2F)[](https://r.pblc.it/c/143222769?method=email&token=1746448SA64p) **Triumph launch new online riding gear and clothing website** ![](https://ennisco.com/wp-content/uploads/2020/05/triumph.jpg) The new site covers the whole remit of Triumph apparel, from rider-wear to the new premium lifestyle collection. [**Read the full article here**](https://r.pblc.it/c/143222769?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.visordown.com%2Fnews%2Fproduct-news%2Ftriumph-launch-new-online-riding-gear-and-clothing-website)[](https://r.pblc.it/c/143223138?method=email&token=1746452Wh5dc) **Trends** ![](https://ennisco.com/wp-content/uploads/2020/02/AdobeStock_134272137.jpeg) *Technology* Globally, automakers continue to focus on technological advances, sometimes using these as an additional revenue stream. The importance of technology and digital advances within automotive continue to shape the sector to exciting new levels. Interesting new collaborations show how this new technology is being utilised in every aspect of the automotive sector. **BMW now working with NVIDIA to advance AI in logistics** ![](https://ennisco.com/wp-content/uploads/2020/05/BMW.jpg) BMW is prioritising intelligent logistics robots in its stated objective of using higher performance computer technology across vehicle making operations. [**Read the full article here**](https://r.pblc.it/c/143223138?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotivelogistics.media%2Fdigital-technology%2Fbmw-now-working-with-nvidia-to-advance-ai-in-logistics%2F40647.article)[](https://r.pblc.it/c/143224023?method=email&token=1746457hvI5N) **Automakers seek new revenue streams from wireless services upgrades** ![](https://ennisco.com/wp-content/uploads/2020/05/wireless-services.png) The need to find additional revenue is growing more urgent as global automotive production flattens and new regulations and ownership habits threaten the traditional business model. Audi plans to sell e-tron owners an enhanced exterior digital lighting system through the Audi Connect portal. BMW’s top package in its Connected Drive online store includes over-the-air map updates and online speech processing. [**Read the full article here**](https://r.pblc.it/c/143224023?alt_obj=cta&method=email&url=https%3A%2F%2Feurope.autonews.com%2Fautomakers%2Fautomakers-seek-new-revenue-streams-wireless-services-upgrades)[](https://r.pblc.it/c/146449596?method=email&token=1746672uvuNx) **Trends** *Retail* The automotive retail sector continues to change, with agencies and leasing vehicles to become ever more popular. It will be interesting to see how the industry adapts to the new methods of buying and selling cars, as the move to online selling increases. ![](https://ennisco.com/wp-content/uploads/2020/05/VW-retail.jpg) **VW first with agency agreement for retail sales** Agency agreements mean the manufacturer can control the price of the vehicle and advertise a national price, simplifying the online sales process. A VW spokesman in Germany said: “The sales launch of the ID3 marks the start of the agency model for private customers and small commercial enterprises that has already proven its worth for major \[fleet\] customers over many years.” [**Read the full article here**](https://r.pblc.it/c/146449596?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.auto-retail.co.uk%2Fagenda%2Fvw-first-with-agency-agreement-for-retail-sales%2F) **Categories:** News **Tags:** appointments, automotive, automotivenews, news, trends --- ### [How to keep fit as a senior leader: Insights from specialist PT, Becky Scott](https://ennisco.com/how-to-keep-fit-as-a-senior-leader-insights-from-specialist-pt-becky-scott/) **Published:** April 9, 2021 **Author:** Comms Team **Categories:** News **Tags:** Associate, becky, Ennis&Co, fitness, insights, leader, regime, scott, wellbeing --- ### [Automotive News](https://ennisco.com/automotive-news-14/) **Published:** September 18, 2020 **Author:** Comms Team **Content:** Our fortnightly collation of automotive news provides you with a snapshot of updates from the industry from a variety of media sources, across the UK and internationally. This week, we have included new appointments in the industry, Ennis & Co’s latest updates, key trends and upcoming webinars we feel will be of great interest from leading automotive platforms. We hope you enjoy this collation of updates and welcome any feedback to: hello@ennisco.com **New Appointments in Automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411268%3Fmethod%3Demail%26token%3D19078228bR2V&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882136991311&sdata=Dg3wMGzWDJ1b0I6UA6xJR%2Ft4WRARUMZWUEbSGDu08Is%3D&reserved=0) **Groupe Renault Appoints the Vice President of Electro & LCV North Pole Industry in France** ![](https://ennisco.com/wp-content/uploads/2020/09/1LucianoBiondo.jpg) Groupe Renault announces the arrival of Luciano Biondo as VP Electro & LCV North Pole Industry in France. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411268%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fcleantechnica.com%252F2020%252F09%252F17%252Fgroupe-renault-appoints-the-vice-president-of-electro-lcv-north-pole-industry-in-france%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137001307&sdata=ssMEb3kgdMaTmNnJu1GhMQc8ay9CsX%2BGOFGdq%2FA5WSQ%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411258%3Fmethod%3Demail%26token%3D1907828vX1AL&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137011301&sdata=shv5AigXjIkJU6PMUQudY8B0xJqdzFcKHmEAz2Txteo%3D&reserved=0) **Fiat Chrysler names new MD for Mideast** ![](https://ennisco.com/wp-content/uploads/2020/09/1Markus-Leithe.jpg) Fiat Chrysler Automobiles has appointed Markus Leithe as Managing Director of its Middle East operations, responsible for overseeing the group’s portfolio of brands including Abarth, Alfa Romeo, Chrysler, Dodge, Fiat, Jeep, Ram and Mopar in the region. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411258%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Ftiresandparts.net%252Fnews%252Ffiat-chrysler-automobiles-appoints-markus-leithe-as-managing-director-of-middle-east-region%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137021297&sdata=Orcsif4hN255t33qAjnToz3TKC6ogTeVy9iyevaIPow%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F170241583%3Fmethod%3Demail%26token%3D1907815FjK.A&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137031290&sdata=A7sJ0k1a3kdHmx5j25a7dROY9xdhCC8GW4lByJoc6W4%3D&reserved=0) ***Latest News*** **Autocar reveals top 100 Women in the British Car Industry** ![](https://ennisco.com/wp-content/uploads/2020/09/GBW-website.jpg) Alison Jones, UK managing director and senior vice-president of the PSA Group, has won Autocar’s Great Women in the British Car Industry 2020 initiative, held in partnership with the Society of Motor Manufacturers and Traders. Other worthy winners accepted awards across categories such as design, government affairs, manufacturing, marketing, mobility and digital, operations, people development, PR & communications, sales-manufacturers, sales-retail, vehicle development, hall of fame and apprentice. Ennis & Co were delighted to again be involved as part of the judging panel for Great Women in the British Car Industry and would like to extend our congratulations to all of this year’s winners. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F170241583%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.motortrader.com%252Fmotor-trader-news%252Fautomotive-news%252Flevc-adds-20-servixe-centres-new-partnership-19-08-2020&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137051276&sdata=PJkgq25Js43J9PNRIoXQQsVnJkMR%2FWizNna7XRg%2Fe2U%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411254%3Fmethod%3Demail%26token%3D1907834q-NrM&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137061269&sdata=9viVpEsRHYPBtcLfgO4XN2Rpo0FkKvXNyeOb4M4TOic%3D&reserved=0) **Ennis & Co and Autocar’s Drivers of Change initiative edges closer to the Final 3** ![](https://ennisco.com/wp-content/uploads/2020/02/FINAL-sponsor-logo.jpg) The deadline for entries to the Autocar Drivers of Change initiative, launched to bring innovation to the motoring industry, has been extended to the 28th September at 11.59pm. If you know someone with an innovative mind and a passion for automotive within the fields of digital, technology and retail, please share the competition and help spread the word of this fantastic initiative. Applicants can enter by visiting: [www.autocar.co.uk/driversofchange](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411254%3Falt_obj%3Dhre%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fdriversofchange&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137071266&sdata=QWBSwnUDIIq0YgXDv%2FcDt77dLu2vHOmM0Bn4AQVaMlM%3D&reserved=0) With special thanks to the Society of Motor Manufacturers and Traders (SMMT) as well as our sponsors; Allianz Assistance, Advanced Propulsion Centre UK, Bentley Motors, CitNOW Video Group, Lotus, HORIBA MIRA, Jardine Motors Group trading as Lancaster, JATO Dynamics Ltd, McLaren Automotive Ltd, Polestar, Toyota (GB) plc, TrustFord, Volvo Car UK and Volkswagen Group UK Ltd. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411254%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fennisco.com%252Fdrivers-of-change%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137071266&sdata=wSfarxvSHnQe9m1p6etdBgqRAne%2BX0p7ejduDdE19%2Bc%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F181032208%3Fmethod%3Demail%26token%3D1907855bDeiT&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137081260&sdata=J3GTUBV2UY2ol6%2BAPgsSyZC3wCm9veweK%2B5nWjDCkN8%3D&reserved=0) **Ennis & Co host first virtual Advisory Group meeting** ![](https://ennisco.com/wp-content/uploads/2020/09/Advisory-Group-Event-Graphic-Sept-2020.jpg) On Wednesday 16th September, Ennis & Co hosted our first virtual event, which brought together senior leaders and special guest speakers to explore the topic of accelerating the switch to digital working after COVID-19. Speakers included Simon Thompson, Managing Director, Test & Trace App, non-executive director of Royal Mail PLC, and Digital Transformation advisor to Coca Cola, Andy Goss, Non-Executive Chairman, Vertu Motors Plc, Mike Johnstone, Head of Global Brand, Volvo Cars and Ian Plummer, Commercial Director, Auto Trader, who each provided their own insight into how 2020 has evolved in terms of the digital landscape. If you would like to find out more about Ennis & Co’s Advisory Group, please email: [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F181032208%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fennisco.com%252Fadvisory-group%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137091257&sdata=Fb%2BUnyzp%2FPqMW3Z1fhnb6QLctLEaw1%2BtK4QJh3%2FVfOI%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411255%3Fmethod%3Demail%26token%3D1907875uY-zz&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137101247&sdata=i4zqVdbVmN2cOOHNmXrh90cz12GwbY%2B6QEAsULkgY3I%3D&reserved=0) ***Automotive Trends*** ***EVs*** ![](https://ennisco.com/wp-content/uploads/2020/09/1Emmissions.jpg) **EU pushes for tougher 2030 CO2 targets for car industry** The European Union (EU) could further tighten its CO2 emissions laws for new cars, according to a draft European Commission proposal leaked on Friday. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411255%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Findustry%252Feu-pushes-tougher-2030-co2-targets-car-industry%253Futm_source%253D20200917%2526utm_medium%253DEMAIL%2526utm_campaign%253D%2526utm_content%253DAutocar%252520Business%252520%252817%252520Sept%2525202020%2529%253A%253Astory4_title&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137121236&sdata=vFyG88c%2FZmyo2Nn24P%2FDd6q57RXF8upCv%2BUyhvhV1Bg%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F178504503%3Fmethod%3Demail%26token%3D1907877qBxvf&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137121236&sdata=tgNS%2BF2t7MX5vxccdutSxTqRUSELHFjx71Z4OMfC9xk%3D&reserved=0) **Fiat Chrysler ramps up vehicle-to-grid EV charging project** ![](https://ennisco.com/wp-content/uploads/2020/09/1FiatChrysler.jpg) Fiat Chrysler Automobiles (FCA) has opened a new vehicle-to-grid (V2G) charging plant that allows its EVs to act as an extension of the electricity grid. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F178504503%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Findustry%252Ffiat-chrysler-ramps-vehicle-grid-ev-charging-project%253Futm_source%253D20200917%2526utm_medium%253DEMAIL%2526utm_campaign%253D%2526utm_content%253DAutocar%252520Business%252520%252817%252520Sept%2525202020%2529%253A%253Astory3_title&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137141226&sdata=G9yIF8pJgQf4EcA6J8rgBtbTSxf%2FKu3NaYwfpYfG7fk%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F183619645%3Fmethod%3Demail%26token%3D1907878p9h-U&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137151218&sdata=Y1vgsldukSD9P51mtDWsJCiZ%2BznI%2FROTLrh924rUStE%3D&reserved=0) **Toyota reveals plan to turn trucks into emissions-free ‘power plants’** ![](https://ennisco.com/wp-content/uploads/2020/09/1ToyotaEmmissions-1.jpg) Portable emissions-free “power plants” could soon hit the road under plans by Toyota to fit some of the company’s light-duty trucks with hydrogen fuel cells that can generate electricity. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F183619645%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.theguardian.com%252Fbusiness%252F2020%252Fsep%252F17%252Ftoyota-reveals-plan-dyna-trucks-emissions-free-power-plants-hydrogen&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137161210&sdata=IhCHHivOfvYsPtRGps17QeyVIBTxg8fz7QLktsLGYBU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F178515885%3Fmethod%3Demail%26token%3D1907879aoCSG&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137171209&sdata=aI1jevyubcbFl5NUabBHmdJPCBccZ5fVJ4T7HdoHaok%3D&reserved=0) ***New Launches*** ![](https://ennisco.com/wp-content/uploads/2020/09/1BCA.jpg) **BCA launches new Saturday online car auction programme** Vehicles from Arnold Clark, Bristol Street Motors, CarShop, Cazoo Part Exchange, John Clark Motor Group and Sinclair Group will be among those featured in a new Saturday online sales programme from BCA. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F178515885%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fsupplier-news%252F2020%252F09%252F18%252Fbca-launches-new-saturday-online-car-auction-programme&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137181203&sdata=EtKkNvJA4D38zEbVg23mfE1hNy%2FjhVH5Gtf9iKm3gtw%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411263%3Fmethod%3Demail%26token%3D1907883SYW1y&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137191194&sdata=IK0BwePyAkKRirw3QW036iBNYnYVNaIR%2FoUdmCbnlvg%3D&reserved=0) ***Ones to Watch **Webinars***** ![](https://ennisco.com/wp-content/uploads/2020/06/SMMT-Logo.jpg) **SMMT Business Preparedness Programme – Trade and Rules of Origin** 22 September 10:00 – 11:00 For the fourth webinar in our series to support members preparedness for the end of the transition period, SMMT will be joined by HM Revenue and Customs. During this webinar, they will cover the UK’s Global Tariff schedule which will come into effect from 01 January 2021 and how it differs from the EU’s Common External Tariff, what proving origin is and the types of documentation companies will need to complete for moving goods between the UK and EU. SMMT will also provide the latest insights into the UK-EU negotiations. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F167411263%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.smmt.co.uk%252Fevents%252Fwebinars%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137201192&sdata=Y%2F4N2VdEaQRP%2BhW2KUnEkBnmhmUzCu8KaKIIfep2%2Faw%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F195245151%3Fmethod%3Demail%26token%3D1907882-QTVm&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137211184&sdata=2usRuwrue0VU9vQ3lli20WCO%2B2OWof79WKvQNZ5bhZ0%3D&reserved=0) **Autocar Business Live: join us in conversation with Vauxhall boss Stephen Norman on 30 September** During this Autocar Business Live webinar, it will be discussed how Norman propelled Vauxhall towards profitability after a difficult few years, the subsequent upheaval from Covid-19 and how the brand is readying for the next phase of its reinvention. The free event takes place on Wednesday 30 September, at 10.30am BST. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F195245151%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fhaymarket.wavecast.io%252Fautocarbusinesslive%252Fhow-vauxhall-can-flourish-in-the-uk&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cc06a9fc3badf4d9dbe4f08d85e2a1644%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637362882137231169&sdata=7roDudvuSGoRo8L9P6rpvDePQ9YkGxQCJF%2Bttn0pkgw%3D&reserved=0) **Categories:** News **Tags:** appointments, autocar, automotive, digital, news, technology, trends --- ### [60 seconds with Ilona Simpson](https://ennisco.com/60-seconds-with-ilona-simpson/) **Published:** March 8, 2022 **Author:** Comms Team **Content:** As part of Ennis & Co’s explorative series this International Women’s Day of influential figures in automotive and beyond, we caught up with Ilona Simpson, Chief Information Officer for EMEA at Netskope, a recognised leader in enterprise cyber security, to talk everything “tech” – and to find out more about her advocacy for women in the industry… ### **How do you feel about the gender balance in the tech world?** “I really appreciate the progress we have made to attract girls and young women into STEM education, and into entering the world of technology. Where I see potential for meaningful changes now is in female progression from middle management to executive roles, and ultimately into the boardroom. My personal observation is that the technology sector is further ahead than others such as manufacturing or engineering, being relatively young. With industry champions like Salesforce and Microsoft at the forefront, as authentic promoters of gender balance (and balance beyond gender for that matter), and with genuine efforts of innovators like Netskope, the tech sector is hugely attractive to women right now. And with flatter structures, lots of opportunities to shape and grow beyond the original role scope, there are plenty of opportunities. I also see efforts in the automotive industry. Porsche for example has ranked second in the most recent Women’s Career Index in Germany. Audi and VW are amongst others honoured on the same index. And I am confident that we will be seeing organisations whose leadership is authentically committed standing out and becoming role models for those that are at the beginning of their equality journey ### **Are you involved in any women’s networks?** “I believe that driving positive change in a society is never a task of some superhero or superheroine, instead it is about giving each other that nudge when we need it. Our peers help us with a different perspective, and give us a hand when we face adversity. Maintaining connections with fellow female leaders – current and aspiring – is essential to me, and networks are a great platform for this. I highly recommend We Are Tech Women in the UK and FiDAR (translated Women into Supervisory Boards) in Germany. Both offer fantastic opportunities to connect, learn, share and grow. And both are active advocates for diversity. ### **Who are your female role models?** I have two women who I look up to: Sigrid Nikutta and Melissa di Donato. (by the way, if you had asked me “who are your role models”, it would be Sigrid, Melissa and Satja Nadella, CEO of Microsoft – I see them as leaders and role models first.) ### **What makes them stand out to you?** I believe in choosing courage over comfort, and both Melissa and Sigrid are outstanding leaders who have shown remarkable courage and grit, turning adversity into opportunities to grow. They both are publicly sharing their lessons, allowing their hindsight to be anyone’s foresight. Today, Melissa is the CEO of SUSE. But her professional career started in the space of SAP implementations – just like me. And no, she was not a STEM graduate (just like me). She is notable for always having an inexhaustible curiosity, courage, and determination to “leave a mark”. Her turnaround of SUSE is breathtaking by all accounts, and yet if she did it again, in her words she would “go faster”. [Women of the C-Suite: Melissa Di Donato of SUSE On The Five Things You Need To Succeed As A Senior Executive](https://medium.com/authority-magazine/women-of-the-c-suite-melissa-di-donato-of-suse-on-the-five-things-you-need-to-succeed-as-a-senior-5470b25ea617) Sigrid is Member of the Management Board of Deutsche Bahn AG, responsible for freight transport. Like Melissa, she did not take a STEM path during her education, yet her professional path has led her to solve toughest challenges in the transport sector. After becoming Chairperson and Chief Operating Officer at Germany’s largest public transport company (BVG) in 2010, she made the company operate profitably for the first time. And the little girl in me loved it as she called out “no fight without me”. **Categories:** News --- ### [Drivers of Change initiative returns for 2022](https://ennisco.com/drivers-of-change-initiative-returns-for-2022/) **Published:** September 7, 2022 **Author:** Comms Team **Content:** We are delighted to launch the [Autocar Drivers of Change](https://www.autocar.co.uk/driversofchange) initiative held in partnership with automotive industry news outlet, [Autocar](https://www.autocar.co.uk/), for it’s third year. The competition aims to attract the brightest and best talents to submit their ideas on how to transform the automotive industry in key new areas. The competition has never been more relevant as the car industry faces a skills shortage that is pervasive across all sectors. Data from our latest report, [the Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/ "Skills Evolution Roadmap 2025"), has shown that the automotive sector will be facing a global shortage of 2.3 million skilled workers by 2025 and 4.3 million by 2030, demonstrating that recruiting fresh talent and ideas will become one of the key challenges in future. For this year, the categories have been refreshed and revised to reflect the changing automotive landscape but the aim remains the same: to identify and promote the best talent across three key areas, Diversity and Inclusion, Digital, and Retail, with a view to giving entrants the right exposure in getting their ideas to market. The Diversity and Inclusion award is new for 2022, as the automotive industry moves to become a more appealing career prospect for everyone in society. Enter this category if you’ve moved the game on with a new inclusive system or policy and can demonstrate the impact of it, be that within a small business or a multinational entity. The Digital and Retail categories are both retained. Digital is for innovations that advance the digital space to the benefit of customers, retailers, manufacturers, start-ups or any other relevant party. Retail is for bright ideas that improve customer service or business practices in the retail space. Last year’s winners included a new way to measure aquaplaning on cars and vans to help reduce tyre development costs, as well as a portable battery that could be used to recharge electric vehicles as a crucial back up. The initiative is open to anyone who can make a difference in any of the three categories. Prior experience isn’t required – the range of entrants spans from those starting out in their career to those with more experience, be that within the automotive world or outside of it. The key is to have an idea or be delivering a plan that could challenge the status quo. Steve Cropley, Autocar’s editor-in-chief, said: “I continue to be amazed by the automotive industry and how it is constantly evolving, and the key to that is the amazing people who work within it. It attracts the very brightest minds and we feel it is part of our duty here at Autocar to help find and nurture the next generation of talented thinkers. “The beauty of Drivers of Change is that it’s open to all. You might be fresh out of university or school, or twenty years into a successful career – the remit is wide and there is no upper age limit. We want to hear from people who are problem solvers.” The winner in each of the three Drivers of Change categories will be invited to the prestigious annual dinner for the Society of Motor Manufacturers and Traders (SMMT), where they will have the opportunity to discuss their ideas live on stage. Ennis & Co founder Lynda Ennis said: “Drivers of Change showcases the brightest and best individuals who are enabling the automotive and mobility revolution. The demand for intelligent, creative and motivated people has never been greater as companies compete to attract the individuals needed to deliver their ambitious plans. “It is exciting to read the applications for Drivers of Change, knowing that these are the people who will drive the future, and it may well be you! I encourage you to apply and give yourself the best opportunity to succeed in this fantastic industry.” Participants must be aged 18 or over to enter. If you have a brilliant idea, please send it to Ennis & Co PR & Marketing Manager, Liam Hughes at liam.hughes@ennisco.com. Those wishing to enter should submit a CV and 500-word statement detailing their idea. A video and/or presentation is also permitted. The closing date for entries is 23 September 2022. The winners from each category will be invited to attend the annual SMMT dinner in November 2022. **Categories:** News --- ### [Meet the British company driving battery recycling - and why their success matters.](https://ennisco.com/meet-the-british-company-driving-battery-recycling-and-why-their-success-matters/) **Published:** April 13, 2023 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2023/04/Robin-Brundle_website.png)*In a career that includes racing cars, owning and managing a multi-franchise automotive group, running Aston Martin Racing and subsequently Lola Cars International, along with a business advisory consultancy, **[Robin Brundle](https://www.linkedin.com/in/robinbrundle/)** is the Executive Chairman at Technology Minerals Plc.* *He leads a company which provides practical solutions to enable a sustainable supply of battery metals – so crucial to the successful transition to a net zero economy – and in conversation with **[Al Clarke](https://www.linkedin.com/in/alclarke/)** explains why it’s important to establish a circular economy for this material to meet the growing demand from the UK and global market.* **Al CLARKE:** We’re just over six years away from an all-electric new car market in the UK and the EU will be the same in 2035. Beyond the consumer adoption debate, hardly a day goes by without a news story about the need for gigafactories to supply batteries or concerns about the access to the minerals needed to make batteries. Robin, can you tell us first why we need a circular economy now, at such an early stage in the evolution of electric vehicle technology? **ROBIN BRUNDLE:** There are two key drivers here, the political targets to transition to EVs, and secondly the supply of the materials needed to make the batteries for the vehicles, which is a combination of new and recycled material. For governments to achieve the targets of transitioning to EVs, they need to have secure and sustainable supplies of the minerals required by organisations to produce batteries and manufacture cars in their countries. Today, and for the foreseeable future, most of the metals and minerals needed for automotive batteries will need to be extracted from the ground (mined), and most of these reserves are currently outside of European control. To address the security of supply, the EU have just published (March 2023) the Critical Raw Materials Regulation setting targets to be achieved by 2030 for the production, refining and recycling of key raw materials needed for green and digital transitions. > “There are two key drivers here, the political targets to transition to EVs, and secondly the supply of the materials needed to make the batteries for the vehicles” Here in the UK, the government has convened a Critical Minerals Resilience task force which is due to report by the end of this year. Against this backdrop of securing the supply of new materials, any material which can be recovered through recycling can therefore play an important role in achieving these targets. The basic model of supply of battery materials in the circular economy involves production and consumption, recycling the materials for as long as possible, using them again and creating future value. For Li-ion batteries, which power EVs, but also phones, computers and even vapes, it is technically possible to extract more than 95% of the metals which are in short supply from them at the end of their lives. By extracting and re-using them we bring another, sustainable and secure supply into the battery production chain. In terms of the significance of recycled material versus newly mined, the best academic estimates suggest that between 22% and 30% of the total demand for battery metals could be provided this way. It is therefore essential that we establish a circular economy for battery materials now, bringing together recycling and sustainable raw extraction for Li-ion battery cathodes. For this reason, Technology Minerals was formed to create this circular economy within one group and solve the ecological issue of creating a sustainable and secure supply of cobalt, lithium, nickel and manganese. **AL CLARKE:** What role does the UK play in this system of supply and recycling? **ROBIN BRUNDLE:** Without getting too much into the chemistry and technology, for Li-ion batteries, the holy grail is the residue found inside the cells, which is called ‘black mass’. The black mass includes the four key metals of cobalt, lithium, nickel and manganese which can be re-used as cathode materials. This is the critical part of the battery and because of the need to have a secure supply, it is now becoming a geopolitical issue. The EU has deemed black mass a hazardous waste, which means that it is difficult to export and by classifying it in this way, they aim to protect the supply and secure the stock within the region. The UK government has not defined battery waste as a hazardous product, and, subject to the proper documentation and processes being followed, the UK is a battery trading nation, with the potential to separate the black mass into the key salts which can then re-enter the lithium-ion battery supply chain. With this opportunity in mind, we are now in a race to develop the capability to separate the black mass into the component salts, working with the cutting-edge scientific teams at Warwick Manufacturing Group (WMG) and the University of Birmingham. We are also closely engaged with UK government agencies to ensure that the regulations and environmental controls create a sustainable environment in which the UK can play a leading role in the circular economy for battery metals. > “At Technology Minerals we will enable ANY Li-ion product to be processed, at scale. This is not via manual separation – our process is designed to be automated” **AL CLARKE:** What are the challenges to overcome? **ROBIN BRUNDLE:** We have developed the first group in the UK, which is also listed on the London Stock Exchange, designed for the sustainable circular economy for battery metals – on an industrial scale. That means using cutting-edge technology to recycle and recover key battery materials from any source, for reuse back into the manufacturing supply chain in the most appropriate way. For example, if we take a Li-ion automotive battery that still meets 80% of the original manufacturers’ specification, instead of breaking it down for the component metals, we would re-purpose them for energy storage, providing re-certification so they can be reused as batteries. For lead-acid batteries, which are available in significant numbers, we are looking to industrialise the recycling process because it is currently a dirty process. Equally, as we have developed the capability within the group, we have solved practical issues such as the safe transportation of batteries. We discovered that there are limited options for United Nations-certified logistics boxes to store and transport batteries. We have all seen images and videos of battery fires which means it is imperative that Li-ion batteries are handled with the highest standards of safety. So, we created the Halo box which is approved for air, land and sea transportation for any grade of battery, in whatever condition. In the UK we have a logistics partner with 93 vehicles operating from nine depots who collect and bring the Li-ion products to our LiBatt recycling facility in Wolverhampton. It’s worth pointing out here that as the number of automotive Li-ion batteries available for recycling starts to grow, there are significant opportunities with other products using the same type of battery technology from which we can extract the critical metals. This includes handheld devices such as phones, batteries from eBikes, industrial equipment and vapes, all of which need to be recycled according to the Waste Electrical and Electronic Equipment (WEEE) regulations. One recent estimate for vapes suggests that the recoverable Li-ion material from all of the disposable vapes sent to landfill in 2022 could provide sufficient metals to produce the batteries to power 1,200 EVs. At Technology Minerals we will enable ANY Li-ion product to be processed, at scale. This is not via manual separation – our process is designed to be automated, providing solutions across industries, not limited to one vertical sector such as automotive or to one battery chemistry type. **AL CLARKE:** Who are your customers? **ROBIN BRUNDLE:** At the highest level we’re a solution provider for Li-ion battery recycling, and so we receive a front-end fee as the materials are received, and this varies according to the type and quality of the battery. We then process them, creating the black mass which becomes the feedstock for a refiner, which we then sell. When you look at the detail of some of the challenges faced on the road to electrification, the need for this service becomes compelling. Take the example from the cycle industry, where around a quarter of cycle shops are now stuck with electric bike batteries that have reached the end of life. Only 15% of these shops have a disposal plan for them. The blocker today is that until the circular economy for sustainable battery materials is established and at an operational scale, there are growing stockpiles of Li-ion batteries which have reached the end of life across various sectors with nowhere to go. This includes telecoms, offshore energy, aerospace, defence as well as leisure such as vapes, cycling but also motorsport. Governments around the world have effectively stopped the movement of this material, and so they can’t be shipped to be recycled and have to be stored for the time being. At Technology Minerals, once we have our environmental licence, which we are expecting imminently, we will be able to switch on the first of our industrial scale plants and start to trade on an international basis. **AL CLARKE:** Whilst the UK is committed to 2030 for the end of ICE, the European Commission has just granted a derogation for synthetic fuels, enabling them to be used. How much of a threat is this to the circular economy for battery materials? **ROBIN BRUNDLE:** I don’t think it will be an issue because there will still be a transition to a hybrid vehicle, which has Li-ion batteries as part of the energy system. From a personal perspective, we may see hydrogen emerge alongside battery electric vehicles, and perhaps my grandchildren will see those two technologies alongside each other in future vehicles as we have seen petrol and diesel. Looking at some of the data in terms of raw materials, in 2021 there were approximately 63,000 metric tonnes of battery scrap available for recycling. This is forecast to increase and hit 260,000 tonnes in Europe. As a company we are aiming to process 41,000 tonnes of Li-ion material per year and 80,000 tonnes of lead-acid battery material, so we will be busy for a while yet! **AL CLARKE:** Thanks for your insight into this important, but often unseen aspect of the transition for the automotive and mobility sectors from ICE to electrification. As we highlight in our ‘[Skills Evolution: Roadmap 2025](https://ennisco.com/business-leaders-warn-of-acute-skills-shortage-across-automotive-and-mobility-sector/)’ report, creative thinking and practical solutions are needed by leaders to drive future success. Technology Minerals is a great example of the value of re-purposing and evolving technical skills to enable new solutions that drive sustainable, commercial results. [Circular-Economy-\_Robin-Brundle-April-2023](https://ennisco.com/wp-content/uploads/2023/04/Circular-Economy-_Robin-Brundle-April-2023.pdf)[Download](https://ennisco.com/wp-content/uploads/2023/04/Circular-Economy-_Robin-Brundle-April-2023.pdf) **Categories:** News **Tags:** automotive, industry, insights --- ### [Rob Lindley joins Ennis & Co's panel of Associates](https://ennisco.com/rob-lindley-joins-ennis-cos-panel-of-associates/) **Published:** February 16, 2022 **Author:** Comms Team **Content:** Ennis & Co are delighted to welcome Rob Lindley, automotive industry executive and Non-Exec, as an Associate of the company as of February 2022. Rob brings forth a wealth of experience in managing and leading change within large global automotive organisations from a two-wheel as well as four-wheel perspective – most recently as Managing Director for The Colt Car Company. Rob has worked with some of the world’s leading automotive brands, from Harley-Davidson Motor Company to McLaren Automotive, and Mazda Motors UK to Ford Motor Company. Rob’s vast experience within sales, marketing and management across the world has culminated in his current status as a Non-Executive Director and property investor. The Ennis & Co team and our wider panel of Associates very much look forward to working with Rob on many of our exciting upcoming projects. On his appointment, Rob said: “I am thrilled to join Ennis & Co as an Associate. I have had the pleasure of working with Lynda and the team for a number of years as both a candidate and a hiring client and Ennis & Co have always done an outstanding job. Moreover, I believe that the values of Ennis & Co’s reflect a business that is dedicated to driving positive change and to improving the sector as a whole. If I can make a contribution to that through my role as an Associate then I will be absolutely delighted.” Founder of Ennis & Co, Lynda Ennis, said: “I have had the pleasure of working with Rob for a number of years in different capacities. His energetic leadership and outstanding contribution to automotive is something I have always admired, and this aligns with Ennis & Co’s values perfectly.” To find out more, please read Rob’s full profile by clicking the download button below. [Rob-Lindley-Ennis-Co-Associates-Profile](https://ennisco.com/wp-content/uploads/2022/02/Rob-Lindley-Ennis-Co-Associates-Profile.pdf)[Download](https://ennisco.com/wp-content/uploads/2022/02/Rob-Lindley-Ennis-Co-Associates-Profile.pdf) **Categories:** News --- ### [The resilience of automotive retail and its people](https://ennisco.com/the-resilience-of-automotive-retail-and-its-people/) **Published:** April 12, 2021 **Author:** Comms Team **Excerpt:** As retail makes a strong return to normality with customers now able to visit in store for sales and service, we reflected on our conversation with Clare Wright, Group HR Director at Jardine Motors Group following the first UK lockdown. **Categories:** News **Tags:** automotive, clare, dealerships, retail, wright --- ### [60 Seconds with Iain Larkins, Director and Founder of Radius Law](https://ennisco.com/60-seconds-with-iain-larkins-director-and-founder-of-radius-law/) **Published:** December 15, 2021 **Author:** Comms Team **Excerpt:** By turning the traditional service model on its head, Radius Law are blazing a trail when it comes to innovating how legal services are provided. **Categories:** News --- ### [60 Seconds with Louise Hardman, Head of Marketing & Events UK, Polestar](https://ennisco.com/60-seconds-with-louise-hardman-head-of-marketing-events-uk-polestar/) **Published:** October 19, 2021 **Author:** Comms Team **Excerpt:** Working at a company like Polestar, which harnesses a start-up mentality and fast-moving spirit… you must more adaptable than usual. It’s about dealing with constant change, coupled with creatively problem-solving and seeking solutions. **Categories:** News **Tags:** 60 seconds, insights, Leadership, polestar --- ### [Lynda Ennis to join Auto Trader's Courageous Conversations, 21st April](https://ennisco.com/lynda-ennis-to-join-auto-traders-courageous-conversations-21st-april/) **Published:** April 13, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co Founder, Lynda Ennis is delighted to be supporting in the first edition of 'Courageous Conversations' a new series of webinars launched by Auto Trader. **Categories:** News --- ### [60 Seconds with John Murphy, Managing Director, Pivotal – Subscription by Jaguar and Land Rover](https://ennisco.com/60-seconds-with-ennis-co-john-murphy-managing-director-pivotal/) **Published:** August 16, 2021 **Author:** Comms Team **Excerpt:** At Pivotal, our relationship with subscription customers is much more direct and personal compared to sales and aftersales in the traditional sense. We build rich relationships with every customer which requires the ability to deal remotely with someone you may never see yet consistently deliver excellent service, underpinned by a seamless operational experience. **Categories:** News --- ### [Gordon Murray confirmed for Autocar Drivers of Change judging panel](https://ennisco.com/gordon-murray-joins-autocar-drivers-of-change-judging-panel/) **Published:** July 21, 2021 **Author:** Comms Team **Excerpt:** Autocar and Ennis & Co are delighted to announce that Gordon Murray, the legendary designer and engineer, has joined the Drivers of Change judging panel. **Categories:** News **Tags:** autocar, drivers, judge, sponsor --- ### [Autocar Great Women Podcast: Paving the way for future talent with Lynda Ennis](https://ennisco.com/autocar-great-women-podcast-paving-the-way-for-future-talent-with-lynda-ennis/) **Published:** October 25, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co Founder, Lynda Ennis was delighted to join Autocar Business for the latest Autocar Great Women podcast. **Categories:** News **Tags:** autocar, diversity, skills --- ### [Why a job share can be worth more than the sum of its two parts: perspectives from Ford Motor Company’s Julia Brook and Niki Slaughter](https://ennisco.com/job-share-perspectives-from-ford-motor-companys-julia-brook-and-niki-slaughter/) **Published:** September 22, 2021 **Author:** Comms Team **Excerpt:** Morecambe and Wise, Marie and Pierre Curie, Dolce and Gabbana… history tells us that two heads can often be better than one. So, can a job share deliver more than a sum of its two parts? Julia Brook and Niki Slaughter are in no doubt it can. The pair share a key human resources position at Ford Motor Company, having set themselves up as a partnership in 2012 and now combining more than 40 years’ HR experience into a single role. **Categories:** News **Tags:** diversity, DiversityandInclusion, flexible working, Ford, inclusion, insights, job, Leadership, sharing --- ### [Autocar Drivers of Change 2021: winners revealed](https://ennisco.com/autocar-drivers-of-change-2021-winners-revealed/) **Published:** November 23, 2021 **Author:** Comms Team **Excerpt:** The winners of this year's Drivers of Change competition, launched in partnership with Autocar are to be announced at tonight's annual SMMT dinner. Our three winners across the technology, retail and digital categories are truly changing the game with their concepts - with many of them already taking steps to make their ideas a reality. **Categories:** News **Tags:** diversity, inclusion --- ### [Something for the holidays: a look back at the year (so far) in auto.](https://ennisco.com/2015-08-17-something-for-the-holidays-a-look-back-at-the-year-so-far-in-auto/) **Published:** August 17, 2015 **Author:** Comms Team **Content:** The holiday season is upon us once again, and although we’re still working as hard as ever at Ennis & Co, with so many people taking a well-deserved week or two out to dip their toes into sea and sand, we thought we’d take a moment to pause and look back over the year so far. But we like to collaborate here at Ennis & Co, and we wouldn’t get far without our wonderful contacts, be they clients, candidates or other industry peers. In recognition of that, we begin the first in a series of “Ennis & Co interviews…” blogs which will appear sporadically amongst our more standard fare. In these blogs we will speak to our peers to get their take on a subject, issue or hot topic. For this blog, we have spoken to Automotive Marketing Consultant Al Clarke, who has worked with Ferrari, The SMMT and the APC in his time within the automotive sector. We asked him to summarise the year to date in the industry, based on what he has seen. “The first thing to say is that manufacturing is the lifeblood of the industry and the economy, and the great news is that this year is has continued to be strong, with export business pretty good,” says Al, citing Mini, JLR, Nissan and Toyota as companies that are all faring well. He continues: “Sale of product is strong thanks to low interest rates, although inevitably there will come a time when sales will slow for new product, but on the whole retail is looking good and is doing well. (Governor of the Bank of England) Mark Carney has warned that interest rates won’t stay low forever (he expects a “judgement” on this at around the end of the year) and, similarly, new car sales won’t head North indefinitely”. In terms of the automotive industry as a whole, Al thinks that many people inside the sector know it is likely to change more in the next decade or so than it has in a long time. He believes this will be led by customer demand and changing customer behaviour and, inevitably, will impact on manufacturing as well as retail. Al believes we’re at a moment of great opportunity, a pivotal moment where retailers need to start thinking about their basic transactional and operational models to adapt to a new generation of buyers and a more fragmented, dispersed and diverse set of buyer behaviours. “In terms of how people pay for their mobility in the first instance, I can see more opportunities for all-inclusive, fixed-price monthly tariffs for new cars. This could embrace servicing and insurance with other items as “bolt-ons”. The winners here will be the businesses that can adapt to those financial models,” Al says. “Big retailers who are quite systemised and have good processes should be able to absorb this and make their money in the mix across the scale of transactions they undertake, while the small businesses who thrive on repeat custom through really knowing their customers should be okay, but I can see the middle ground of retail potentially feeling the squeeze if radical new finance models do take off,” he believes. It’s interesting to hear Al talk about “mobility”, and when quizzed on this, it’s very clear he, like many of our peers, has noticed a different attitude towards product in the younger generations, who “want to get from A to B and don’t really care if it’s a car or some other mode of transport. They’re not growing up to be car enthusiasts”. Like an increasing number of people we speak to within the automotive field, Al has his eye on retailers in other sectors where he thinks new customer interface models are being developed well, with startlingly good effect. “Retailers are clearly grappling with how to embrace technology, and how to deliver a service to the standard of retailers like Apple, John Lewis and others,” he believes. “These brands provide a quality of customer experience that is about a lot more than product alone. They deliver a great experience online through digital technology, but once you’ve made your order, they know how to deliver a great service and after service, too. The lack of pain should any aftersales issues arise with these suppliers is really noteworthy in comparison with our industry, and so is the seamlessness with which the pre-and post-sale service is delivered,” he thinks. Al feels that Automotive retail is coming under increasing pressure from customers to match that degree of service and adds that: “there’s now a generation of people with purchasing power who don’t understand why it can’t be the same as Apple or John Lewis”. The big question for retail now is, how do we get there? Lots of people are starting to think of how to do it, but only a few of the newer, more visionary dealers within the sector have the agility to make the big changes now. Al points to the news last week in the Sunday Times when Lookers’ Chief Executive Andy Bruce announced that they are moving to a new model when rewarding staff, and tackling the traditional low-salary, high-commission pay structure that breeds pushy sales tactics. Then there are the super-brands who could be at a very significant crossroads: “With Google and Apple now being associated with cars, (however that turns out) you have to think that there are serious opportunities there; they’ve got a lot of cash to invest into R&D, could sidestep the traditional retail model and provide high value goods as part of an overall brand experience, for loyal customers who trust them,” Al says. Al summarises 2015 as another good year for the UK automotive industry, for a number of reasons: interest rates, quantitative easing, and both independent and government-led investment into engineering and related skills resulting in improved R&D and manufacture, which helps the UK in the long term. He admires the collaboration between government and industry in this arena, which is something he feels we need to see more of in the future. He notes growth in commercial vehicles as another reason to be cheerful, and the fact that “we’re also seeing more UK-built content inside more UK-built cars, so the supply chain is improving too, which all has a positive impact on our productivity as a manufacturing nation”. And what about the people within the industry, and the demand for skills? At Ennis & Co we’re seeing an impact, too. The demand for high quality individuals is increasing, and the market is more competitive than ever, with more and more automotive companies turning to search. The need for visionary people who can disrupt the market model, bring skills from other sectors and interpret the behaviours of a newly-diverse range of buyers is critical. It’s an exciting period to be in the industry, but changes are inevitable – and as we all know, change can be difficult. If you want to talk to us about this, you can find our contact details on our website at Ennisco.com, email info@ennisco.com – or contact me directly through LinkedIn. In the meantime, I hope you manage to have a bit of a rest over the next few weeks. **Categories:** News **Tags:** automotive, AutomotiveIndustry, holiday, industry, insights, Leadership --- ### [Inclusivity within automotive design and the importance of diverse talent](https://ennisco.com/penny-weatherup-drivers-of-change/) **Published:** May 6, 2021 **Author:** Comms Team **Excerpt:** Automotive executive search firm Ennis & Co spoke with Penny Weatherup, HR Director at Volkswagen Group UK about the Drivers of Change competition and D&I. **Categories:** News **Tags:** competition, DriversofChange, insights, Leadership, penny, volkswagen, weatherup --- ### [Automotive News](https://ennisco.com/automotive-news-17/) **Published:** November 27, 2020 **Author:** Comms Team **Content:** Please see below for the fortnightly automotive news update from Ennis & Co, where we aim to bring you the very latest information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive news · Automotive trends · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D94fb0c939b%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218628419%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=%2BB81OIsr%2B4H6ikfYQUNPUwN1a2v2E1Fv2pmCg3yUqhU%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/Winkelmann.jpg) **Stephan Winkelmann has been named named the CEO of Lamborghini in a new dual role.** Stephan will take over the Lamborghini top job from 1 December, replacing Formula 1-bound Stefano Domenicali, and will remain the president of Bugatti. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D36bb64c61d%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218628419%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=YYjzHW2xn2Gy99WlxVDvmnLsb5VcUGZ8Wm9MYqxODHE%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/genesis-small.jpg) **Genesis Motor Europe appoints former Audi and JLR marketing chief** Genesis Motor Europe has appointed former Audi and Jaguar Land Rover (JLR) marketing chief Dominic Chambers as its new head of marketing and communications. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D9be7d5e9f6%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218638373%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=bcPdGx0aWO4PmIWPHK8KipAMLM0iEI0xNrqKLojD8zU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D0776a2fb07%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218638373%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=DijU0GdSBicPJGOGLY3LnZZFx3aND5rcmoaqftdAyZA%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/andy-hall-2-.jpg) **Andy Hall appointed as LCV and strategy director for Peugeot, Citroen and DS** Groupe PSA has appointed Andy Hall to the newly created role of LCV and strategy director for the Peugeot, Citroen and DS brands in the UK. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dbc7c8a7341%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218648329%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Z4WLurpJIB68goWPjr%2FvaRSX5ezq3KLfLLrbr2QqzRA%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D72c41b7dc3%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218648329%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ojmXFubUao0u4ojL%2FhbmiOKzt1IlXnLr1fIcgSNMKiM%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/Cox.jpg) **Cox Automotive Australia and New Zealand appoints new CEO** Moving into the role is UK-based senior Inchcape leader David Colwell who will take the reins from November 30. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Db0ae244b22%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218648329%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=2zM12M94shMy70lfvWcZA3Kuqvg7wGJxGlnzm2gMFv8%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D9c288612aa%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218658286%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=d%2BaU75zwAj33psBumPFigkN8eRBTtHQ4FtkvArZ5k6c%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/Suzy-Deering.jpg) **Ford Hires Former Ebay CMO Suzy Deering As Its New Top Marketer** Ford has named the former global chief marketing officer of eBay as its new CMO, putting an e-commerce veteran at the helm of the auto manufacturer’s marketing function. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Db96b4b88c1%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218658286%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=DtQXn9Snur5EAxtBeG90YQaRQE0MTm5J69QuZ%2B%2B7jdY%3D&reserved=0) **Automotive news**![](https://pblc.it/i/951x308x9.f.S3/da8ab/ben-1742272-2.jpg) **Ben** is the charity dedicated to supporting the people of the automotive industry, providing support for life for them and their family dependents. We believe that now, more than ever, is the time to support this wonderful cause. We appreciate times are hard. Yet if we can all donate what we can for this awesome charity, we can really come together as an industry to make a real difference. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dbfe094fb41%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218658286%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=wmPIihgW8j7qG2i9AHqW0r7%2BTvpOty4t79%2BF1LqJcBY%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D81b25c499e%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218668242%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=l4b%2FN%2BMQVVstgTOaPOym60wB89EdNsfHnXgpPf5yNEs%3D&reserved=0) **Government to ban new petrol and diesel car sales in 2030** The Prime Minister has confirmed that the UK government is bringing forward its ban on the sale of new petrol and diesel-engined cars and vans from 2040 until 2030 – although some hybrids will be allowed until 2035. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D7304324a5b%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218668242%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=gYXuY6qvrjjtvw6sF6qa89QCrCzsGy%2BRYoA5XvZKfBo%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dab1fc60db5%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218678199%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=7saOhagp%2FHN%2B6Vz604PxLeVy2lKusJuyXSqrOh0eSzg%3D&reserved=0) **Mercedes-Benz and Geely to co-operate on new petrol engines** Mercedes-Benz is planning to shift the majority of its four-cylinder petrol engine production to China in a move that will greatly expand its activities with Chinese car maker Geely. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dfb4c4d73ca%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218678199%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=9MFs1nbvSLimNcHCSoadwenB15jQ2LsFUgwKh0HATm8%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3De82302eb79%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218678199%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=KqXulw4OGJO9oz7m7c0984ydWHrRnZLKkSaemHOv4RQ%3D&reserved=0) **Automotive Trends** ***Retail*** **Leasys launches online auction platform to dispose of used vehicles** Fiat Chrysler Automobiles (FCA Group) has launched a dedicated online auction platform to sell end-of-contract vehicles from its Leasys and FCA Bank businesses. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D5e866d1d96%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218688150%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ABgR6D6aimVSASnv772wkblE%2F%2BgEQSqhTwmzuh%2FOxaU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D4896720dfa%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218688150%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=puQe4WgZaTndqa7OYz36LgNVZ4porqSqLwNgwh7unE8%3D&reserved=0) **Carwow Awards recognise best performing retailers and leasing partners** Carwow has named its best performing retailers and leasing partners for 2020 with the launch of its Retailer and Leasing Broker awards. [**Read more >**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D10a87ea059%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218688150%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=3%2BNfN27SZw9jIVE%2FnnWl0uAxxqiwkWwvUAms93GKgmo%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dafe1aceb22%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218698106%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=3N%2FS7t1ju96Ipn%2FSkj2gC4VQi3TZGsV4tP2VRpYPjfg%3D&reserved=0) ***Digital*** **DRIVE Software Solutions launches ODO inspections app enabling drivers and vehicles to adhere to Covid-19 precautions & guidelines** DRIVE Software Solutions, a leading provider of fleet management technology, announced the launch of a vehicle inspections app enabling businesses to ensure their drivers and vehicles adhere to Covid-19 restrictions ahead of a Christmas period made more critical by Lockdown. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D3805adbd83%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218698106%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=DqLdkH3wzaM0LPKLCwVozIb6XTv%2FXXZF5G2nXwP2xg0%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dcf2f017517%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218698106%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ERf6em68EEmQJ80Ckv%2FrA4rcAVhnh2Df9pcg%2B6SvXYk%3D&reserved=0) ***Mobility*** **Groupe Renault creates the first European factory dedicated to the circular economy of mobility in Flins** Groupe Renault announced the transformation of its site in Flins to create the Re-FACTORY, Europe’s first circular economy factory dedicated to mobility with a negative CO2 balance by 2030. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D098cbc002e%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218708060%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=1x5ZEVspxTN4ztf94CRc37S7n810pDYbZCkqMqPLbMY%3D&reserved=0)![](https://pblc.it/i/951x308x9.f.S3/7c480/smmt-1742284-1.jpg) **Ones to WATCH** **SMMT 2020 Update Live** Available on demand until Friday 18th December Our Drivers of Change initiative, launched in partnership with Autocar to promote automotive innovation, drew an extraordinary response. Watch on to find out more about our three winners and their innovative ideas. Speeches from the update included: SMMT Chief Executive Mike Hawes’ state of the nation address SMMT President George Gillespie’s keynote speech Rt Hon Alok Sharma MP, Secretary of State for Business, Energy and Industrial Strategy, political keynote speech SMMT Year in Review video The Autocar Drivers of Change Awards [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Daedb65f0d3%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218708060%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=qd4b2CotTNLMPTIp0GEmddrCCoXLTNE06eWIAPWVdUs%3D&reserved=0) [](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D5cfd4647f6%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C7a85b899c271483d14ec08d892f32103%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637420920218718021%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=AfeijQgqK6aoYknmxvA80T2%2BeNi9l0eT2Ak%2BRFP2H8Q%3D&reserved=0) **Categories:** News **Tags:** appointments, automotive, Ben, diesel, digital, mobility, news, petrol, retail, smmt, technology, trends, vehicles --- ### [What's happening in the world of automotive? An executive search perspective](https://ennisco.com/whats-happening-in-the-world-of-automotive-an-executive-search-perspective/) **Published:** October 31, 2019 **Author:** Lynda Ennis **Content:** We’re living in highly disruptive times – especially in the automotive sector. This was abundantly clear listening to the presentations and discussions at our annual Advisory Board meeting earlier this month, where the topics ranged from the radical digital and technological transformation taking place in our industry to developments in diversity and inclusion. As executive search specialists, we at Ennis & Co see the impact of these seismic changes on the recruitment landscape and the pressing need for new as well as traditional skills to drive the revolution. So, from a recruitment perspective, here are some of my top takeaways from the event: **1. Managing people in a disruptive marketplace can be challenging.** Digital disruption is having a tangible impact on the remarketing business. For example, auction demand is in decline, with a 30-40% reduction in physical stock through the trading hall. With this in mind, it’s essential to understand the trends and the future direction of the industry and develop plans to balance today’s resources and people with tomorrow’s requirements. The complexity for leaders in the remarketing sector (from a people perspective) is balancing the need to find the people who can deliver these new opportunities. It’s a mixture of recognising and developing the transferrable skills from within the traditional ‘metal moving’ business (which will always be required) and new skills from elsewhere, such as digital and technological. **2. Prioritising candidate experiences is a must.** One of the things we’re seeing a lot more of is the whole candidate experience being really high on the agenda. This extends from when a candidate is first approached to how they are treated at interview and onboarded. That is really changing. People don’t just want to be given a contract. They want to feel that they are embracing the whole thing. Shouting about the brand is becoming increasingly important. I did a piece of work recently where I conducted a lot of internal interviews for a client and it was really interesting to hear the employees’ understanding of their brand, and what they wanted out of it. It’s not just about people joining, it’s about people in your organisation looking to move into different areas. **3. Soft skills are the currency of the future**. Between now and 2030, demand for social and emotional skills will grow across all industries by 26% in the United States and 22% in Europe. While some skills, such as empathy, are innate – others such as advanced communication can be taught. ‘Soft skills’ relate to attributes like collaboration, agility and communication – which will be key components of critical skills needed in the future. **4. Diversity & inclusion initiatives flourishing.** Diversity and inclusion remains high on the corporate agenda. Many organisations are channelling best practice to ensure a diverse and inclusive workforce is appreciated and celebrated, as well as to retain and nurture existing talent. **5. Salaries are a moveable feast**. Salary benchmarks for senior staff are becoming increasingly irrelevant, with competition for the best candidate leading to wage inflation. The trend has accelerated over the last six months and I expect it to continue. Significantly, there is now huge inconsistency in terms of salary levels in the UK abroad, and people who are considering a move are finding out what their worth is in the market. This carries a risk for the hiring company as people who have worked for the organisation for five or six years are now seeing new people come in on salary packages worth £20k or more than their own. Is this fair? The vast majority would say no. Interestingly, I have been conducting a search for a specific skill set recently and for the first time EVER there has been a bias towards women – where women’s skills are being paid higher than the men. This is not something you see every day and it’s an interesting turn of events, to say the least. Within our weird and wonderful industry, the changes are not all bad. In fact, for many of us it’s making us busier and more productive. There’s so much discussion at the moment and I know that it feels a little bit crazy, but I think sometimes people forget that this is a good place to be. There are a lot of industries that aren’t in the same place as we are and the transition is going to be one hell of a ride. **Categories:** News **Tags:** advisorygroup, automotive, CEOInsights, digital, executivesearch, insights, skills, technological, transformation --- ### [Ennis & Co to host D&I panel with Fleet Mobility](https://ennisco.com/ennis-co-to-host-di-panel-with-fleet-mobility/) **Published:** May 12, 2022 **Author:** Comms Team **Content:** Ennis & Co’s Founder, Lynda Ennis, will be joined by fleet and mobility leaders to share their journeys for improving diversity and inclusion (D&I) as part of a free breakfast seminar on October 11- to officially kick-start the Fleet & Mobility Live event. The one hour panel discussion is being held on the first day of Fleet & Mobility Live at 8:30am in Hall 20 at the NEC, near Birmingham. Lynda will be hosting the panel, and will be joined by Ailsa Firth, HR director at Arval BNP Paribas, Richard Hudson, commercial director for London Electric Vehicle Company (LEVC), Lorna McAtear, fleet manager for National Grid and Lesley Slater, chief commercial officer for Athlon UK. The panel will discuss how their organisations leverage their brand to encourage more diverse talent, how attracting this talent can make their companies thrive and Ennis will be taking a deeper dive into how actions can speak louder than words with initiatives that really work. Lynda said: “On behalf of Ennis & Co, I am really looking forward to hosting this vital panel session centred around key diversity and inclusion topics, alongside incredible leaders within the fleet and mobility industry. “As always with my sessions – there will be a lot of focus on the ‘doing’ – so delegates should expect energy and actionable insights to take away to put into practice.” There are 30 spaces available and delegates can pre-book in advance when registration for the show goes live. Please visit: [www.fleetandmobilitylive.com](http://www.fleetandmobilitylive.com) to register interest and for more details. **Categories:** News **Tags:** Arval, Athlon, automotive, diversity, ennis, executivesearch, fleet, Grid, inclusion, leaders, LEVC, mobility, National --- ### [Nominations open for Barbara Cox ‘Woman of the Year’ awards](https://ennisco.com/nominations-open-for-barbara-cox-woman-of-the-year-awards/) **Published:** November 18, 2021 **Author:** Comms Team **Excerpt:** Nominations are now open for the UK's Barbara Cox Woman of the Year Award, with the winner to be announced on International Women's Day, 8th March 2022. Cox Automotive is looking for an outstanding female leader or manager from the automotive industry to win the prestigious award. **Categories:** News **Tags:** diversity, inclusion, Leadership --- ### [Reflections on International Women's Day with Rob Lindley](https://ennisco.com/reflections-on-international-womens-day-with-rob-lindley/) **Published:** March 8, 2022 **Author:** Comms Team **Content:** As part of our explorative series with senior leaders within automotive and mobility, we spoke with Rob Lindley, Automotive industry executive and Non-Exec, to reflect on his career – spanning from a male-dominated industry to where the industry finds itself now on International Women’s Day. Read on to find out more about Rob’s experience with inspirational females within the world of Ford Motor Company and Mitsubishi – and how he envisages a more “equal” future… ### ****How important is it to prioritise “thinking equal” in society in 2022?**** “Oh, my goodness. I mean, it shouldn’t even be a question to be honest with you. But unfortunately, it still is today. It should be an absolute – and not just in 2022 – it should be a complete no brainer at any time. That we, as a society, in everyday life and in business, should consider equality as a non-negotiable standard for us in everything that we do. And of course I’m not just talking about being male or female equality, but also in underrepresented groups, sexual orientation and religious preference.” ### ****Do you think the automotive and mobility industry is doing enough to make progress towards gender equality – have you seen this over the years?**** “Good question. Have I seen progress over the years? Definitely, yes. Because where things started from, we were in a pretty poor place. If I go back to when I started with Ford Motor Company in 1989… it wasn’t a great situation. The car industry had a poor reputation for both the treatment of female staff and also the treatment of female customers going into going into dealerships. So, there was a lot of work to do. No question about that. But I think I think things have certainly improved. You look around the industry now and see the number of female senior leaders across the whole industry. It’s been a big change, and I’m pleased about that. You wouldn’t have seen that 25-30 years ago, when I was first in the industry, it was quite rare. Today there are fantastic successful women like Alison Jones running major corporations like Stellantis, and that’s a really good sign. So, things have improved on the business side, yet I still feel there is more to be done in terms of the treatment of women in dealerships. I think there’s still a little bit of that reputation of if, say, a male and female couple go into a dealership that the (male) salesperson’s natural tendencies are to talk to the guy. You still hear that this does go on, which is disappointing. In this respect, I think education, better recruitment, better training has improved that situation to an extent – and this needs to continue.” ### ****What else do you think needs to accelerate in this area?**** “We still need more female leaders, yet we also need to see more people in the industry, from underrepresented groups. I know we’re talking about International Women’s Day, but I think both things apply. We do need to see more women rising to the top of organisations, while there’s been a positive change in that respect, it’s not completely there yet… it’s certainly not gender equal. We’re making progress but we still need to see more – especially in the field of retail. There are certainly training requirements and there should be a focus on better gender balance in recruitment as well.” ### **Looking back on your career, can you talk about a woman (it can be a leader, friend, colleague or family member) who has inspired you at some point in your career? How was she influential for you, and what did it help you to achieve?** “There have been many inspirational women in my career, yet I’ll mention just a few for the sake of the word count! Lynda Ennis, for one, has inspired me. Lynda is a fantastic leader and has always demonstrated a real sense of and how to make this industry better. When thinking about organisationally, the companies that I’ve worked for, there was a lady at Ford called Kathryn Lees, who was the first woman I remember in a very senior position at Ford Motor Company early on in my career. Another was Trisha Roberts. And both I remember being very “standout”, because it was quite unusual to find women getting to senior positions at the time. They did a really good job, I think, demonstrating that women could be absolutely fantastic leaders in in the car industry, role models in a way. During my time at Mazda we saw quite a number of female leaders progress and develop, like Claire Andrews who continues to do a fantastic job for Mazda as Marketing Director. And Gill Crowther, who I worked with at Ford but also more recently at Mitsubishi has been a great inspiration to me and a guide in so many important decisions.” ### **Is there anything you feel you have changed in terms of how you approach senior female leaders now?** “Honestly, I’d like to think not. Because I feel as though I’ve always tried to operate in a fair and balanced way all the way throughout my career. I think it’s fair to say that when I first joined Ford, back in 1989, it was such a male-dominated environment that the kind of “male macho” stereotype was prevalent in the way people operated. And I certainly think that over time, behaviour softens, and I know that my behaviour changed too as I learned and developed a better understanding. It probably made me a more approachable leader over time, at least I hope so.” ### **Any more reflections on your career and how things have changed?** “Again, when I think back to back to the early start of my career, when I was when I was an area manager for the sales and aftersales side, there were very, very few women in that in that world. Probably out of 30 area managers there were maybe two or three women, and I would imagine that felt uncomfortable. I can’t put myself in that world, because I was on the other side of it. I imagine that it just never felt right to be so isolated and so few and I’m just pleased to see that isn’t the case anymore. If you look at that side of organisation, for example, at Mitsubishi – in the time that I was there, among the middle and senior management, around half of them were women. And that was that was an excellent, really positive change. So, it’s good that the industry has evolved – but it should have happened sooner. There is certainly still some way to go… but progress has been made.” **Categories:** News --- ### [Ennis & Co research report takes centre stage at SMMT Annual Dinner](https://ennisco.com/ennis-co-research-report-takes-centre-stage-at-smmt-annual-dinner/) **Published:** December 5, 2022 **Author:** Comms Team **Content:** A research report published by Ennis & Co examining the skills gaps across the automotive and mobility sector was highlighted as a cause for concern for the global industry at the 2022 Society of Motor Manufacturers and Traders (SMMT) annual dinner on November 29. Addressing an audience of around 1,000 guests from the industry, government and the media, Steve Cropley, the editor-in-chief of Autocar, said the Ennis & Co report provided worrying reading about the sector’s critical skills shortage. “Whenever we talk to people like you in the automotive industry, we hear about the urgency of the skills shortage,” he said. > “A recent report from Ennis and Co – called the Skills Evolution Roadmap 2025 – puts some pretty stark numbers on it. It estimates that the automotive sector will face a global shortage of 2.3 million skilled workers by 2025, and 4.3 million by 2030.” > > Steve Cropley, Editor-in-Chief, Autocar The report, which was published in the summer, revealed that an acute skills shortage across the industry was leaving businesses ill-equipped to take advantage of technological advances in electrification and digitalisation and leading to spiralling wage inflation as competition for talent intensifies. The research was based on in-depth interviews with 44 senior business leaders from all areas of the industry – including CEOs, Presidents and Vice-Presidents. As well as highlighting the skills shortages, the report created a model based on three different career stages to enable business leaders to create a solid action plan to address the problems in their organisation. This included looking at ways to attract more mature employees, many of whom chose to leave the labour market during the pandemic. Significantly, Halfords recently announced plans to recruit 1,000 car technicians by targeting retirees. The company said it would offer apprenticeships to over-50s. [Receive your copy of the Skills Evolution Roadmap 2025 ](https://ennisco.com/skills-evolution-roadmap-2025/) **Categories:** News --- ### [Is gender diversity turning into an obsession?](https://ennisco.com/is-gender-diversity-turning-into-an-obsession/) **Published:** May 7, 2021 **Author:** Comms Team **Excerpt:** Good intentions can often lead to unintended consequences. And, with the greatest of respect to diversity and inclusion in the workplace, leaders need to think carefully about the organisations they’re creating as I’m worried that there is now too much focus on gender. **Categories:** News **Tags:** diversity, ennis, equality, gender, inclusion, insights --- ### [Auto Trader Retailer Awards 2021](https://ennisco.com/auto-trader-retailer-awards-2021/) **Published:** May 28, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co Founder, Lynda Ennis is delighted to be supporting in the judging of the Auto Trader Retailer Awards 2021.  **Categories:** News --- ### [Great Women in the British Car Industry](https://ennisco.com/great-women-in-the-british-car-industry/) **Published:** February 20, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to again support the [Autocar Great Women in the British Car Industry](https://www.autocar.co.uk/greatwomen/2020) event this year. You may note there has been a slight name change to the previous initiative, which is in order to recognise women working within the sector based in Britain from overseas, as well as those working globally within automotive and are British passport holders. This works brilliantly for several reasons. One reason being the focus on diversity and inclusion, which, as you may know, is a subject close to Ennis & Co’s core values. Working closely with organisations at both national and global levels as executive search specialists- Ennis & Co know just how fantastically diverse the talent pool is all over the world. And this is where the now broader parameters will serve to attract those that have perhaps missed out in recent years, which is an exciting notion. The top 100 will be selected from specific areas within the industry: including aftersales, people development, mobility, digital and many more. Sitting outside the top 100, there is also a category for apprentices to celebrate new talent within the industry. At such a pivotal decade for automotive… this is an exciting initiative which will provide the perfect platform for many talented individuals to bask in their successes. Entries are now open here: **Categories:** News **Tags:** autocar, automotive, britishcarindustry, diversity, DiversityandInclusion, greatwomen, inclusion --- ### [Ted Jackson joins Ennis & Co as new Associate](https://ennisco.com/ted-jackson-joins-ennis-co-as-new-associate/) **Published:** January 13, 2022 **Author:** Comms Team **Excerpt:** Automotive and mobility executive search company Ennis & Co were delighted to welcome Ted Jackson on board as our latest Associate. **Categories:** News **Tags:** Associate, insights, Leadership --- ### [Revving up at glorious Goodwood](https://ennisco.com/2016-06-30-revving-up-at-glorious-goodwood/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** The Goodwood Festival of Speed proved the showcase for more than 600 vehicles as motor manufacturers showcased their latest models at what has become the de-facto British Motor Show with the ambience of a garden party. [www.goodwood.com]() **Categories:** News **Tags:** automotive, AutomotiveIndustry, goodwood, industry, Leadership, motor --- ### [Ennis & Co welcome Andrea Baker as new Associate](https://ennisco.com/ennis-co-welcome-andrea-baker-as-new-associate/) **Published:** April 11, 2022 **Author:** Comms Team **Content:** Ennis & Co are delighted to welcome automotive PR & communications consultant, [Andrea Baker](https://ennisco.com/personnel/andrea-baker/), as an Associate. Andrea brings incredible expertise from previous roles within the realms of PR, public affairs, events, sponsorship, media communications and marketing – having held senior roles for the likes of Volvo Car UK, Porsche Cars GB, Bentley Motors and LEVC. On her appointment, Andrea said. *“I’m delighted to be joining the Ennis & Co as an Associate. Ennis & Co offers such professionalism, expertise and attention to detail and are also a great source for insight into the industry and its ever changing landscape. Lynda has also been a brilliant personal and professional mentor for me over the years and so I’m looking forward to joining the team and getting involved with some of their future projects.”* Lynda Ennis, Founder of Ennis & Co, commented. *“Andrea is a fantastic PR and marketing professional, who I have had the pleasure of working with for several years. We are delighted to welcome her to our panel of Associates as she embarks on a new journey with The PR Hub – and I know she will be incredibly valued by the wider Ennis & Co team.”* Now channelling her years of experience and strategic vision into her new venture as Founder and Director of The PR Hub, Andrea is “flying solo” as a freelance communications consultant. We spoke with Andrea to find out more about the why’s and how’s. Read the full profile by clicking the link below: [Andrea Baker Profile](https://ennisco.com/wp-content/uploads/2022/04/EC-Associates-2022-ANDREA-BAKER-Double-2.pdf "Andrea Baker Profile") **Categories:** News --- ### [60 Seconds with Matt Wrigley](https://ennisco.com/60-seconds-with-matt-wrigley/) **Published:** May 18, 2022 **Author:** Comms Team **Content:** Are we turning into marketing machines? How do we prevent this… and how is the world of marketing evolving as we know it? We caught up with [Matt Wrigley](https://www.linkedin.com/in/matthew-wrigley-3533253/), Group Marketing and Innovations Director at [Jardine Motors Group](https://www.jardinemotors.co.uk/), to gauge his thoughts from an automotive perspective… #### **Roles and skillset have changed rapidly within the industry – and marketing is high on this list. What’s happening from your perspective?** Within automotive, and specifically retail, marketing departments have evolved from the traditional awareness, interest, desire and action aspects to become the repository of integration and innovation. Traditional activities still play a part, however, there’s now the added complexity of multiple channels, systems, consumer engagement and digital prowess to name but a few- then coupled with the increasing blurred lines not just between manufacturers and retailers but the ever-growing list of disruptors too. #### **How is this affecting the marketing function as a whole?** As humans, we’re so time poor because we’re so efficient. Our technology has made us this way. If you imagine what used to be the “traditional” marketing funnel, it was a lot simpler 20 years ago – because you had less channels and clearer lines of engagement. Now we have ultra-efficiency, whether that’s creating widgets on your phone to automate tasks, or using simply using voice to power and control appliances or access data. All of this results in limited attention spans as consumers and greater expectations as users. The challenge is, you need to somehow understand the synergies, translate for stakeholders and consumers and bring all of that together without being a complete machine, keeping the human element at the heart of everything. So, in the marketing world, that’s where those skill sets need to exist – you need to have an abundance of emotional intelligence, whilst also being able to understand the nuance of what your data is telling you (or not telling you). #### **What’s the best way to close potential skills gaps in this area?** There are two approaches – the obvious one is recruit to replace those gaps either from within industry (however usually as these roles are new within our market place it’s likely to come from out of industry). However, this alone is always expensive. Our approach is to blend this with recruiting raw talent and providing them with a defined training plan and recognised qualifications. The apprentice levy is a great way to not only educate but also develop and provide a defined and timed programme. However, you must appreciate that there will be an element of attrition either from an individual’s desire to progress quickly or being poached externally. That aside, I believe if you invest in someone then regardless of their time with you, you will get 100% support and commitment as well as different ideas and ways of thinking. I think within automotive we all have a collective responsibility to drive this as it is one of the most interesting and exciting industries to work in. **Categories:** News **Tags:** automotive, data, digital, disruptor, Ennis&Co, innovation, manufacturer, marketing, retail --- ### [Business leaders warn of acute skills shortage across automotive and mobility sector](https://ennisco.com/business-leaders-warn-of-acute-skills-shortage-across-automotive-and-mobility-sector/) **Published:** August 2, 2022 **Author:** Comms Team **Content:** An acute skills shortage across the automotive and mobility industry is leaving businesses ill-equipped to take advantage of technological advances in electrification and digitalisation and leading to spiralling wage inflation as competition for talent intensifies, according to research carried out by executive search specialists Ennis & Co. Interviews with 44 senior business leaders from all areas of the industry – including CEOs, Vice-Presidents and Presidents – have revealed that skills gaps at all levels of seniority are one of the biggest threats to their organisation’s bottom line. Shortages of digital and data experts are particularly severe as automotive and mobility companies experience competition from other sectors for the same ‘hot’ skills. Manufacturers are also facing a tough battle to meet their engineering needs, while service and repair technicians are reported to be in extremely short supply. In response, many businesses have resorted to paying more to fill vacancies by offering higher starting salaries, signing-on bonuses or bonuses paid at the end of probation periods. One manufacturing leader revealed that starting salaries for engineers had risen by as much as 50 per cent, while a senior executive at a retail group said a rival had poached their workshop technicians by offering them a £9,000-a-year pay rise. Commenting on the research findings, Lynda Ennis, founder and CEO of Ennis & Co, said: “As a global executive search company specialising in automotive and mobility, we know all about the challenges of finding the right senior leadership talent for our clients and we also have observed how the competition for skills at all levels has intensified in recent years. “However, we were actually quite shocked by the scale of the problem, as revealed in our interviews with business leaders. The reality is that skills shortages are so deep and widespread that there is no magic answer to fix the problem. “Nor is the situation going to get any easier, with the automotive sector predicted to face a global shortage of 2.3 million skilled workers by 2025 and 4.3 million by 2030. “The situation is so serious and business critical that is clear that resourcing strategy must be given the highest priority by businesses, including being managed at boardroom level, with the appropriate commitment, investment and accountability.” The research project, *[Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/ "Skills Evolution Roadmap 2025"),* asked business leaders not only to identify the key skills shortages they were facing but to discuss the strategies they were pursuing to address the problem. Many reported a significant expansion of entry-level recruitment in the shape of apprenticeship programmes and graduate trainee schemes, while there is an increased focus on workplace culture, including diversity and inclusion (D&I) initiatives, to attract and retain staff. Remote and hybrid working is now widespread across the industry. Lynda Ennis said: “It is clear from our research that there are already some excellent resourcing initiatives taking place within the industry and it is very positive that diversity and inclusion is now a cornerstone of recruitment strategy. “I believe there is potential to take this further, particularly in the area of more mature employees, who have been so often neglected in the D&I debate. People in this demographic – mainly the over-50s but sometimes even people in their late 40s – have the choice whether to work or not but offer advantages of experience, maturity and commitment, particularly in an environment that embraces part-time and flexible working.” If you work in the automotive and mobility sector – or indeed any other sector facing similar skills shortages – then please visit our *[Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/)* page to obtain a free copy of the report. **Categories:** News --- ### [Employee engagement isn’t a strategy, it’s an attitude. And it drives customer loyalty.](https://ennisco.com/2015-05-07-employee-engagement-isnt-a-strategy-its-an-attitude-and-it-drives-customer-loyalty/) **Published:** May 7, 2015 **Author:** Comms Team **Content:** A business is nothing more than a bunch of people working together (one would hope) to achieve a common goal or goals. Of course there are myriad ways to look at a business that make the thing seem a lot more complicated than that, but essentially, that’s what it is. And when you have to drive performance, as I have had to for more years than I care to remember, it can be tough to balance the needs of individuals with the needs of the business. It can be so tough, in fact, that some businesses start to behave as if they’ve forgotten that people are their lifeblood. To be sure, there is a fine line to tread between making your company or team a happy one and a really effective one, and you can kill people with kindness. But the most successful businesses manage, for the most part, to be both positive and effective. After my third successive meeting of the week with a senior professional in which this subject arose, I reflected that there seems to be an increasing gap between how companies say they manage people and how they actually do. We’re in a challenging period for businesses, where strong professionals are in a commanding position, so I think it’s important that companies practice what they preach about employee engagement. (There’s an even more challenging issue for our industry which is very closely related to this subject, and which I will come to towards the end of this article). One useful way of understanding this issue is to look at the changing face of HR. Everybody knows that HR functions are being tasked with being more strategic and more analytical. I have heard the trend referred to in some circles as “people-accounting”. Having been responsible for strategy myself, and often acting in a strategic function now on behalf of my clients, I can understand why HR is changing in this way. But let’s not forget that there is still a place within businesses for getting people to achieve fantastic things, and that the way to do that often has little to do with a balance sheet. During a recent conversation about where the role of employee engagement should sit, a client of mine neatly summarised his frustration with the whole people-accounting approach to HR. “Just because you keep weighing a calf, it doesn’t make it fatter,” he said. He went on to observe that employee engagement is something that is increasingly handled by PR and branding activity, when it should be about culture. Give people something to buy into and they will buy into it. Surely the best employee engagement strategy is to have such a great culture that you don’t need an employee engagement strategy. All of this is not an irrelevance – and this is that challenge that I promised I would come back to. In my role at Ennis & Co I have a good window onto the automotive industry, and I can tell you that loyalty right now is at a premium. That goes right across the industry: loyalty from employers to employees, loyalty from individuals to their employers, and – crucially – customer loyalty. As we have touched upon before, there is a crisis of identity facing our industry today, and the need for a workforce motivated to deliver a great service has never been stronger. If companies don’t engender loyalty within their own people, how can they expect their people to engender loyalty in customers? And isn’t customer loyalty something the automotive industry really needs? **Categories:** News **Tags:** automotive, AutomotiveIndustry, customer, employee, engagement, HR, industry, Leadership --- ### [Why career transitioning is like a marathon.](https://ennisco.com/2015-05-01-why-career-transitioning-is-like-a-marathon/) **Published:** May 1, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/04/marathon-300x199.jpg)Marathon running race people competing in fitness and healthy active lifestyle feet on road I don’t know about you, but I found the London Marathon inspiring and not a little instructive. I participated in the marathon-length London Moonwalk a few years ago, so I know that it’s a great undertaking to cover 26 miles at any speed. I remember the training, the sore feet, and the occasional sugary intake (chocolate, I’m afraid) that helped me stay the course! Back to last Sunday, and it quite tired me out, watching these brave, committed people from the comfort of my armchair, as they pushed themselves to a new level of achievement that I am sure many previously had thought inconceivable. For beginners, there was the daunting (but exciting) prospect of running over 26 miles for the first time in their lives. Could they do it? Might they get hurt? What if they let themselves down? For the more seasoned runners, too, the challenges were still there: It was the familiar challenge renewed, the personal best, or at least the better-than-last-time. For the professionals, perhaps, the rival to beat. Whatever their perspective, I bet most of those 38,000 runners put themselves through an awful lot of preparation to be ready to tackle those 26.2 gruelling miles. Few would expect to be able to do it without some carefully calibrated preparation. When your professional circumstances change, it can feel like you’ve just been told you’ve got to run a marathon when you’ve had no time to prepare for it. I simply couldn’t avoid the analogy as I watched those runners last weekend. My experience providing Outplacement services has taught me a few things about supporting people during a very testing time, and I believe that, approached in the right way, Outplacement can be a good opportunity to take stock, however uncomfortable the process may be. That process can also be as exciting as it is daunting if you embrace it properly – and that means preparing, just like those runners. With this in mind I thought I would go through some of the steps you can take if you find yourself in a work environment that is likely to incur change, whether natural or forced. Take time to think about what you want to do next. Time spent planning your next move is time extremely well spent. Consider whether doing “more of the same” is the best thing for you. Some of the happiest people I know are professionals who used an un-asked for career break to change their direction. If you possibly can, put time in to think about what you want from your next role, so that once you put your best foot forward, you can be fully committed to the journey, and make the sort of positive impression that only a fully committed person can. Align your CV and LinkedIn profile. Get your CV together, and get it right. It needs to be relevant for your next role, and your LinkedIn profile also needs to sell you in the right way. Keeping your CV up to date is something few senior professionals do. It’s worth investing the time. Use your networks and use head hunters – but make sure your activity (and theirs) is targeted. If you have your eye on a particular business, find out who’s who there, and write to the person you want to work for, telling them why. Demonstrate passion for their business, as well as knowledge. Once you get into the interview process, make sure you make the most of this unique networking opportunity by following up, as an Ennis & Co colleague [wrote](https://ennisco.com/news/2015-04-02-are-you-missing-a-great-networking-opportunity-what-the-savvy-candidates-know "What the savvy candidates know") about recently. Just as in a marathon, when it gets tough, you’ll need to dig deep. It can be hard if you’ve had your confidence knocked, but you have to treat the process as a job in itself, with the same level of application. If you can’t find the energy, direction or drive in what can be a really difficult time, go and work with an Outplacement company. I’d suggest not one that just wants to put you in front of a screen, but one that can give you the confidence and the push you need. You may just discover it’s a bit like finding a good teacher again: you are a person and you will need someone who can interact with you in a way that inspires you and helps you to find your way. Suddenly, you find it all starts to make sense. Above all, you need to persevere. With the right preparation, the right support and the right attitude, you have every chance of getting to the finish. If some of the above sounds familiar to you (either at an individual or company level) and you want some help, I’d be pleased to hear from you. Meanwhile, if you did run on Sunday, I hope you’ve recovered, and I salute you. **Categories:** News **Tags:** automotive, AutomotiveIndustry, career, industry, insights, Leadership, london, marathon, outplacement --- ### [Employment law steps in where good behaviour breaks down](https://ennisco.com/2015-10-26-employment-law-steps-in-where-good-behaviour-breaks-down/) **Published:** October 26, 2015 **Author:** Comms Team **Content:** In the latest of our “Ennis & Co interviews…” series of blogs, we speak to Greg Hughes, a Senior Associate at Clarke Willmott solicitors. Greg is a Commercial Litigation & Dispute Resolution specialist and has a great deal of experience dealing with disputes between employers and employees, particularly in relation to post-employment Restrictive Covenants. Greg was kind enough to provide his legal insight to bring another angle to a subject we touched upon before in our blog, “[Why are we treating each other like this](https://www.linkedin.com/pulse/why-we-treating-each-other-like-lynda-ennis?trk=prof-post "Why are we treating each other like this? ")?” Over coffee, we discussed the idea that, in employer/employee disputes, the law tends to step in where good management (in both directions) has failed; Greg believes that good communication and reasonable behaviour would render it unnecessary for employers and employees to resort to their legal rights. Whatever the specific nature of the civil dispute between employer and employee, the handling of these areas of contention can be swayed, for better or worse, by the behaviour of both parties when an employee leaves – as, indeed, does the question of whether matters pertaining to contracts of employment become issues in the first place. Where do relations between employers and employees tend to fall down and result in civil proceedings? “This tends to happen in the run up to an employee exiting a company, upon or after their exit,” says Greg. “Obviously, when one party decides they’ve had enough of the other, this is the delicate period where relationships can break down. If that seems obvious, what is less obvious to people is that most of the time this simply need not happen. It is very often sheer bad management that results in the estrangement of both parties. It’s commonplace for problems to start when an employee hands in their notice and is suddenly treated very differently, for example being put on garden leave or excluded from day to day activities.” Are some of these (civil proceedings) more common than others? Greg maintains that in sales-based roles where client relationships are very important and are restricted to a few key employees, or in roles where access to confidential information such as technical information, financial information, formulas and recipes, post-exit breaches of Restrictive Covenants and the misuse of confidential information are among the more likely to occur. A Restrictive Covenant is a clause in an employment contract that prohibits the employee from certain activities once the employment contract ends, usually for a set period of time and within other defined parameters. Such activities include soliciting and dealing with clients/prospective clients of the employer, being involved in a business which competes with the employer and soliciting other employees to leave the employer. In broad terms, it stops you, my employee, from walking out and trying to take all my clients, prospective customers and staff with you, and going to a competitor. Other disputes can centre around unfair dismissal, constructive dismissal and discrimination (age, sex, race, sexual orientation). Greg reiterates that, “regardless of the particular issue, the existence of these disputes in the first instance is often down to whether both parties have treated each other fairly, reasonably and courteously – most of this comes down to simple good treatment and behaviour”. In his role, Greg often advises employers and employees on whether or not to pursue a dispute because he knows the cost of doing so (both financially and otherwise) may outweigh the benefits. Many such disputes could be avoided if some reasonable precautions are taken and reasonable behaviour followed. This idea of “reasonableness” is an important one in law. A Restrictive Covenant should be a “reasonable” restriction, narrowly and clearly defined. The fairness of a Restrictive Covenant that is long in duration is likely to be questioned, even if an employee has signed up to it. A sensible and enforceable Restrictive Covenant is about reasonably protecting legitimate business interests; a broad, unfocused restriction over a long duration suggests an assumption of betrayal, treating an employee as someone who enters the business with the specific intent to do harm when they leave. (Of course, as with any policy, there are legitimate business reasons for having them). So a good Restrictive Covenant is a reflection of good and sensible – you might even say civilised – behaviour. Although a Restrictive Covenant is often viewed as something that an employee has to burden, there is, of course, another side to this. Employers who do not respect a new employee’s restrictions from a previous employer are misbehaving, plain and simple. A sensible employer will discuss existing covenants with a new hire – and will respect those restrictions: an example of where a good behavioural precedent can be set early on in an employer/employee relationship. It is important to bear this in mind, Greg says, because both an employee and their new employer can be liable in law for breaches of Restrictive Covenant, if it can be proven that the employer induced the employee to breach it. The employer is more likely to bear the financial burden if they are unsuccessful in defending the claim or agree a settlement, as they are more likely to have money than the employee. Equally, employees who are treated well in respect of their Restrictive Covenants with their former employer, for example by being allowed to work in a way that does not breach those covenants, are more likely to respect the Restrictive Covenants with their new employer. Does a candidate with a Restrictive Covenant blow their chance of a new job? Rarely, says Greg. A really good, senior professional in the right industry will almost always be under restriction and if hiring organisations were finicky about this, they would never get to those good people in the first place. A good candidate will be honest and up front about any restrictions on them, and will give a very good impression of themselves when they demonstrate those professional behaviours. “You wouldn’t expect a good employer to put pressure on an employee to breach a contract and a good employer will respect a prospective employee’s honesty, integrity and commercial awareness of volunteering information about their Restrictive Covenants so that both parties can find a way forward that avoids any breach occurring,” says Greg. What are companies expecting people to sign up to and is it reasonable? The reasonable covenants Greg sees are usually narrow, well defined and only sufficient to protect the reasonable legitimate business interests of the former employer, but of course, they tend to get more wide-ranging (quite reasonably) in scope the more senior the role of the employee – the more senior the role, the greater the restriction and often, the greater the commitment. “On the other hand, I have seen unreasonably wide clauses drawn which is bad behaviour, stopping anyone from doing anything. This is simply unfair and goes far beyond what is necessary to reasonably protect the employer’s legitimate business interests,” Greg says. That’s it for this week – next week, Greg talks about Garden leave. **Categories:** News **Tags:** automotive, AutomotiveIndustry, employees, employers, employment, industry, Leadership --- ### [AUTO INDUSTRY SUPPORT FOR BOARDROOM DIVERSITY REPORT](https://ennisco.com/2015-11-02-auto-industry-support-for-boardroom-diversity-report/) **Published:** November 2, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/02/women-in-boardroom-300x199.jpg) AUTO INDUSTRY SUPPORT FOR BOARDROOM DIVERSITY REPORT – reproduced with kind permission from Auto Retail Agenda, written by Iain Dooley, 30 October 2015 Pleased to be quoted in this piece by Auto Retail Agenda, which references [Lord Davies’ report about women on boards.](https://www.gov.uk/government/publications/women-on-boards-5-year-summary-davies-review "Women on boards") The report into gender diversity in boardrooms, led by Lord Mervyn Davies, has now been published, and has stated that a “major milestone” has been reached regarding the number of women in boardroom positions. Lord Davies has said that there are no more all male FTSE 100 companies thanks to a voluntary 25 percent target of women board members, however Lord Davies said the focus should now be on a new target of 33 percent at FTSE 350 companies by 2020. In 2011, women made up 12.5 percent of board members. Commenting on the report’s finding’s, Lynda Ennis, Founder of Automotive Search firm Ennis & Co, recalled an event held to discuss the need to attract more women to the automotive industry – and the need for women in senior roles was one of the subjects discussed. Lynda says: “In a poll we took that night, over 70 percent of our (almost all) female audience was against legislation to increase the numbers of women on boards. 50 percent of the audience felt that women’s leadership styles do not place them at a disadvantage within their career. “They felt, as I do, that getting more women into senior roles – in any sector – is about education, perception, attitude and company culture. Having women on boards in the first place is a great start, because it creates an example that women entering the industry can aspire to. I am in favour of the right person for the right role, and I welcome these latest figures from the Davies report.” **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, diversityandinclusiom, inclusion, industry, insights, Leadership --- ### [Women in Automotive](https://ennisco.com/2015-02-06-women-in-automotive/) **Published:** February 6, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/08/cadillachires-57-264x300.jpg) We’ve had a very positive response to the event report (alluded to in our last blog) that we sent out to our delegates and speakers at the end of last month. I mentioned in the last blog that we were going to use the event to ask delegates to vote on some key questions concerning the need to attract more women to our industry. No surprise: our (nearly 70) delegates were in strong agreement that the industry needs to do more to appeal to the female contingent that comprises 47% of the working UK population. They were in agreement that our ability to increase the appeal of the automotive industry lies in the hands of the education system, the government, the industry and themselves, as example-setters. You can see one version of the results and get a bit of a sense of the evening here, in our Ennis & Co Women in Automotive event overview It was a very positive and forward-looking event. Anecdotally, many delegates and speakers said they felt the industry to be as rewarding, encouraging and open to them as to their male counterparts, and the consensus that the industry has become much more diverse in the last 10 or 15 years was clear. In a changing world, the same benefits that might make the industry more appealing to women might also attract more men (for example, flexible working benefits), and the need to attract more strong students to STEM-related subjects is a wide ranging one. Sure, maybe more boys than girls of school age envisage themselves working within the automotive industry, but I know that right now there are a couple of generations of professionals (irrespective of their own gender) who are actively looking to change that. **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, inclusion, industry, insights, Leadership --- ### [Employment law and good behaviour Part 2 - Garden Leave](https://ennisco.com/2015-10-27-employment-law-and-good-behaviour-part-2-garden-leave/) **Published:** October 27, 2015 **Author:** Comms Team **Content:** I promised a second instalment of [our blog](https://ennisco.com/2015-10-26-employment-law-steps-in-where-good-behaviour-breaks-down/) about how employment law can step in when employers and employees fail to be civilised! Today, in the latest of our “Ennis & Co interviews…” series of blogs, we once again get the thoughts of Greg Hughes, a Senior Associate at [Clarke Willmott solicitors](https://www.clarkewillmott.com/). Here, Greg talks to us about garden leave. Garden leave is a useful tool, but simply turfing a good employee out of a business and onto garden leave as a panic response to their resignation is a really poor way to reward what could be years of loyal service and incredibly hard work. “Why suddenly treat someone as though they have, overnight, become a threat to you and to their colleagues they have come to know as friends?” Greg asks. Treating a leaver as if they are going to abuse the position they may have spent years working towards is poor reward for a decision any individual is entitled to make – to move on in their career. “Garden leave can be like solitary confinement and to sentence a formerly trusted employee to that simply because they are looking to progress their career somewhere else shows enormous distrust, and can backfire”, says Greg. The individual may behave in a way they would not have entertained had they been better treated – from badmouthing an employer to, in extreme cases, resentfully breaching their employment contact in any one of several ways discussed last week. Greg counsels not to assume that a resignation means an employee can no longer be trusted. “There are always exceptions of course, and garden leave can be a useful tool to get negative people outside of an organization before they can do harm or to allow another member of a team to establish their relationship with a key customer” he adds. But the crux of the matter for Greg is that a resignation should not interpreted as a disloyalty and punished as such. “Loyalty isn’t committing to an employer forever”, he says, “it’s about working hard, with the best of intentions, for the best interests of your employer. The amount of time you can expect people to be loyal can be directly linked to the training and progression opportunities you give them; the salary, flexibility, and so on. Remember – we pay people because they dedicate most of their working lives to our cause as employers. They give to you and you give back – there is no disloyalty in leaving when the time is right. If you want to put someone on garden leave, they are likely to react to it better it if you approach the whole thing as a conversation, establishing what they should or should not do as part of a two way process.” We start to talk about emotional intelligence, often referred to as Emotional Quotient (or EQ) within HR and Management circles. Good managers, says Greg, have the EQ to respect that people want to move on in life and will remember the work employees have done before they tendered their notice. Sustaining that trust through an exit process can make a really positive difference for an employee that will almost certainly be communicated onwards and reflect well on the employer’s brand. “Garden leave doesn’t have to be black and white,” Greg thinks – there is plenty of room for manoeuvre, to bespoke the particular circumstances of a trusted employee’s garden leave. They can help to handover to their successor but be kept away from new deals, they can manage the handover between their clients and their successor to minimise discontinuity – “there are so many ways in which a trusted leaver can enjoy their notice period, be useful to the company during that period and leave on a positive note for both parties”, he says. There is another reason why this can benefit an employer: “if it’s all out in the open and the employee buys into the process you diminish the likelihood of a other employment related claims”. For Greg, the key to good employer/employee relationships, at any stage, is trust. And what of the consequences of a lack of reasonable treatment, from an employer and an employee perspective? “Well, obviously any dispute can get expensive for both parties, and it can also be very distracting for everyone involved, too”, Greg maintains. The employer may have to investigate historic activity of the employee, scour emails and other electronic documents for disclosure in court proceeding and will have the worry and distraction from running their business. Ex-employees may be receiving threatening letters from an old employer and this can have a negative impact on their performance in their new role, quite often contributing to under-performance and even to them losing their new job altogether. “All conflict is emotionally draining,” says Greg. “It affects your wellbeing and your personal life, often quite seriously. “More often than not, these employer/employee disputes shouldn’t have happened and need not have”. Of course there will always be times when “things are simply impossible”. But by and large, adopting and maintaining the right behaviours from the outset, Greg concludes, can mitigate this enormously. Ennis & Co can help clients with Outplacements and a host of Human Capital services, as well as ensuring you get the best possible leaders in the business. You are welcome to contact me to discuss any of these services. **Categories:** News **Tags:** automotive, AutomotiveIndustry, employment, industry, insights, law, Leadership, management --- ### [Ilona Simpson joins Ennis & Co as a new Associate](https://ennisco.com/ilona-simpson-joins-ennis-co-as-a-new-associate/) **Published:** March 30, 2022 **Author:** Comms Team **Content:** Ennis & Co were delighted to welcome Ilona Simpson on board as an Associate of the company in February 2022. Ilona Simpson is an enthusiastic technologist, problem solver and strategist, named one of 4 Women Making Waves in IoT in 2016 by Silicon Republic. In 2021, Ilona was also named by Constellation Research as a member of the Business Transformation 150 – recognising the top global executives leading business transformation. Now Chief Information Officer EMEA for Netskope, a recognised leader in enterprise cybersecurity, Ilona brings extensive expertise to the Ennis & Co Associate panel from within and beyond the automotive industry, having fulfilled positions at CIO level for the likes of Porsche Cars Great Britain, Aston Martin Lagonda, DHL Supply Chain, innogy SE / EON and adidas. She is also an active member of a number of technology and advisory boards, as well as a public speaker, and mentor for technology-focused start-ups. On her appointment, Ilona said *“As a member of the Strategy Office at a leading cybersecurity company, I am passionate about helping organisations improve their cyber resilience, risk management and compliance. I have spent a significant part of my professional career in the Automotive sector, leading change in cycles of both growth and downturns, through major transformations of operating models, and driving innovation, cost efficiency and resilience initiatives. I have gotten to know and value Ennis & Co as a top executive recruiter in the mobility ecosystem, and I look forward to contributing my knowledge and experience.”* Ilona’s expertise within the fields of digital and organisational transformation, innovation and technology strategy also allows for the opportunity to follow her passion when time permits – which is lecturing at IESE Business School surrounding technology and business topics. As our newest Associate, we wanted to get to know more about Ilona’s views on technology as we know it today – and what the automotive industry really needs to focus on for the future. Read the full profile by clicking the link below: [**Ilona Simpson Profile**](https://ennisco.com/wp-content/uploads/2022/03/EC-Associates-2022-ILONA-SIMPSON-Double.pdf) **Categories:** News --- ### [Are we ready to sell the sizzle of software subscription services for cars?](https://ennisco.com/are-we-ready-to-sell-the-sizzle-of-software-subscription-services-for-cars/) **Published:** July 14, 2022 **Author:** Comms Team **Content:** The concept of paying for access to services rather than buying them outright has been around for hundreds of years starting with magazines in the early 1800s and, according to Barclaycard, most of us in the UK now have an average of [7 subscriptions](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fhome.barclaycard%2Fpress-releases%2F2020%2F8%2FLockdown-fuels-Subscription-Society%2F&data=05%7C01%7Cliam.hughes%40ennisco.com%7C4f2b97450b5b44e3c48a08da65a31f10%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637934048515583289%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=yI684BkohwKTqjmyTCUyXppHscmYeEADZkeZNpSXTBk%3D&reserved=0) across a range of sectors. This week the latest evolution of automotive and mobility subscription services has hit a bump in the road with the spotlight on software subscriptions for services in cars. Paying a monthly fee to use a vehicle is predicted to reach[ $30-$40 billion (€26-€34 billion)](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bcg.com%2Fpublications%2F2021%2Fhow-car-subscriptions-impact-auto-sales&data=05%7C01%7Cliam.hughes%40ennisco.com%7C4f2b97450b5b44e3c48a08da65a31f10%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637934048515583289%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=59rt%2FgSftVNHQLZN9V8Nf5C5Q0PtudwH3vFtLz6Cm2M%3D&reserved=0) by 2030 and could account for up to 15% of new-car sales. Players such as Onto, Pivotal (Jaguar Land Rover), Care by Volvo, Genesis, Elmo, Wagonex and Mocean (Hyundai) are now established in the market. However, [BMW’s latest OTA Software Subscription](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fnews.sky.com%2Fstory%2Fbmw-criticised-for-putting-heated-seats-behind-a-paywall-12651279&data=05%7C01%7Cliam.hughes%40ennisco.com%7C4f2b97450b5b44e3c48a08da65a31f10%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637934048515583289%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=f%2B9kWBqSlYpi5tG9U9vo2b0wyah9NdlxNgrbeFDLlFI%3D&reserved=0) provided through the ConnectedDrive app has highlighted the challenge of trying to introduce new commercial models to consumers. Whilst it may seem logical for people used to buying Netflix subscriptions to take the same approach to accessing features in their cars, there is clearly work to be done before it achieves mainstream acceptance, And that’s where the historical automotive expertise in marketing strategy needs to come into play to drive the transition towards mobility. Think back to the 1990s, when Ford introduced the ‘Options’ approach, the first PCP that opened the market to new cars for people who couldn’t (or didn’t want to) pay the full price to buy the car. The marketing insight and leadership created the PCP and unlocked the new car market, still driving the vast majority of sales today. At Ennis & Co we meet many of the brightest and best marketers across the world in our work to support organisations. It will be fascinating to see how they address the challenge of unlocking the software subscriptions market. **Categories:** News --- ### [Our Latest Candidate Survey: Results and Analysis](https://ennisco.com/our-latest-candidate-survey-results-and-analysis/) **Published:** April 26, 2021 **Author:** Comms Team **Excerpt:** Here at Ennis & Co we pride ourselves on our quality service and communicative approach, to the benefit of both our clients and candidates. **Categories:** News **Tags:** 2021, candidate, clients, service, survey --- ### [Steps to Diversity in Automotive Retail](https://ennisco.com/steps-to-diversity-in-automotive-retail/) **Published:** March 3, 2022 **Author:** Comms Team **Content:** Our founder, Lynda Ennis, recently spoke with AM Online alongside the President of [The Institute of the Motor Industry (IMI)](https://tide.theimi.org.uk/), Professor Jim Saker, HR Director of [Cox Automotive International](https://www.coxautoinc.com/international/), Alison Fisher, and COO of [Auto Trader UK](https://www.autotrader.co.uk/ "https://www.autotrader.co.uk/"), Catherine Faiers on the culture of Diversity and Inclusion in Automotive Retail. The article references the research carried out by Ennis & Co: *Research carried out by global automotive executive search specialists, Ennis & Co, in partnership with Auto Trader, revealed that only 47% of the surveyed automotive organisations had a coaching programme for under-represented employee groups, and just 41% had a fully articulated D&I plan.* *Despite this, the proportion of respondents that agreed with the statement ‘D&I is very important to our business’ rose to a record 80% – up five percentage points in three years.* *Ennis & Co founder Lynda Ennis said: “The automotive retail sector still has some way to go in terms of broadening diversity and inclusion in the workplace.* *“Lack of diversity creates a vicious circle because it makes automotive retail a less desirable career consideration for people from under-represented backgrounds.* *“That said, some dealer groups have made impressive progress in broadening their talent base, building teams that reflect the diversity of customers.* *“The need for a broader talent pool will only increase. As executive search specialists, we see every day how the rapid evolution of electric vehicles, online retailing and new mobility products has led to significant skills gaps.* *“To succeed in this transforming landscape, companies will have no choice but to reach out proactively to diverse talent groups beyond the traditional automotive sector and create inclusive workplace cultures to recruit and retain the best people.”* Read the full article by clicking the page below: [![](https://ennisco.com/wp-content/uploads/2022/03/AM-February-DI-Automotive-Retail-PDF_page-0001-212x300.jpg)](https://ennisco.com/wp-content/uploads/2022/03/AM-February-DI-Automotive-Retail-PDF.pdf) If you would like to read the whole February edition of the [AM Online](https://www.am-online.com/) digital magazine, follow the link [here](https://cdn.am-online.com/media/1/digital-issue-categories/february-2022/index.html#page=8). **Categories:** News --- ### [Drivers of Change 2022 winners revealed](https://ennisco.com/drivers-of-change-2022-winners-revealed/) **Published:** December 1, 2022 **Author:** Comms Team **Content:** The three category winners of Drivers of Change, a national competition delivered by Ennis & Co in partnership with Autocar, were announced at the 2022 Society of Motor Manufacturers and Traders (SMMT) Annual Dinner. The UK-wide competition showcases the best of the automotive and mobility industry’s talent and for the first time in the competition’s three-year history, the Ennis & Co executive search team used their expertise to research the industry proactively to unearth this up-and-coming talent of the future. This year, the three categories were Retail, Digital, and Diversity & Inclusion, a new category for 2022 to highlight the progress being made by the automotive industry in becoming more open and inclusive. > “This year’s competition was the strongest ever and the three category winners are outstanding examples of people who are not only original thinkers, but who have the drive and motivation to turn their ideas into reality.” > > Natalie Stacey, Managing Director, Ennis & Co Bumper co-founder Jack Allman won the Retail award, the Digital prize went to Carl Goves, co-founder of Immense, and Darren Coan at Ford won the Diversity & Inclusion category. Find out how these winners are using their talent to drive change in the automotive industry. [*Find out more*](https://ennisco.com/drivers-of-change/) **Categories:** News --- ### [Ennis & Co's Game Changers](https://ennisco.com/ennis-cos-game-changers-of-2021/) **Published:** December 14, 2021 **Author:** Comms Team **Excerpt:** Highlighting twelve companies blazing a trail in automotive and mobility, our Game Changers publication is intended to present a snapshot of some of the gamechanging innovations that are making an impact right across the automotive and mobility industry, from established OEMs to new disruptors. **Categories:** News **Tags:** automotive, changers, game, mobility --- ### [Constellation shoots for the moon](https://ennisco.com/constellation-shoots-for-the-moon/) **Published:** February 2, 2022 **Author:** Lynda Ennis **Content:** [Constellation Automotive’s recent investments in UK franchised dealer groups](https://www.ft.com/content/1db78689-63be-4612-967a-99117ec58371) poses three Big Picture questions about the future direction of the automotive retail sector. Is this the prelude to a wave of consolidation of dealer groups? Could this be the way to future prosperity for retailers as franchise agreements transition to an agency model? How will brand owners adjust their retail partnership strategy to ensure a balanced portfolio between groups? Retailers and brand owners are discussing them right now as they plan their next steps through the transition from traditional automotive to the provision of mobility. Whilst it is impossible to provide answers to the questions above with absolute certainty, there is one that I do want to tackle: What kind of leadership skills will be needed for companies to flourish in retailing’s rapidly transforming world? Constellation’s shopping spree offers a fascinating glimpse of a future mobility provision model. Having already established a vertically integrated used car marketplace, Constellation now has access to new cars and can create an entire ecosystem where it starts with a new vehicle and then cycles it through multiple ownerships or uses, retaining the value at each level. Consider for a moment the scale of the integration project as Constellation brings together 164 Marshall Motor Group franchise dealerships in 37 counties with its existing Cinch, BCA and We Buy Any Car businesses. It is a compelling proposition requiring full, seamless integration between different platforms, with all the extraordinary operational complexity that brings. It requires the capacity and systems to integrate physical and digital sales and allow vehicles coming into one platform to be triaged and then moved and sold through a different channel. Getting all those moving parts to come together requires investment not just in technology but in people with the right leadership skills. Today’s retail businesses need people who are not just capable of managing a brand but able to lead brands at scale and pace. The skillset required is demanding, to ensure the core business of workshop, showroom, customer and brand partners are managed properly within the framework of a PLC, and in an industry evolving from franchise to agency model while moving from a showroom-based sales model to an omni-channel model. The automotive retail sector is changing dramatically before our eyes and needs visionary business leaders at board level along with phenomenal operational deliverers who can bring a portfolio of brands together and ensure the business is bigger than the sum of its parts. Opportunity is knocking for talented people like never before, because a constellation is nothing without its stars. **Categories:** News **Tags:** dealer, investment, mobility, omnichannel, Retailer, sales, skills --- ### [Women's Automotive Industry Initiatives](https://ennisco.com/womens-automotive-industry-initiatives/) **Published:** March 31, 2023 **Author:** Comms Team **Content:** **As this month comes to an end, Ennis & Co want to highlight some of the fantastic initiatives we have seen which are working towards gender equality and driving more women into the automotive and mobility industry:** On International Women’s Day 2023, LKQ Euro Car Parts launched their ‘25 by 25 initiative’ to commit to ensuring at least 25% of its entire workforce is made up of women by the end of 2025. At the most recent SMMT Annual Dinner, the UK automotive industry launched its new Diversity & Inclusion Charter in collective commitment to make workforces reflective of wider society and attract more talent to fill critical skills gaps. Autocar Great Women rising stars 2023 celebrates the up-and-coming stars of the automotive industry. Ennis & Co are proud to continue to support this initiative, we feel it is important to shed light on the new talent coming into the industry as well as highlighting the range of opportunities available to all. Globally, Toyota has promoted gender diversity in its workforce and implemented a range of programs to support women in the workplace, along with setting goals to increase the number of women in leadership positions. They also used the platform of International Women’s Day 2023 to ‘call for the automotive industry to do more to embrace equity’. , The Barbara Cox Woman of the Year 2023 award recognises women in the automotive industry who embrace innovation and advances in the industry, who inspire others through a commitment to great leadership, and give back to their community. To celebrate International Women’s Day, the award was presented at the ‘Women with Drive’ event, organised by Cox Automotive Europe. Ford is committed to promoting gender equality in the automotive industry. The company has set a goal of increasing the number of women in senior leadership positions and has implemented a range of initiatives to support this goal, including mentoring and leadership development programs. General Motors has been recognised as a leader in promoting diversity and inclusion in the automotive industry. The company has set a goal of achieving gender parity in leadership positions by 2030 and has implemented a range of initiatives to support women in the workplace. These are just a few examples of the companies and initiatives that are driving change within the automotive industry, but there are many more and we look forward to seeing first-hand how the industry progresses over the next year. **Categories:** News --- ### [Ennis & Co welcome new Associates; Peter Bell, Patrik Westerlund, and Olivia Goss.](https://ennisco.com/ennis-peter-bell-patrik-westerlund-and-olivia-goss/) **Published:** May 2, 2023 **Author:** Comms Team **Content:** Ennis & Co are delighted to announce three new Associates have joined the team; Peter Bell, Patrik Westerlund and Olivia Goss. Ennis & Co Associates enhance the service provided to clients, bringing their contemporary experience and knowledge during searches to find the amazing people who become leaders of amazing automotive and mobility companies across the world. Peter is an accomplished business leader, with extensive operational, commercial and customer delivery experience in both the Financial Services and Automotive sectors. On his appointment, Peter said *“I am delighted to be joining Ennis & Co as an Associate as I start this next phase of my career. Working with Lynda and the team previously was a fantastic experience, due to their insight, expertise and understanding of the automotive sector, as well as their positive culture and approach, so I am very excited about now being part of the company and having the opportunity to contribute to their, and their clients’, continued success.*” Patrik is an experienced executive with a strong management background and over 20 years in the luxury segment of the automotive industry. On his appointment, Patrik said “*I am excited to join the wider team of Ennis & Co as I have worked for a long time with Lynda and her team. I have always been impressed with the integrity of Lynda and the significant care taken in any recruitment need. I Have also relied on her vast network across the globe and therefore happy to help contribute further to that network.* ” Olivia has recently founded her own company and is a specialist proofreader and copywriter with a particular focus on the automotive sector. On her appointment, Olivia said *“I’m thrilled to be joining Ennis & Co as an Associate. Lynda and her team’s professionalism and expertise is clear, and it is a pleasure to collaborate with such a talented group of individuals. I can’t wait to get involved in future projects.”* Lynda Ennis, Founder of Ennis & Co, commented. *“Our Associates are a key part of the ‘&Co’ in Ennis & Co. They enable us to deliver outstanding results for clients across the world providing insight and operational experience from their daily activities in the automotive and mobility sector. I am very excited to welcome Olivia, Patrik and Peter as they join our remarkable team and look forward to working with them.”* Please click on the links below to find out more: [Peter Bell](https://ennisco.com/personnel/peter-bell/) [Patrik Westerlund](https://ennisco.com/personnel/patrik-westerlund/) [Olivia Goss](https://ennisco.com/personnel/olivia-goss/) **Categories:** News --- ### [2023 Monthly Autocar Business Columns](https://ennisco.com/2023-monthly-autocar-business-columns/) **Published:** April 17, 2023 **Author:** Comms Team **Content:** At the beginning of each month, our Founder and CEO, [Lynda Ennis](https://ennisco.com/personnel/lynda-ennis/), writes a column with Autocar Business. Please find links to the 2023 articles below (subscription to Autocar Business required). ### April: Indecision breeds failure in the automotive industry ![](https://ennisco.com/wp-content/uploads/2023/04/Image.jpg)At a time of rapid change in the industry coupled with a serious skills shortage, it has never been so important for senior leaders to be decisive. In April’s Autocar Business column, Lynda Ennis explains that she has seen too many leaders who are hesitant about hiring because they seem unsure about what is best for their business – but the worst option is to dither when making these choices. Read the full article here (subscription to Autocar Business required): ### March: China’s approach to career development ![](https://ennisco.com/wp-content/uploads/2023/04/Image-1.jpg)Two years on from Covid, the UK is still providing pandemic levels of customer service with the same tired excuses, while in China they’re performing as if the pandemic never happened. In March’s Autocar Business column, Lynda Ennis shares insights from her conversations with impressive multilingual candidates, and how it has been an eye-opener to hear what they say about the Chinese automotive market. Read the full article here (subscription to Autocar Business required): ### February: Positive mindset key to business expansion ![](https://ennisco.com/wp-content/uploads/2023/04/Image-2.jpg)In February’s column for Autocar Business, Lynda Ennis explains the importance of looking at problems with a more positive mindset. The automotive industry is undergoing a huge transformation, and with this comes new opportunities that can drive significant growth. Read the full article here (subscription to Autocar Business required): ### January: Could flexible working end in 2023? ![](https://ennisco.com/wp-content/uploads/2023/04/Image-3.jpg)In a post-pandemic world, some argue that the time has come for a rebalancing, a return to the ‘old normal’, but this may not be as easy as it seems. Lynda Ennis’ first Autocar Business column for 2023 reviews if this is the year flexible working snaps! Read the full article here (subscription to Autocar Business required): **Categories:** News --- ### [Lynda Ennis tells Autocar Great Women: Rising Stars that skills trump titles in future planning.](https://ennisco.com/lynda-ennis-tells-autocar-great-women-rising-stars-that-skills-trump-titles-in-future-planning/) **Published:** June 30, 2023 **Author:** Comms Team **Excerpt:** Lynda Ennis, CEO of executive search company Ennis and Co advises guests at the Autocar Rising Stars Awards that skills are more important than job titles. **Content:** Lynda Ennis urged businesses to focus on skills, not job titles, in their future talent planning when she took part in an expert panel discussion at the 2023 Autocar Great Women: Rising Stars awards at Stellantis UK’s headquarters in Coventry. Lynda, co-founder and CEO of Ennis & Co, joined Kristian Elevefors, Managing Director of Volvo Car UK, Tina Lovelock, Global People Director of Brompton Bicycle and Ivan Sarti, IT Director of Group Lotus for a panel debate about career opportunities and future skills needs in the automotive and mobility industry. Asked by an audience member how could businesses could recruit for the jobs of tomorrow when they did not even know what those jobs would be, Lynda said it was important to focus on the skills required to do the job rather than getting hung up on job titles. *“You know the type of skills that are going to needed in the future as the sector continues its technological transformation, so start with the skills requirements and think about the output you want from those skills,”* she said. *“Then think about how you are going to find those skills, either by developing people within your organisation or sourcing them externally, potentially from different sectors.”* The debate was one of a series of talks and Q&As as industry leaders gathered to recognise the best up-and-coming female talent across 11 different categories. Ennis & Co has been a judging partner for the Autocar Great Women awards since 2017 and has seen the quality of entries grow stronger by the year – proof that women are building great careers and driving transformation in the historically male-dominated automotive industry. Lynda said: *“As someone who has been a lifelong advocate of greater diversity and inclusion in the workplace, it is inspiring to see such talented women doing so well in their careers across a broad range of industry roles.* *“It is an honour to support this important annual showcase of female talent and I would like to congratulate the winners on their achievements.”* **Categories:** News **Tags:** autocar, AutocarGreatWomen, Awards, diversity --- ### [Don’t look back in anger](https://ennisco.com/dont-look-back-in-anger/) **Published:** December 14, 2022 **Author:** Comms Team **Content:** It’s tempting to join those who say ‘good riddance to a tough year’ but over-simplification obscures some important things that happened to all of us in business in 2022. For individuals who are highly skilled and in demand, there were more opportunities than ever before and as search specialists we have seen the value that organisations place on people who can deliver clear and measurable impact. Sometimes it may not feel like it, but your net value is now higher than it was in January. For businesses, the rate of change continues to accelerate and the organisations that are willing and able to embrace it are streaking ahead, attracting the brightest and best people to deliver incredible results. We have seen transformation in the last 12 months that would have been unthinkable five years ago. In the retail sector, few businesses have seen return on sales numbers at this level anytime in their careers and bumper profits are the norm, driven largely by factors beyond their control, but the best organisations never miss an opportunity when it is presented on a plate. Of course, this is just a selective snapshot set against the backdrop of a war in Europe, global inflation, eye-watering energy prices, and the widening skills gap to name just a few of the challenges we all face. But let’s take just a moment to appreciate the successes, not least of which is the growing impact of diversity and inclusion activities across the business landscape and the historic charter published this year by the Automotive Council and the SMMT. This year has not been easy. We have all worked hard, often just to stand still, and in 2023 it is unlikely to get any easier. Our takeaway is that we have come through a challenging year, tired certainly, but proud to have survived and delivered some remarkable results. This year our Christmas card at Ennis & Co features a piece of art that we commissioned to reflect the extraordinary events of 2022 and I invite you to take a moment to look at the images and remember the year gone by. On behalf of the team, we wish you a restful break and look forward to seeing and working with you in the New Year. **Categories:** News --- ### [Natalie Stacey joins executive search specialists Ennis & Co as Managing Director](https://ennisco.com/natalie-stacey-joins-executive-search-specialists-ennis-co-as-managing-director/) **Published:** August 10, 2022 **Author:** Comms Team **Content:** Ennis & Co are delighted to announce the appointment of Natalie Stacey as the company’s new Managing Director. Natalie brings a wealth of experience to the role, having worked in the recruitment and outsourcing industry for 26 years across a variety of a sectors. In addition to her recruitment expertise, Natalie is an experienced HR practitioner and a qualified Associate Member of the Chartered Institute of Personnel and Development. Lynda Ennis, founder of Ennis & Co, said: “Natalie is a dynamic business leader with a vast amount of experience in the recruitment and outsourcing sector and a superb track record in operational leadership, building strong relationships with boards and driving commercial performance. “I and Jamie Ashman, my co-founder & COO, are delighted to welcome her to the Ennis & Co team and we look forward to working with her in this newly created role at a time of significant growth for the company.” Natalie Stacey said: “It is a fascinating period to work in the automotive and mobility sector, given the huge amount of technological and business transformation taking place and the competitiveness of the talent market. “Ennis & Co have a great reputation in the industry as expert executive search partners, as evidenced by their prestigious client base, and this is an exciting opportunity to support them on their growth journey.” **Categories:** News --- ### [Jack Taylor: Creating Bunny](https://ennisco.com/jack-taylor-creating-bunny/) **Published:** May 24, 2022 **Author:** Lynda Ennis **Excerpt:** Jack really has brought “Bunny” to life – and has fondly named his masterpiece in his honour... **Content:** My whole world turned upside down at the beginning of 2021. I lost not only my mentor, guiding light and, importantly, my father– but a genuine hero who touched many people’s lives, and not just my own. Fast-forward to the end of an extremely turbulent year at a meeting with James Cameron, Founder of Mission Motorsport, and the topic of conversation led to Race of Remembrance – the annual Thruxton 12-hour endurance race that takes place over November’s remembrance weekend. James showed me the unique and beautiful Race of Remembrance trophy… and about a million things fell into place in one go… Doing what I do best, I began asking James countless questions about the trophy – which was created using reclaimed metal and timber, all by hand by former RAF chinook technician, Jack Taylor, who was also experiencing an extremely difficult year. He was creating each individual trophy in the form of a metal poppy, held high by a chain unearthed from war-struck fields, which made the sentiment behind them even more poetic. I was in awe of this – and I knew I wanted this for my own statue of remembrance for my father. It encompasses everything he would have loved; sourcing the raw materials, the building, welding, perfecting… and ultimately this is what I went on to ask Jack for… with a few additional pieces to really represent my father, or how everybody knew him – Bunny. Jack and I arranged to meet, and he understood the assignment from the get-go. Over the months of creating his masterpiece, he would send updates, pictures, videos; showing the stages of the three poppies being built (one each to represent my father, mother and I). He also listened intently to what I wanted to be used to bring Bunny to life… and we met several times so that I could provide him with my father’s badges and trinkets he has collected over the years to add to the piece. Each and every time, Jack would ask more questions about Bunny – and really got to understand his story. Upon delivering the completed piece – it was clear that Jack was really attached to “Bunny”. They had made a connection on some level… and I know, on this earth, they would have genuinely had an incredible friendship. Generational gaps would simply not exist for the two of them… and I’m sure their stories would have traversed a multitude of dates and times. In Jack’s very own words when I asked him about creating the piece, he said: “I was very hesitant to take on the piece in the beginning. The responsibility didn’t go unnoticed by me. As it all came together, it started to grow a personality of its own – and I found myself bargaining with Bunny when the piece wouldn’t cooperate, or metal wouldn’t do as I wished. “I am always reluctant to hand a piece over – even more so with memorial work. But leaving Bunny behind was the worst one yet. I grew so attached to not only the piece, but with Bunny the person. I felt he had become a mate. Learning about him and his habits, loves and history… it was difficult to leave behind. I hope Bunny approves, it was such a fun and emotional project. I hope I did you justice, Bunny – it was a true honour to have had this opportunity. I feel like you and I would have really gotten along.” The reason I am writing this is because it is just the smallest token of my appreciation for what Jack has created for my mother and me. He is an incredibly talented individual – humble, creative, fiercely caring – and I honestly can’t thank him enough for what he has done for us. Jack really has brought “Bunny” to life – and has fondly named his masterpiece in his honour. I know he’s not really one for the limelight – but I wanted to bring him into it, in some form… Following his amazing work, Jack is also getting stuck into another project – this time for Ennis & Co – relating to a project we are set to launch very soon in the arena of skills. It seemed the perfect way to do so… and I am excited to share this very soon. ![](https://ennisco.com/wp-content/uploads/2022/05/Bunny-Memorial-768x1024.jpg) **Categories:** News --- ### [Gill Crowther joins Ennis & Co as new Associate](https://ennisco.com/gill-crowther-joins-ennis-co-as-new-associate/) **Published:** December 17, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co were delighted to welcome Gill Crowther into the business as an Associate in December 2021.  **Categories:** News **Tags:** Associate, HR, insights, Leadership --- ### [Autocar Great Women 2022: One Week Left for Entries](https://ennisco.com/autocar-great-women-2022-one-week-left-for-entries/) **Published:** March 25, 2022 **Author:** Comms Team **Content:** We are delighted to support this years **Autocar Great Women 2022** event again, an initiative run by Autocar in association with the Society of Motor Manufacturers and Traders. Our founder, Lynda Ennis will be supporting on the pre-judging panel to help recognise the top 100 women leading the way in the UK’s car industry. There is just one week left for nominations for Autocar’s Great Women in the British Car Industry initiative. For more information and to enter, visit [Autocar Great Women 2022](https://surveys.haymarket.com/s3/AGW-nominations-2022). Nominations for this year’s awards must be registered by 11.59pm on 1 April. Candidates can nominate themselves or be nominated by their peers. Ennis & Co is proud to support initiatives such as this which further gender equality and inclusivity within the automotive sector. We are excited to see the talented individuals this year’s event brings forward and are thrilled to be involved. The top 100 will be chosen based on their seniority and level of influence and will be announced at a ceremony, along with the overall winner, on 14 June. The categories this year will be selected from the following 11 areas of the car industry: Aftersales and Workshop, Executive, Marketing, Manufacturing, Operations, People Development, PR and Communications, Sales, Purchasing, Vehicle Development, and Mobility and Digital. A winner will be selected in each category, with the overall victor then chosen from that list. Why not check out last year’s [Autocar Great Women podcast](https://ennisco.com/autocar-great-women-podcast-paving-the-way-for-future-talent-with-lynda-ennis/ "Autocar Great Women podcast"), featuring Lynda Ennis? **Categories:** News --- ### [60 Seconds with Ken Smart, Advisor and Non-Executive Director](https://ennisco.com/60-seconds-with-ken-smart-advisor-and-non-executive-director/) **Published:** November 18, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co are delighted to welcome Ken Smart on Board as our newest company Associate. As an Advisor and Non-Executive Director specialising in the manufacturing and SME arena, Ken has a wealth of experience following an impressive career spanning almost 35 years within the fields of automotive and aerospace. We wanted to find out more about Ken’s reflections on his past achievements, and what he hopes to see in the future… **Categories:** News **Tags:** 60 seconds, CEO, insights --- ### [Ken Smart joins Ennis & Co as New Associate](https://ennisco.com/ken-smart-joins-ennis-co-as-new-associate/) **Published:** November 16, 2021 **Author:** Comms Team **Excerpt:** Ennis & Co are delighted to welcome Ken Smart, Advisor and Non-Executive Director as the newest Associate of Ennis & Co. **Categories:** News **Tags:** Associate, insights, Team --- ### [Ennis & Co's Steptember Challenge for The Not Forgotten](https://ennisco.com/ennis-cos-steptember-challenge-for-the-not-forgotten/) **Published:** September 30, 2021 **Author:** Comms Team **Excerpt:** The Not Forgotten combats the causes of isolation & loneliness for the injured and disabled Armed Forces community through social activities and challenges. This is a charity that has great significance for Ennis & Co founder, Lynda Ennis and her family. For these reasons, Ennis & Co are fundraising from the 27th September to the 3rd October for the charity with the aim of raising money and awareness for the cause. **Categories:** News --- ### [60 Seconds with Kelsie Osborne, Master of Mechanical Engineering and Graduate Trainee Engineer at Rolls-Royce](https://ennisco.com/60-seconds-with-kelsie-osborne-master-of-mechanical-engineering-and-graduate-trainee-engineer-at-rolls-royce/) **Published:** September 16, 2021 **Author:** Comms Team **Excerpt:** Welcome to our latest “60 Seconds with Ennis & Co” series, bringing quick-fire interviews with selected individuals from the automotive and mobility industry on a regular basis. This month looks to the future of automotive talent as we speak to Kelsie Osborne, Master of Mechanical Engineering graduate, Drivers of Change finalist and industry enthusiast on her race towards her formula one dreams… **Categories:** News --- ### [New Retail Ideas Wanted](https://ennisco.com/new-retail-ideas-wanted/) **Published:** September 15, 2021 **Author:** Comms Team **Excerpt:** The last 18 months have been turbulent times for the retail side of the motor industry. Arguably, though, there’s never been a better time to be involved and the Drivers of Change competition, run by Autocar in association with executive search specialists Ennis & Co, is your chance to get your great retail idea in front of some of the biggest names in the industry. **Categories:** News **Tags:** autocar, diversity, DriversofChange, inclusion --- ### [COVID-19 strengthens automotive's commitment to D&I, but the industry has a long way to go, finds new research](https://ennisco.com/automotive-industry-commitment-to-diversity-and-inclusion-whitepaper/) **Published:** July 13, 2021 **Author:** Comms Team **Excerpt:** According to the third edition of Making Diversity and Inclusion a Business Reality, published today, diversity and inclusion (D&I) is climbing the agenda for the majority of businesses, but there remains a long way to go to make it a reality in UK automotive. **Categories:** News **Tags:** automotive, AutoTrader, diversity, inclusion, industry --- ### [Reflection: Diversity and Inclusion Practices within Automotive and Mobility](https://ennisco.com/reflection-diversity-and-inclusion-practices-within-automotive-and-mobility/) **Published:** June 30, 2021 **Author:** Comms Team **Content:** After a year of extraordinary challenges for the automotive and mobility sector in the wake of the global COVID-19 pandemic, it’s heartening to hear that the diversity and inclusion agenda continues to go from strength to strength across our industry. That is the overriding take-home from our recent webinar, **[Making Diversity and Inclusion a Business Reality,](https://ennisco.com/di-events/)** in which distinguished industry leaders, including CEOs and HR Directors, shared experiences and insights about their various responses to the COVID crisis. This was the third D&I conference to be organised by Ennis & Co, executive search specialists for the automotive and mobility sector, in partnership with Auto Trader. Held on a digital platform due to government restrictions, the event attracted more than 100 attendees from senior levels across the industry and generated some fascinating discussion about the key role D&I strategies have played in navigating the COVID storm. As with previous conferences, a survey was also conducted among more than 40 organisations across the industry to assess the impact of the pandemic on D&I trends. What aspects were accelerating? What were declining? What were the main changes? Far from being blown off course by the impact of lockdowns, furlough schemes, home working, rapidly changing consumer behaviour and, in some cases, redundancies and remodelling, D&I has clearly never been so important in the minds of business leaders. In many cases, it has been the key to maintaining business continuity by putting the welfare of employees at the heart of their COVID responses. This is something we had also found as we reflect a year on from our very first original Ennis & Co publication: [**COVID-19: Ways of Working in the Mobility Industry**](https://ennisco.com/covid-19-the-ways-of-working-in-the-mobility-industry/) released in June 2020, as well as our follow up publication: [**2020: The year that changed everything: diversity and inclusion leaders within automotive and mobility**](https://ennisco.com/diversityinclusion/) For example, we have seen changes to business practices such as flexible and hybrid working have opened up new opportunities to broaden the diversity of the workforce, while the focus on individual wellbeing and mental health has led to big advances in employee engagement and satisfaction. In other words, COVID has actually proved to be a catalyst for positive change. As someone who has long been a passionate advocate for D&I in automotive, such insights leave me more convinced than ever that an effective D&I strategy is fundamental to promoting a positive company culture and brand and ultimately driving business success. Many thanks to all the panellists, contributors and attendees for all of your incredibly valued insights. It is humbling to belong to an industry in which so many busy people are able to give up their valuable time to share their learnings and experiences. In that spirit, I’m delighted to share the key survey findings from this year’s event, and some highlights from the panel discussions that provide a snapshot of the range of D&I initiatives taking place across the board. Warmest regards, **Lynda Ennis** **Founder of Ennis & Co** **Highlights from our 2021 *Making Diversity and Inclusion a Business Reality* survey:** More than 40 organisations were surveyed from across the automotive industry, including manufacturers, retailers, suppliers and trade bodies. The research found that: - The number of organisations describing D&I as ‘very important’ now stands at 80%, compared to 78% in the 2019 survey and 75% in 2018. - The primary D&I objective cited by organisations was to ‘contribute to achieving business results’. In the two previous surveys, the main objective was ‘attracting and retaining the best talent’. - Despite (or maybe because of) the challenges of the pandemic, 50% of organisations said they had made either ‘very good’ or ‘excellent’ progress on D&I in the past year – a big rise on the 28% reported in 2019. - 85% of organisations said the pandemic had pushed D&I further up the agenda at senior level, with many taking the opportunity to revamp outdated HR policies. - Understandably, the HR function most affected by the pandemic in a positive way was ‘ways of working’ (e.g. remote working or flexible hours), with 79% of organisations embracing this change. Employee engagement and individual wellbeing also scored highly. - The HR function that suffered the most negative impact during the pandemic was training. ![](https://ennisco.com/wp-content/uploads/2021/06/Making-Diversity-and-Inclusion-a-Business-Reality-Graphic-1.png)**Perspectives from our *Making Diversity and Inclusion a Business Reality* event panellists:** **Laura Haskins, HR & Academy Director, CitNOW:** “Gender is an important topic, but our approach is not about any particular group. The heart of our approach is about creating an inclusive culture to help progress the CitNOW journey, and valuing our people as individuals. “However, during the pandemic, we did pay particular attention to our working parent group, which makes up over half of our workforce. The concept of work-life balance is not a new one, but with additional factors such as self-isolation and bubbles, it can feel overwhelming for them. “Working parents were given additional paid time off to support tough home-schooling times within CitNOW. They were also given education on wellbeing as a working parent, and we introduced flexi-time programmes and supplied forums for people to chat and support each other during difficult times. “We also modelled flexible working at board level, which I think is really important. While nobody gets the balance right 100% of the time, what is important is creating this culture and environment which supports these parents.” ![](https://ennisco.com/wp-content/uploads/2021/06/Laura-Haskins-profile.jpg) **Mandeep Dhatt, Executive Director HR, McLaren Automotive:** “A good thing which has progressed out of the negative experience of COVID-19 has been the acceleration of ‘hybrid working’. More women have entered the workforce and teams than in previous years, likely due to the change in mindset about where you need to do your work from. In reality, we can work from home for some of what we need to do as an organisation. “We have been able to impact the diversity of our organisation and that sense of inclusion. It is about working with partners who are true to us as an organisation and with no bias in the way we attract, whether that is in the job description or how we describe the organisation, or the ideal candidate. “Having partners like Ennis & Co, for example, has helped us to look beyond the borders of where we would typically look to recruit to ensure all are included, particularly within the ‘niche’ and sometimes difficult subject type areas. It means we can change and impact the thought diversity, which only means we do better as a collective. “The subject of mental health and wellbeing is also something that has always been talked about – but we are focusing on it more robustly now. We have more mental health ambassadors than ever before, with representation within the senior leadership team, too.” ![](https://ennisco.com/wp-content/uploads/2021/06/Mandeep-Dhatt-profile.jpg) **Alison Fisher, HR Director Cox Automotive International:** “Prioritising the health, safety and wellbeing of our employees continues to be our No 1 priority. I believe organisations who have stayed true to their values, their people and their guiding principles will emerge from the pandemic much stronger. “There was no rulebook for what happened. All eyes were on HR to lead. We quickly became experts on furlough overnight, furloughing about 80% of our people. The most important focus during these early stages was communication, weekly check-ins with team members, getting messages out there and ensuring *something* was happening. “Employees were looking for reassurance from leaders, which was lacking in the media. Communication has been paramount, with people wanting reassurance and certainty. HR was swanlike – unflappable on the surface but paddling wildly beneath. Our job was to keep everybody calm. “For me, the support of the senior execs, and the fact they have been allies in creating an inclusive business by how vocal and visible they are, has been incredibly key. It is not about words, it is the actions you need to see – the willingness of senior leaders to learn consistently, conveying that we all need to educate ourselves. It is good to see from a senior leader a willingness to learn and to accept that they do not know all the answers. Also, senior leaders sharing their vulnerabilities and learning alongside team members is powerful.” ![](https://ennisco.com/wp-content/uploads/2021/06/Alison-Fisher-profile.jpg) **Dr Astrid Fontaine, Member of the Board for People, Digitisation and IT, Bentley Motors:** “Automotive is changing at an unprecedented speed, and in order to address changing consumer needs and desires we need to make sure we are providing and manufacturing diverse products, full of solutions. It is important to show we understand the consumer culturally and their individual demands, so the workforce therefore needs to be as diverse as possible to bring these different views together. Having diverse views is not enough, we need a diverse culture. “We take a pragmatic stance, looking at what we can change from a managerial perspective and what our people can change themselves. Our colleagues have formed their own networks – Be Proud (LGBTQ+), Be Inspired (gender diversity) and Be United (BAME). These are self-grown, organic networks, and each board member sponsors one of them to understand what is holding us back from their point of view. “There is currently a lot of focus on recruitment and succession planning, but not so much about the people and what they feel when they come to work. We therefore try to emphasise how we speak to each other, and there is a lot of training on this now, so that people bring their whole self to work. This includes training on unconscious bias to understand others and how to speak to each other.” There are therefore four major themes within Bentley: outreach towards finding diverse talent in schools and universities, a focus on recruitment of diverse candidates, companywide mentoring for these diverse candidates to help them progress, and training of all colleagues to remove unconscious bias. We cover these different themes across all our networks.” ![](https://ennisco.com/wp-content/uploads/2021/06/Dr.-Astrid-Fontaine-profile.jpg) **Geraldine Ingham, Global Category Director Automotive, Facebook:** “D&I is everywhere within Facebook. For example, Mark Zuckerberg runs a weekly Q&A where anyone within the organisation can ask him a question. There is also a Chief Diversity Officer in place to ensure D&I is top of the agenda. Facebook runs around groups and communities, whether this is around gender or other elements of diversity, and there are lots of groups which enable you to feel part of the organisation. “There is a focus on leading with empathy and putting people first. While we are a sales organisation, during COVID there was a focus on building the relationship with clients and understanding their situation. Sales targets were taken away and bonuses were guaranteed, so we could focus on clients’ wellbeing, which was definitely appreciated by them. “There was also a global companywide shutdown for three days in recognition of the difficult time brought by COVID and we also offered an additional 10 weeks of leave for caring responsibilities. On a cultural and empathetic level, people having their children appearing in the backgrounds on Zoom was totally embraced and understood. It is all about showing empathy, and you get so much more out of people this way. “I think working from home has always been a debate, but due to COVID working from home has now been proved as effective. I think that by trusting your team, being empathetic, leading by example, you really do make a difference. It is not about presenteeism, it is about doing the job.” ![](https://ennisco.com/wp-content/uploads/2021/06/Geraldine-Ingham-profile.jpg) **Andrew Humberstone, Vice President & Managing Director, Nissan Motors GB:** “There is definitely an outdated perception of the automotive sector about the white male car dealer, which can prevent diverse candidates applying for roles. This stereotype absolutely does not represent our industry anymore. Just as phones have updated, so has automotive. We are now creating intelligent mobility solutions packed with as much technology as our homes. When you look at opportunity within the industry, there are rich and varied career paths, including design, technology and so on. “Our difficulty is in reaching these talented and diverse candidates and highlighting the opportunities. There are challenges in recruitment, but also in retention and progression at the senior executive level. This is one of the reasons we sponsor and participate in D&I focused initiatives which showcase the diverse opportunities that exist in our business which are open to everybody. “We need to address and replicate what customers want, as we are a customer-driven business. This includes business integration, brand image etc, all under the umbrella of employee engagement. We set up a D&I council of people across the business who are working on a strategy with the HR team to look at areas to improve. This does not just include gender diversity but all aspects of inclusivity to ensure the workplace is welcoming to all people of every background. “There is also the talent and innovation front to consider; how to attract and develop this diverse talent through the organisation, increasing cultural engagement and creating a culture of respect. Organisations need to update their management style to understand the emotional economics of the business. “The days of having a controlling, Machiavellian leader are obsolete. You need to look at every employee and member of the management team in your business and work with them and engage with them to understand what motivates each specific individual.” ![](https://ennisco.com/wp-content/uploads/2021/06/Andrew-Humberstone-profile.jpg) **Categories:** News --- ### [Making Diversity and Inclusion a Business Reality 2021](https://ennisco.com/making-diversity-and-inclusion-a-business-reality-2021/) **Published:** April 16, 2021 **Author:** Comms Team **Excerpt:** We are delighted to announce that our annual 'Making Diversity & Inclusion a Business Reality' event will be running for a third year in partnership with Auto Trader UK. **Categories:** News **Tags:** c-suite, CEO, CEOInsights, diversity, event, inclusion, insights, Leadership --- ### [Volvo Cars paves the way to gender equality with new Family Bond policy](https://ennisco.com/volvo-cars-paves-the-way-to-gender-equality-with-new-family-bond-policy/) **Published:** March 30, 2021 **Author:** Comms Team **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion, insights, Leadership, volvo --- ### [How increased communication improved diversity within Mercedes-Benz Retail](https://ennisco.com/how-increased-communication-improved-diversity-within-mercedes-benz-retail/) **Published:** March 29, 2021 **Author:** Comms Team **Categories:** News **Tags:** CEOInsights, diversity, diversity&inclusion, HR, inclusion, mercedes-benz --- ### [Advice for business leaders: insights from Patricia Taylor](https://ennisco.com/advice-for-business-leaders-insights-from-patricia-taylor/) **Published:** March 23, 2021 **Author:** Comms Team **Categories:** News **Tags:** automotive, CEOInsights, DiversityandInclusion, executivesearch, insights, mentoring --- ### [How Marshall Motor Holdings makes strides as an inclusive employer](https://ennisco.com/how-marshall-motor-holdings-makes-strides-as-an-inclusive-employer/) **Published:** March 19, 2021 **Author:** Comms Team **Categories:** News **Tags:** CEOInsights, D&I, diversity, DiversityandInclusion, DriversofChange, executivesearch, inclusion, sponsor --- ### [How Volvo Car's people strategy led them to success](https://ennisco.com/how-volvo-cars-people-strategy-led-them-to-success/) **Published:** March 11, 2021 **Author:** Comms Team **Content:** ## Insights from Kristian Elvefors, Managing Director, Volvo Car UK As cars develop, so must the talent within the automotive companies producing and selling them. In a recent article from McKinsey, Björn Annwall, leader of Volvo Cars in the EMEA region, discussed how business leaders should be deliberate and hands-on when it comes to developing their people. This is not a new strategy for Volvo Cars, as Kristian Elvefors, Managing Director of Volvo Car UK discussed in Ennis & Co’s publication **[2020: The Year That Changed Everything](https://ennisco.com/diversityinclusion/)**, where he explained that Volvo’s people focus and development strategies were evolving even pre-COVID. Along with many other automotive leaders, Volvo Cars have been adapting their corporate strategy to draw in talented individuals and road map what future skills are needed. Volvo Cars has been analysing their core competencies since before the crisis began, but the impact of the COVID-19 pandemic has certainly accelerated this evaluation of capabilities. Kristian’s leadership and forward-thinking response to the coronavirus pandemic was exceptional. Not only was he driving commercial strategy, but he also kept his focus on safety and people’s peace of mind. In addition he introduced certain measures to the Volvo UK offices for the comfort of their employees. He said, “Due to these measures, we can now say that 100% of staff are coming into the workplace as they please. Our people are finding that it is possible to be at the workplace in a safe and secure way.” As a result of their forward thinking and people focus, Volvo Cars was able to successfully implement the ‘Stay Home Store’, their online platform, which was brought into place during the lockdown period when many retailers were closed. Though Stay Home Store had been worked on for many years previously, it needed to be immediately prioritised during that time, so it was all hands-on deck at Volvo Cars for the 2020 roll out. According to Kristian the implementation was “quick and seamless”, with Volvo also finding that the most successful way to drive the transformation of skills is by building capabilities on the job. For many organisations, the prospect of outsourcing training and development courses for staff members of all levels is simply not sustainable. By improving internal career development and learning-by-doing programmes, organisations can make strides towards their competency development goals. Furthermore, by sourcing new talent into the organisation from a diverse pool of candidates, organisations can introduce individuals with those much needed digital and technological skills to hit the ground running. Ennis & Co and Autocar’s Drivers of Change competition encourages talented individuals of all ages and backgrounds to enter the automotive sector, regardless of their experience. By widening the scope of talent, we could introduce innovative individuals with fresh ideas, that might otherwise have been overlooked. The key should be to focus on the desired skills and not necessarily previous industry experience when looking to the future of the automotive workforce. It is fantastic to see the progress and resilience of the automotive sector, despite this past year’s difficulties. Moving forwards, it will be interesting to watch the transformations within our industry, as organisations take these key learnings and use them to their full advantage. You can read the full interview with Kristian Elvefors via the link below: > [Diversity & Inclusion](https://ennisco.com/diversityinclusion/) Find out more about the Drivers of Change initiative here: > [Drivers of Change](https://ennisco.com/drivers-of-change/) **Categories:** News **Tags:** CEOInsights, diversity, inclusion, insights, Leadership, Strategy, talent, transformation, volvo --- ### [Barbara Cox Woman of the Year Award - Winner's announcement](https://ennisco.com/barbara-cox-woman-of-the-year-award-winners-announcement/) **Published:** March 9, 2021 **Author:** Comms Team **Content:** Ennis & Co Founder, Lynda Ennis was proud to support in the judging of the 2021 Barbara Cox Woman of the Year Award. “It has been fantastic to take part in **[Cox Automotive Europe](https://www.linkedin.com/company/coxautomotiveeurope/)**‘s Barbara Cox Woman of the Year Award, especially this year as one of the judges, and it really resonates with me that there are simply some truly amazing women out there. They juggle not only their home lives, but their working lives, too, and the ones that don’t shout about it are the ones who are the real stars. The people who are the “unsung heroes” are really shaping the industry…” Lorna McAtear, Fleet Manager at National Grid was named as the deserving winner of the 2021 competition on International Women’s Day, 8th May 2021. The Barbara Cox Award was established in 2005 and is named after the late Barbara Cox, a business pioneer who was an Owner and Director of Cox Enterprises – Cox Automotive’s parent company. This annual award recognizes women who share the traits and accomplishments of its namesake. Ennis & Co is proud to support this progressive and diversity & inclusion focused initiative. **Categories:** News **Tags:** Cox, DiversityandInclusion, fleet, inclusionm, Lorna, mcatear, woman --- ### [International Women's Day: Diversity & Inclusion within automotive](https://ennisco.com/international-womens-day-diversity-inclusion-within-automotive/) **Published:** March 8, 2021 **Author:** Comms Team **Content:** The automotive industry is becoming increasingly inclusive as the years progress. This is incredible to see and we feel honoured to have worked alongside some truly inspirational female leaders – and what better time to celebrate these women then on international women’s day? Though it is impossible to highlight every strong female leader within automotive (as fortunately there are so many) read on below for some of our honourable mentions. A rising star and incredibly talented individual is Madeline Cheah of Horiba Mira, who was the winner of the Drivers of Change Digital Award in 2020. An innovative thinker and digital expert, Madeline proved herself a worthy winner in last year’s competition and it is truly inspiring to see her success in the male dominated world of engineering. This year’s competition seeks to attract the same diverse and brilliant minds in the drive to increase talent and inclusivity within automotive. Another incredible woman who deserves a special mention on International Women’s Day is UK Volkswagen’s UK HR Director, Penny Weatherup. Penny is a true champion of diversity and inclusion within automotive, through her forward thinking strategies and support of initiatives such as Drivers of Change competition. Penny also leads internal change within VW UK through strong, progressive leadership and wellbeing awareness. Clare Wright, HR Director of Jardine Motors Group is also a champion of D&I through her inclusive HR strategy and continuous empowerment of women. Clare has been recognised for her HR prowess and forward thinking attitute within many prestigious industy awards over the years, such as being shortlisted for Retail Week’s Be Inspired Diversity Champion Award. We are proud to work with Clare and are delighted to have JMG on board as a Drivers of Change sponsor for a second year. McLaren Automotive’s HR Director Mandeep Dhatt is an advocate of D&I within automotive. Not only a sponsor of the Drivers of Change competition, Mandeep also led an inclusive HR strategy during the COVID-19 crisis and continually strives for an inclusive workplace culture. As she said herself, “you can’t ask someone to inspire people if they are not inspired themselves”. It is wonderful to see so many inspirational women within automotive, there are truly too many to mention and it is incredibly motivating to see company cultures and recruitment adapt to accommodate for a diverse workforce. However, despite this progress, according to a 2020 Deloitte study, 40 per cent of women working in automotive would choose a different industry if they were starting their career again and 90 per cent of participants felt that women are under-represented in leadership positions. The industry therefore needs to drive greater representation by flattening the hierarchy and creating policies that engage all levels of the organisation. Through initiatives like Drivers of Change, Ennis & Co strives to be a key part of this necessary transformation, by increasing diversity within automotive, for women, as well as other aspects of diversity. **Categories:** News **Tags:** automotive, diversity, DiversityandInclusion, female, inclusion, insight, internationalwomensday, Leadership, progression --- ### [Autocar Drivers of Change mentoring, Marvin's experience...](https://ennisco.com/autocar-drivers-of-change-mentoring-marvins-experience/) **Published:** March 2, 2021 **Author:** Comms Team **Content:** Our Drivers of Change sponsor Jardine Motors Group went above and beyond to support our winners in last year’s competition. Read on below for a Q&A with 2020 Retail Award winner, Marvin Samuels, on his meeting with Clare Wright, HR Director. **Could you provide the names of sponsor organisations / individuals you received mentoring from?** Clare Wright – Jardine Motors Group. **What were the benefits of the mentoring sessions?** I feel the sessions give me the opportunity to get validation of my thoughts and ideas from someone outside of my immediate social circle. Someone that will be objective without being critical, honest, without being unnecessarily brutal. **What topics were discussed during the mentoring sessions?** Our first session was prior to the Christmas break. During our session we discussed my ambitions for my app, expectations, existing knowledge and skills, my existing network, possibilities to extend my network and leverage the skills of those new to my network, but I felt the most important items was how and where I should be focusing my efforts to make the most progress. Clare made me aware of contacts she knew that would be able to give me the support and share knowledge that would help me. **Have the mentoring sessions inspired you to join the automotive industry?** It was always my ambition to find a way to move into the automotive industry, but now I can actually see a way that I can make that move. I have started extending my network to people within the industry and hope this increased exposure will present the opportunity I am currently striving for. It turns out my mentors’ work history is not too different to mine (we have even worked at the same company, but at different times) and has inspired me even more to follow my dreams of working in the automotive industry. ***A huge thank you to Marvin for sharing his experience and to our sponsor Jardine Motors Group for going above and beyond to support this initiative and our talented finalists.*** **Categories:** News **Tags:** autocar, autocardriversofchange, competition, D&I, diversity, DiversityandInclusion, DriversofChange, inclusion --- ### [Talent wanted: Drivers of Change competition opens for entries](https://ennisco.com/talent-wanted-drivers-of-change-competition-opens-for-entries/) **Published:** March 1, 2021 **Author:** Comms Team **Content:** *Autocar and Ennis & Co’s initiative returns, designed to attract fresh talent to the motor industry* Autocar and Ennis & Co have teamed up again to launch their joint initiative to attract fresh talent to the automotive sector. After a hugely successful launch last year, the Drivers of Change competition returns, with the same three categories of Technology, Digital and Retail. The aim of identifying and promoting the best talent in all three areas remains, with a view to giving support to entrants in getting their ideas to market. The Drivers of Change competition aims to highlight the exciting employment opportunities available in the industry as it undergoes unprecedented change, driven by the push towards electrification, autonomy and digitalisation. The initiative is open to anyone who has a visionary idea in any of the three categories. Prior experience isn’t required – the range of entrants spans from those starting out in their career to those with more experience, be that within the automotive world or outside of it. The key is to have an idea that could challenge the status quo. Steve Cropley, Autocar’s editor-in-chief, said: “As we’ve seen in the last year, rapid change is here to stay. With the automotive industry transforming so quickly and in so many exciting ways, there has never been a better time for fresh talent with new ideas and different ways of working to break through and make a difference. “Applicants might be coming out of university or they might be a couple of roles into their careers. There’s no upper age limit, just a desire to hear from anyone who has an ability to look at problems from fresh angles and create opportunities from them.” The winner in each of the three Drivers of Change categories will take home £5000 in prize money and have the chance to interact with key sponsors. Drivers of Change is sponsored by: APC; Cox Automotive; CitNOW; IMS (Insurance and Mobility Solutions); Jardine Motors Group; JATO Dynamics; Pivotal Subscription by Jaguar and Land Rover; Marshall Motor Holdings; McLaren Automotive; Polestar; SMMT (in association with); Sytner Group; Toyota; Volkswagen Group UK; and Volvo Car UK. Ennis & Co founder Lynda Ennis said: “We believe that an inclusive industry is a benefit to all during this pivotal time for automotive. For this reason, a key focus of the Drivers of Change competition is to attract talented and innovative individuals of all ages, from all backgrounds, all walks of life and all industries to the automotive sector. “Our incredible sponsors represent not only the variety of roles and specialities available within automotive, but also the hunger for bright new talent. Following the success of last year’s competition, we are excited to see the innovative applications of 2021 and how they plan to revitalise and benefit our industry.” Participants must be aged 18 or over to enter. They will need to submit a short written piece on why they should win, as well as a creative video. Shortlisted candidates will be invited to an exclusive assessment day (held online), where a panel comprising leading industry figures will judge the candidates. Three finalists from each category will be invited to attend the annual SMMT dinner in November 2021 (subject to it taking place), where the winners will be announced. To enter, click [**here**](https://www.autocar.co.uk/driversofchange) **Categories:** News **Tags:** autocar, competition, digital, diversity, DriversofChange, inclusive, initiative, launch, Leadership, retail, talent, technology --- ### [Attracting Women to the industry is about more than gender politics.](https://ennisco.com/2015-02-16-attracting-women-to-the-industry-is-about-more-than-gender-politics/) **Published:** February 16, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/08/cadillachires-56-264x300.jpg) We’ve had a very positive response to the event report (alluded to in our last blog) that we sent out to our delegates and speakers at the end of last month. I mentioned in the last blog that we were going to use the event to ask delegates to vote on some key questions concerning the need to attract more women to our industry. No surprise: our (nearly 70) delegates were in strong agreement that the industry needs to do more to appeal to the female contingent that comprises 47% of the working UK population. They were in agreement that our ability to increase the appeal of the automotive industry lies in the hands of the education system, the government, the industry and themselves, as example-setters. You can see one version of the results and get a bit of a sense of the evening [here](), in our Ennis & Co Women in Automotive event overview. It was a very positive and forward-looking event. Anecdotally, many delegates and speakers said they felt the industry to be as rewarding, encouraging and open to them as to their male counterparts, and the consensus that the industry has become much more diverse in the last 10 or 15 years was clear. In a changing world, the same benefits that might make the industry more appealing to women might also attract more men (for example, flexible working benefits), and the need to attract more strong students to STEM-related subjects is a wide ranging one. Sure, maybe more boys than girls of school age envisage themselves working within the automotive industry, but I know that right now there are a couple of generations of professionals (irrespective of their own gender) who are actively looking to change that. Watch this space. Lynda Ennis Founder Ennis & Co **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, inclusion, industry, Leadership, women --- ### [May you live in interesting times (or volume, premium, luxury....vanishing oppositions?)](https://ennisco.com/2015-03-06-may-you-live-in-interesting-times-or-volume-premium-luxuryvanishing-oppositions/) **Published:** March 5, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/08/cadillachires-59-264x300.jpg) Suggesting that the automotive industry needs to evolve if it is to flourish is a little like pointing at an elephant and calling it big. But the automotive industry is one that can barely move for all the elephants in the room. This is an industry we love, and as we have suggested elsewhere, it is a key strategic and economic sector in the future health of the country. But the changes that are starting to be felt across the industry haven’t come a moment too soon. There is so much to address, so much to do, so many questions the industry must ask itself. Change is needed, and it is happening. And all of this raises some very interesting questions about how the industry will attract, develop, and in particular deploy future talent. I think we find ourselves at a very interesting moment where one of the big questions is, what *kind* of talent will we actually need? The consumer’s ability to research before they buy is changing the dynamic of the modern dealership. Increasing purchasing power and discernment, not to mention a broader array of trigger factors and aspirations, is impacting the industry to the extent that a few of the more forward-thinking dealers are changing their whole business model. New businesses are being created, founded on a desire to abandon traditional retail models and find a wholly new way of doing business that is inspired by personal experience or the examples set by different, newer retail sectors. There’s a lot to be said about this and I have no doubt we’ll revisit the theme in the future. Something else is happening too. Driven by more aspirational buyers (and the need, yes, to address a broader diversity of customers) volume and premium, and indeed premium and luxury manufacturers are starting to find some common ground. This raises some very interesting resource challenges for our sector and its dealership business models. Perhaps it even questions the requirement for dealerships at all, in the long run, although I am sure that is an issue of some debate. Erin Baker talked about some of these environmental changes in the Daily Telegraph this week. She was discussing Andy Palmer’s (AML) timely acknowledgment of the woman buyer, but she also made a point about how Bentley had grasped the idea of a new market when they “correctly surmised that by designing cars where the grab handle won’t chip nail varnish and make-up won’t stain the cream Napa cow hide…” they provided a “practical application of a focus on the female market…addressing the needs of the female car-buyer”. I’ve written plenty about women in our industry, and I have no doubt I will again. But what’s interesting here is how these shifting market forces are encouraging different segments of the market to learn from one another. Are we finally entering a realm where traditional boundaries will slowly elide and dissolve forever? I’m absolutely not suggesting that in ten years’ time there will be no very expensive cars and no very (well, relatively) cheap ones. But New Product Development is the statement of intent here, and as statements go, there’s plenty of evidence around that volume, premium and luxury are all learning from one another, and that only a very few manufacturers want to put all their eggs in one basket any more. BMW, if you exclude Mini, typically starts squarely in the middle of the premium price tag range. But outside the showcase of Geneva, the fabulous i8 is still the talk of the industry, at an atypical £100K (with some dealers adding 50% onto the price tag due to sheer demand). How does someone running a retail business cope with that? Does the skill set, the sales process, the aftersales process, need to change? How much will the customer change? Honda is renegotiating its way into the Supercar market with the NSX, which set tongues wagging at Detroit. For a brand for whom £30K would be considered a reasonably solid price tag, this requires a new approach. On its launch, the £130K Range Rover landed squarely in Bentley and Aston Martin territory. At the same time, manufacturers are looking at stepping into premium via product, not price: enter the Bentley Bentayga – and with premium to luxury with the Mercedes AMG. How will the industry adapt to the different and changing expectations of customers in this shifting environment? Does it mean retailers used to selling volume will have to employ specialist sales staff? How will they train them up? What about the role and quality of the increasingly in-demand aftersales in all of this? Can *everybody* deliver a premium service that you might normally not expect across the board? How do super luxury brands reach out to new markets? What does all this mean for retail? It means it needs to be agile. It needs to be informed. It needs to be diverse. Retailers need to be skilled. They need to provide a different, more engaging, more technology-enabled customer experience. As I’ve said, forward-thinking automotive leaders are starting to look over the fence at other retail sectors to see what they can learn. Many people within the industry are talking about being able to learn from Apple’s retail model. There’s even a lot of speculation about whether Apple will enter the fray. Interesting times, indeed. What’s your take on the way the changing market will affect talent? **Categories:** News **Tags:** automotive, AutomotiveIndustry, evolve, industry, insights, Leadership, transformation --- ### [Age is just a number: Catching up with Ennis & Co's Client Relationship Manager, Freddie Keyworth](https://ennisco.com/2019-07-10-age-is-just-a-number-catching-up-with-ennis-cos-client-relationship-manager-freddie-keyworth/) **Published:** March 31, 2015 **Author:** Comms Team **Content:** Oscar Wilde once said; “With age comes wisdom, but sometimes age comes alone.” And how relevant this is, so many years on… It doesn’t seem such a surprise now that younger people are advancing in their careers so quickly. Yet the barrier of which can, arguably, be ‘lack of experience.’ This is something quite consistently faced within the automotive industry. But what if someone lacking experience obtains many of the skills needed for the task at hand? When fresh-faced seventeen-year-old Freddie Keyworth was busy serving tables at Chewton Glen Country House Hotel; little did he know his natural charisma and people skills would kick-start his future career… resulting in him becoming one of the youngest client relationship managers within the executive search industry. Four years on, we’ve caught up with Freddie to gain an insight into how he tackles talent spotting from a head-hunter’s perspective and how he’s homed in on skills for the future. \#### How did you get into executive search? It’s now a bit of a funny story how Ennis & Co’s founder, Lynda Ennis, took a chance and offered me the opportunity to join her company after I’d waited on her table while she celebrated her birthday. That night, I found her party of friends and family charming and such a great laugh (one of those tables you’re happy to go the extra mile for). I think with some people, there is just an instant connection and they collared me after the meal, encouraged me to send them my CV… which I did (at around 3am, after a closing shift, as you do) and the rest, as they say, is history. I have now been with Ennis & Co for almost half of the time they have been operating; which makes me feel like part of the furniture. Over the years, I have been involved in the successful placement of a range of senior roles, delivered talks to hundreds of CEOs and HR Directors within the automotive industry and met clients and secured new relationships from across the globe. \#### How do you view the industry now? I don’t want to harp on about my age, but it has been a definite learning curve being a ‘young buck’ in the industry, having started out aged seventeen. Most senior roles within the industry are filled by people that have been working in the automotive sector for years, so I’ll constantly be meeting older clients and candidates. What usually strikes me is that I’ll be wondering whether they are weighing up my expertise in the field judging by my age – but more often than not, they just want to assess what you know , and not the year you were born, or if you remember what the number one single at the end of 1985 was. If they can see that you are knowledgeable and confident in the area you specialise in… the concept of age seems to melt away. I do think the industry has shifted in a sense that we’re now heading towards a great deal more roles involving more technological knowledge – which usually brings with it a lot of apprentices or university graduates specialising in this field. Often, they would have completed their further education straight from school… so they’re usually entering the industry at a young age, too. \#### What challenges do you face with executive search? Passive candidate search is always a rollercoaster. Over the years I have encountered so many kinds of candidates and I think the most important aspects of the approach are clarity, building a great rapport and making sure the research is completed with as much detail as possible. I mean clarity in the sense that the candidate knows as much as possible about the role in question. I try and make sure I’m armed with all the possible responses or questions I could receive from the potential candidate so it’s as clear as can be. I try and schedule my calls with extra time so I can go over any further details; as some candidates will have an extensive list! Building rapport comes quite easily to me (blowing my own trumpet here), yet it can be difficult when candidates give very little away. I’ve spoken to enough people to understand the initial reluctance at times but trying to ascertain a common ground and proving I’ve tried to understand what drives and motivates them is a start. \#### What is your greatest strength? I think with this kind of role; resilience is so important. There will be knock-backs and curve balls thrown left right and centre, and, for me, it’s having learned to deal with them and move on that has made me the way I am today. So, I’d say resilience and also, thinking on my feet! \#### What advice would you give those wanting to become a client relationship manager? My role is a bit of a ‘hybrid’ as I manage accounts, but also work on business development. The account management side is all about the relationship management, being organised in terms of catch up meetings and reviews and being at the ‘forefront’ of the client’s mind. The BD side is, again, centred around being organised. It’s also about keeping up with the trends within the sector, who the movers and shakers of the industry are… and always seeking new opportunities. You always have to pick up the phone – emails are often too slow in this line of work! So, my advice would be to focus on your customer service and communication skills, be as organised as you possibly can and be tenacious – because not everyone will pick up the phone on the first ring. I’m still on such a ‘developmental’ journey with my role and what this has brought with it is the strengthening of my aspirations. Having started out after school and college with very little clue what I wanted to do, I feel like I’ve finally found my calling and have a great deal more to give with Ennis & Co. I’m excited to see what the future unfolds here, in so many different ways. All I can give away right now is that the dream has no limits… so watch this space. Oscar Wilde once said; “With age comes wisdom, but sometimes age comes alone.” And how relevant this is, so many years on… It doesn’t seem such a surprise now that younger people are advancing in their careers so quickly. Yet the barrier of which can, arguably, be ‘lack of experience.’ This is something quite consistently faced within the automotive industry. But what if someone lacking experience obtains many of the skills needed for the task at hand? When fresh-faced seventeen-year-old Freddie Keyworth was busy serving tables at Chewton Glen Country House Hotel; little did he know his natural charisma and people skills would kick-start his future career… resulting in him becoming one of the youngest client relationship managers within the executive search industry. Four years on, we’ve caught up with Freddie to gain an insight into how he tackles talent spotting from a head-hunter’s perspective and how he’s homed in on skills for the future. #### How did you get into executive search? It’s now a bit of a funny story how Ennis & Co’s founder, Lynda Ennis, took a chance and offered me the opportunity to join her company after I’d waited on her table while she celebrated her birthday. That night, I found her party of friends and family charming and such a great laugh (one of those tables you’re happy to go the extra mile for). I think with some people, there is just an instant connection and they collared me after the meal, encouraged me to send them my CV… which I did (at around 3am, after a closing shift, as you do) and the rest, as they say, is history. I have now been with Ennis & Co for almost half of the time they have been operating; which makes me feel like part of the furniture. Over the years, I have been involved in the successful placement of a range of senior roles, delivered talks to hundreds of CEOs and HR Directors within the automotive industry and met clients and secured new relationships from across the globe. #### How do you view the industry now? I don’t want to harp on about my age, but it has been a definite learning curve being a ‘young buck’ in the industry, having started out aged seventeen. Most senior roles within the industry are filled by people that have been working in the automotive sector for years, so I’ll constantly be meeting older clients and candidates. What usually strikes me is that I’ll be wondering whether they are weighing up my expertise in the field judging by my age – but more often than not, they just want to assess what you know , and not the year you were born, or if you remember what the number one single at the end of 1985 was. If they can see that you are knowledgeable and confident in the area you specialise in… the concept of age seems to melt away. I do think the industry has shifted in a sense that we’re now heading towards a great deal more roles involving more technological knowledge – which usually brings with it a lot of apprentices or university graduates specialising in this field. Often, they would have completed their further education straight from school… so they’re usually entering the industry at a young age, too. #### What challenges do you face with executive search? Passive candidate search is always a rollercoaster. Over the years I have encountered so many kinds of candidates and I think the most important aspects of the approach are clarity, building a great rapport and making sure the research is completed with as much detail as possible. I mean clarity in the sense that the candidate knows as much as possible about the role in question. I try and make sure I’m armed with all the possible responses or questions I could receive from the potential candidate so it’s as clear as can be. I try and schedule my calls with extra time so I can go over any further details; as some candidates will have an extensive list! Building rapport comes quite easily to me (blowing my own trumpet here), yet it can be difficult when candidates give very little away. I’ve spoken to enough people to understand the initial reluctance at times but trying to ascertain a common ground and proving I’ve tried to understand what drives and motivates them is a start. #### What is your greatest strength? I think with this kind of role; resilience is so important. There will be knock-backs and curve balls thrown left right and centre, and, for me, it’s having learned to deal with them and move on that has made me the way I am today. So, I’d say resilience and also, thinking on my feet! #### What advice would you give those wanting to become a client relationship manager? My role is a bit of a ‘hybrid’ as I manage accounts, but also work on business development. The account management side is all about the relationship management, being organised in terms of catch up meetings and reviews and being at the ‘forefront’ of the client’s mind. The BD side is, again, centred around being organised. It’s also about keeping up with the trends within the sector, who the movers and shakers of the industry are… and always seeking new opportunities. You always have to pick up the phone – emails are often too slow in this line of work! So, my advice would be to focus on your customer service and communication skills, be as organised as you possibly can and be tenacious – because not everyone will pick up the phone on the first ring. I’m still on such a ‘developmental’ journey with my role and what this has brought with it is the strengthening of my aspirations. Having started out after school and college with very little clue what I wanted to do, I feel like I’ve finally found my calling and have a great deal more to give with Ennis & Co. I’m excited to see what the future unfolds here, in so many different ways. All I can give away right now is that the dream has no limits… so watch this space. **Categories:** News **Tags:** automotive, AutomotiveIndustry, CEO, freddie, industry, insights, keyworth, Leadership --- ### [Are you missing a great networking opportunity? What the savvy candidates know.](https://ennisco.com/2015-04-02-are-you-missing-a-great-networking-opportunity-what-the-savvy-candidates-know-2/) **Published:** April 2, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2015/04/enniscoimage-300x300.jpg) This post is about my favourite element of my job, which is working with candidates. More specifically, it’s about something I have noticed the best candidates manage to do throughout the process of being approached by a Search professional like me, then continue to do when being interviewed by my clients, and thereafter right to the end of that process, and beyond. Working with candidates is one of the most rewarding parts of my job because I love learning about people, how they have shaped their career and what makes them tick. Obviously, candidates who work with us are often at a point of reviewing their career, their aspirations, their wants and needs. Or sometimes, the opportunities we present to them are mouth-watering enough to tempt them to do so. Those opportunities could be a step up to the next level or an exciting new challenge in a different arena. Being in Search, my candidates are generally senior professionals. They are highly skilled, talented and often possess a high emotional quotient. But only some recognise that the process of reviewing their career options presents them with a great opportunity to work on something else that is a really important part of their overall package as a professional: their brand, and how they communicate it. And that is what I really wanted to focus on here. In my personal experience, being approached by a head hunter and going through the whole process of assessing a potential employer to find out whether you really want to work for them, and then interviewing with them, is an exciting, challenging and often emotionally heightened experience – slightly elevated and separate from the everyday business of work, no matter how engaging your job. It’s a networking opportunity par excellence – and this is something that the savvy candidate knows. Don’t forget that when you enter into a round of interviews, you have an opportunity to learn about a company’s culture and how they work: a good Search consultant should help you to understand that. And what’s more, you will get the opportunity to learn all this directly from a person of influence who probably has a really in-depth understanding of their company and what really makes it work, as well as the challenges that come with it. And you will get the opportunity to create a lasting impression. You may not be selected for the role, but there is nothing to stop you making the best of the networking opportunity, and adding some residual value to the impression you make by ensuring you communicate openly and honestly throughout the process. Exactly as you would with a prospective client, in fact. Example. If you had spent some time with a potential new client (instead of a prospective employer) you would not hesitate to write to them afterwards to thank them for their time, and mention a few things you particularly admire about their organisational culture, ethos or management team. So why not do it with an interview? That approach is not always taken by individuals when they are going through a process that could impact on their career. I think this is at least partly psychological: as I have said, the process is a slightly strange, elevated one, and I believe some people separate it from the normal run of things. Others think it would be too presumptuous to do this, fearing they have something to lose, rather than everything to gain. It’s notable to me how often the people who are generally successful in their careers tend to adopt this “client” approach to networking when they’re involved in a Search process. They know that nobody can manage their brand except them, and that there is no “off” switch with branding, in any professional context. What if you’re plagued by doubts whilst still in the process? Perhaps you feel you’ve made a mistake after initially showing interest in a role. If you’re tempted to “go silent” mid-engagement, for whatever reason – don’t. Share this with you Search partner. A good Search partner should be a sounding board for your concerns and worries, not someone who will upbraid you for “letting them down” (ugh). It’s your life, not ours. Career decisions are important ones, and being upfront if you are having doubts – and being honest about why – will be to your credit, not to your detriment. I have seen many good candidates enhance their individual brand when they have not been successful in interviewing for a role, and I have seen them reap the rewards of that a little down the line. What I have learned from this is that the whole process of being approached in a Search, being interviewed by a prospective employer, and even being rejected, presents an opportunity. And there is a marked correlation between understanding that and progressing your career. Networking is more important now than it has ever been, and the industry is surprisingly small. People move around: you never know where the person who interviews you today may be tomorrow. In the Search process, apply the same professional, canny behaviours you normally would with a prospective client, and you’ll give yourself the best possible chance of creating a good impression. **Categories:** News **Tags:** automotive, AutomotiveIndustry, candidates, CEO, executivesearch, industry, insights, Leadership, networking --- ### [Let women help women: but don’t let it be about quotas.](https://ennisco.com/2015-04-17-let-women-help-women-but-dont-let-it-be-about-quotas/) **Published:** April 17, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/08/cadillachires-58-264x300.jpg) Despite the new shared parental leave law, more women than men will experience a significant career break to have children, and will need to navigate their way back into work and face the challenges associated with this. Other women in an organisation who have undergone the same experience would have a unique opportunity here to be an inspiration; to offer pragmatic advice, based on personal experience, on how to negotiate this step. Quite often though, I’m not sure they do. Mostly this is because those women simply don’t exist. They haven’t made it yet – they aren’t there. But for a few who are, and aren’t able to be role models, it’s the same as for men who aren’t able to be role models to other men: they are not empowered to be so. The culture isn’t right. Today, we tweeted this [article](http://uk.businessinsider.com/new-study-on-women-and-leadership-2015-4 "article"), by Shana Lebowitz of Business Insider UK. It’s entitled “Here’s why you should worry if a woman just got promoted to a top position at your company.” It cites new research from Columbia Business School and the University of Maryland’s Robert H. Smith School of Business that shows that if a woman makes it to the top position in a company, the likelihood of other women being appointed to senior roles falls significantly. Let’s be clear, though, that the research suggests this could be more to do with quotas being hit, the job having been done, the boxes ticked, than about any problem with women helping women. Even so, my experience of this, having worked closely with a large number of women, is that there simply aren’t enough senior women to go around, and the culture still doesn’t exist that encourages us to empower one another. At an event that I put together last year, a guest speaker shared her perception that within our industry, there was little evidence of women being able to help women – certainly not for the generation of us who are now approaching the last third of our careers, at least. It saddened me that I was unable to disagree with her. She quoted that mantra of our “Lean In” era, Madeleine Albright’s signature “there is a special place in hell for women who don’t help other women.” I don’t want positive discrimination. I am absolutely 100% of the attitude that the right candidate for any job is the best candidate. Finding that individual for my clients is my mission in life, after all, and if I were in any other way inclined, I’d go and do something else. What I do believe is that young women coming into any competitive industry don’t ask for, or need, favours or special treatment – but they do need role models, male or female – and a few more female role models who can provide personal experience for some pretty undeniably female experiences wouldn’t hurt. Let’s not have this be about quotas. Let’s have it be about creating a positive environment where everybody can speak to someone who understands. This is something we all need. **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, DiversityandInclusion, inclusion, industry, insights, Leadership, women --- ### [Why are we treating each other like this?](https://ennisco.com/2015-06-24-why-are-we-treating-each-other-like-this/) **Published:** June 24, 2015 **Author:** Comms Team **Content:** I have interviewed a lot of people in my career in Automotive Executive Search, and there is something I have been noticing more and more over the last couple of years. For want of a better way to put it, it is a rise in evidence of poor behaviours in the workplace or, more specifically, in how people treat one another. Most people, when asked to discuss their management style, say that their philosophy is to treat people how they wish to be treated. It’s probably the commonest single response I hear (before I start to challenge that response). And yet, at the same time, a lot of people I speak to are less than happy about how they are being treated at work. If you’re reading this, you probably already know that the majority of people leave their manager, not their job. So the question for me is this: when nearly everyone you speak to says they treat others as they wish to be treated, and a significant number of people you speak to say that they’re not happy with how they’re being treated, what is going on? The reasons for this are doubtless complex and numerous, but here are a few. - We’re all different and what’s good for you is not necessarily good for me. An obvious point, this, but what “good treatment” may mean to me is not necessarily what it means to you. Even so, I find it difficult to believe that most of us cannot broadly agree on what constitutes a framework of decent behaviours, remember to say please and thank you, and follow a clear set of guidelines (even if they’re taped inside our notebook or laptop) reminding us that it is good to praise in public and right and proper to rebuke in private – unless for a very good reason. I am aware of the premium placed on high EQ (emotional intelligence quotient) by organisations who are seeking senior managers and leaders. This premium is no coincidence. The higher up an organisation you go, the greater the ripple effect of your behaviours. A capricious or vindictive junior manager will have an impact alright, but probably one that can be contained, remedied relatively easily and will upset a few people. Move a lot higher up the chain and the effect is amplified. I can’t help but wonder if self-awareness is so highly cherished a quality because it us much, much rarer than we think. And I sometimes find myself wondering whether people who claim a high degree of self-awareness are evidencing a lack of it by claiming to have it in the first place! (A difficult conundrum to answer). - It’s easy to want to treat people well, but people can change when the pressure is on. It’s a competitive world and people in organisations everywhere are under tremendous pressure to deliver. What someone says in an interview, when they’re generally trying to present the best version of themselves, is not necessarily how they will behave whilst juggling conflicting priorities and management meetings, and then receive a piece of bad news. (The skill here, for a Search professional at least, is in getting to know your candidate and challenging them to evidence their EQ and ability to keep calm while all around them are losing their heads). - Many people think management only travels in one direction: they’re wrong. Many people don’t know how to manage their managers. I have counselled quite a lot of people over the years on this subject. An in-depth analysis is beyond the context of this article, but people seem to forget that managing upwards is every bit as important (arguably more so for your career prospects) as managing downwards. In the automotive industry, matrix management, dotted line responsibility, board and non-executive responsibilities abound, and the different ways that people are required to exert an influence are numerous. Good communication – and that includes finding ways to be very honest without being confrontational – is possible with most managers, even the difficult ones. It might sound perverse to say that you owe it to someone whose management style grates with you to give them a chance to do better, but it’s true. (You should also know when to cut your losses). Your manager is a person too; they may well be someone who has been promoted into managing people because there was no other way to progress them – a sad fact of many organisations that has resulted in entire generations of poor managers in all sorts of industries. Just because someone is your manager it doesn’t mean they’re the finished article. I strongly feel that you should give your manager a chance before you sack them (by leaving). This is something that is very challenging for a lot of people, particularly people who are not natural communicators. - People who are out of their depth can respond to the pressures of that in a number of ways. That can include turning their frustrations and their fears outwards. I’m sure you’ve met them: the manager whose body language, tone of voice and even dress code bespeaks of someone who is outwardly aggressive and inwardly terrified. They exist, and although it is hard not to take it personally, their treatment of other people is rarely about those people, and more often about themselves. - It takes heart and nerve to behave consistently – particularly consistently well – in the ever more demanding world in which we find ourselves. At Ennis & Co, as you would expect, we do as much as we can to ensure our clients’ brands are well-represented, so that candidates know the company they are interviewing for. For me, this is an important part of “cultural on-boarding”. Together with a series of good interviews which put a candidate under a lot of (positive) scrutiny, it’s part of a process of ensuring not only that you know what are getting from a candidate, but that they know what they are getting from a role and from a company. It increases your chance of getting the right person; the person who is up to the job not just intellectually, but emotionally. - In the end, there will always be people who are simply impossible. People who leave an organisation because they’re not happy will find themselves in a better place. They may go through fire for a while, but in the vast majority of cases, they will end up happier. I love continuing to find great and inspirational leaders of the future. If you’d like to know more about Ennis & Co and we approach assignments, contact us confidentially at [hello@ennisco.com](). **Categories:** News **Tags:** automotive, AutomotiveIndustry, career, industry, insights, interview, Leadership --- ### [From Silver Service to Executive Search](https://ennisco.com/2015-09-03-from-silver-service-to-executive-search/) **Published:** September 3, 2015 **Author:** Comms Team **Content:** Ennis and Co are proud to introduce our newest team member, Freddie Keyworth, who joins us as a trainee – and we’d like Freddie to introduce himself through our blog! So without further ado… Having come from a world of à la carte menus, wine lists and expensive tastes, I now embark on my newest journey at the ’14-course tasting menu’ of Executive Search company Ennis & Co. My first two weeks have been interesting to say the least, with international problems arising – such as the Chinese economy taking a nosedive, European migrant issues, heartbroken girls worldwide (following the “temporary separation” of One Direction) and still no prospect of finding a new leader for the Labour party – perhaps that’s something we can help them with… On a more serious note… So far my time at Ennis & Co has been focused on getting to grips with the ins and outs of the Automotive Industry by understanding its network of connections in terms of which company is responsible for what product, which retailer is responsible for selling which manufacturer’s product, who supplies into each company, and how Ennis & Co is tied in with all of the above… But that’s not all… What I’m looking to achieve within my first year is to form a community, a community of likeminded people who, like me, are ambitious and who have found their passion for the automotive industry. Automotive apprentices, interns, and graduates on training programmes – I am shouting out to you! I will be regularly updating you about what I’m up to, but more importantly, I would like to hear from you, what you have been doing, from your viewpoint, not your employer’s. I’m just going to leave you with one thought; we are generation Y and Z, and if we want to have our say about how working life should be, we need to make sure we are giving the input on what we want. So let’s get together and share our ideas to help benefit our generation’s future. Link in with me so we can build this community. - Freddie **Categories:** News **Tags:** ambitious, appointment, automotive, AutomotiveIndustry, industry, Leadership, new --- ### [The Next Generation Award winner revealed – and this gong really does matter!](https://ennisco.com/2015-11-26-the-next-generation-award-winner-revealed-and-this-gong-really-does-matter/) **Published:** November 26, 2015 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2015/11/champagneglasses-wallpaper-1152x768-300x200.jpg) Morven Fraser will never forget this week. And with good reason too, because the University of Glasgow student has just won the 2015 Autocar-Courland Next Generation Award for her innovative energy storage concept. She is about to embark on six months of industrial experience with Jaguar Land Rover, McLaren, Peugeot, Skoda, Toyota and Honda as well as taking her £9,000 cash prize. I am really pleased for her because the automotive industry needs the brightest talent to remain competitive, relevant, and customer-aware. And role models like Morven help to attract more of the (almost) 50% of the working population that the sector has notably failed to appeal to until now. The automotive industry needs people like her. In 2009, as Managing Partner of Courland in the UK, I led the team which created the Autocar-Courland Next Generation Award in partnership with Autocar’s Steve Cropley, Jason Harris from Ferrari, PR specialist Karen Parry and marketer [Al Clarke](https://www.linkedin.com/profile/view?id=AAkAAAHlevABwNVZ1Zv-qC1Alfqv9vMk8oCnRUE&authType=NAME_SEARCH&authToken=xZ8z&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A31816432%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1448537945727%2Ctas%3AAl%20Clarke "Al Clarke").We set out to establish a programme that would encourage the brightest and best students to make the motor industry their first-choice career. In the intervening years since the inaugural [winner Mohsin Basharmal](http://www.autocar.co.uk/car-news/industry/young-car-design-award-winner-announced "Autocar winner") took the very first prize, more than 40 of the hundreds of young people who entered the awards have started automotive careers through this competition. It is exciting and encouraging to know that their new ideas will challenge the status quo and take this amazing industry forwards. It was in this spirit of innovation and collaboration that last year I brought together 80 executives in the industry for a [Women in Automotive conference](https://vimeo.com/112692303 "Women in auto") . We recognised then, as we do today, that the industry needs fresh ideas and new people with ‘millennials’ presenting both the greatest challenge and the greatest opportunities for the industry. In 2016 we’ll be sharing the results of our work in this area when our automotive working group meets in the spring. Watch this space, and in the meantime, congratulations to Morven Fraser. **Categories:** News **Tags:** automotive, AutomotiveIndustry, award, industry, insights, Leadership, nextgen, nextgeneration --- ### [Leaders: are you ensuring your people behave in the right way?](https://ennisco.com/2016-01-13-leaders-are-you-ensuring-your-people-behave-in-the-right-way/) **Published:** January 13, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/03/leadership-image-300x183.jpg) - ### People seemingly unable or unwilling to take phone calls when they know there is a problem to resolve. - ### A bland email (instead of a call) with a matey introduction totally inappropriate for the message within. - ### Lack of acknowledgement or apology from business seniors if you escalate a problem. - ### Promising to phone back, and not doing it. Recognise any of the above from your own experience? I have recently had a bad experience as a customer, which ultimately led to me thinking about leadership and writing this blog – perhaps a more productive use of energy than a letter of complaint that may fall on deaf ears. Like many who will have shared my frustrations, all I want is for someone to take ownership and apologise, and I wonder how many people in our industry are being taught by example to do this. Last year I wrote in a blog that true self-awareness is much rarer than we think. The automotive industry is at a pivotal stage where good leadership is required in order to manage the changes that we all face, and I hope the industry’s leaders are self-aware enough to recognise that they have the single most important part to play in creating cultures where we can be honest about mistakes, manage them and learn from them. Only they can set the tone for that. I have seen industry leaders stand up on stage and challenge their industry to do better, deliver clear roadmaps for the future and brilliantly articulate the difficulties that lie ahead, but the challenge of applying the simple things at a national or global level means it is still the basics that are often lacking in business. Leadership is not easy and whether you’re a CEO dealing with a global crisis or a manager speaking to a disgruntled customer about poor service, the fundamental behaviours are the same: acknowledge the problem, apologise, and get on with rectifying it. Easy as it sounds? If only. There is a danger of a divorce between the head and the heart in all consumer-led industries; strong customer-led behaviours are the absolute bedrock of these sectors, and if you don’t build upon that foundation you will fail, no matter how great your plan. Pick up the phone. Take it on the chin. Accept the blame. Promise to do better, then deliver that promise. These are the basics of good business. The digitalisation of everything does not preclude the need for customer service, nor for cultures that promote it. Our April conference, “Preparing your people for the future”, will address some of the issues around leadership and talent within the industry, and how it is crucially important that we get this right. Follow us on Twitter (@ennisandco) [or LinkedIn]() to learn more. [Like this article? You may enjoy this one: Why are we treating each other like this?]() **Categories:** News **Tags:** automotive, AutomotiveIndustry, behaviour, industry, insights, Leadership, senior --- ### [Will “Pinking and Shrinking” work for Millennials?](https://ennisco.com/2016-01-27-will-pinking-and-shrinking-work-for-millennials/) **Published:** January 27, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/01/pinkflower2202-300x300.jpg) I recently re-watched Frost and Sullivan’s You Tube clip about their detailed report, “Women as Automotive Customers”, and felt a bit of unease (not F&S’s fault, of course). As one industry insider states in the film, the industry has traditionally made cars for men, and there is a huge case for it now to make cars for women. Okay….maybe. But how far will OEMs go in the battle to create a gender-specific experience, and how important will this be to Millennials? Will manufacturers go too far? Can they even go too far? As a confirmed petrol-head who has been around cars all my life, I’m not sure yet where I stand on the idea that new generations of people want drastically different things from cars, and from the buying experience, depending on their gender. Should the industry do more to appeal to female employees – and at the same time become more appealing to all employees, regardless of gender or age? Emphatically yes. I have created a working group, hosted an event, and been quoted in trade press about this, so I’m pretty upfront about where I stand here. I think my issue is with two things: the idea of pretending that what’s good for women isn’t good for all modern customers (because when the automotive market talks about it, it generally is), and the more extreme end of the “pink and shrink” approach that might, just might, be bordering on the patronising (and only the market will deliver on this verdict). According to the report, women are looking for “intuitive controls”, “simple interfaces” and the like in their passenger cars. That’s all very well: as with many innovations nominally undertaken for a particular market segment, the technology and ideas are usually sensible and might just appeal to all of us! So far, so much talk of “what women want” being little more than common sense. But there are other things happening at the “girly” end of the market that don’t sit so well with me. Aside from the general idea of pinking and shrinking, I’m not sure about women-friendly stores, either. Better product: more connected, greener, more intuitive. Good, why not? But cars “for girls” and car shops for girls? What remains to be seen is what the Millennials will actually make of all this. I want to see how the next generations of buyers vote with their wallets. It’s an interesting story to follow. Speaking of Millennials, we’ve got a lot more to say about this fascinating market from an internal talent perspective – not just at our April event, but in future blogs too, so watch this space. **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, DiversityandInclusion, equality, gender, inclusion, industry, insights, Leadership --- ### [What's love got to do with it?](https://ennisco.com/2016-02-14-whats-love-got-to-do-with-it/) **Published:** February 14, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/02/tina-turner-27-free-wallpaper-300x225.jpg) Happy Valentine’s Day! It’s traditional for people to use February 14th to make a symbolic gesture of their love for one another, or panic because they’ve forgotten to buy flowers or book a cosy table for two. It’s easy to take someone for granted when they’re part of the furniture. Perhaps those flowers and those gestures are the point: I do appreciate you; I know I’m lucky to have you. I don’t like seeing good people overlooked in the workplace, and it’s doubly frustrating when people are overlooked because they’re romantically connected with a colleague. In my experience, the above usually happens when a candidate for a role is romantically linked with somebody more senior; they are overlooked for promotion despite clearly possessing the credentials to do the job. It’s a shame, and it’s a waste. It usually happens for fear that a promotion will be misconstrued as favouritism – the relationship conferring unfair advantage on a candidate. Re-cast the circumstances into more generic terms – a strong candidate is overlooked because of their personal circumstances – and it starts to sound like discrimination. Why is this an issue for companies? Because one of the single biggest reasons why senior people leave a business is lack of progression. It’s more difficult when both individuals are climbing the ladder and one might need to start reporting into another, or perhaps to share the same Board table. I have seen a good many companies take the easy option to avoid this happening, rather than bend over backwards to maintain good staff by finding a way to make it work. At one of my past employers, it was “known” that inter-work relationships were frowned upon; subtle contractual wording made this clear without stating it outright. There was also a formal policy about how to handle the situation should a relationship arise despite the company’s best efforts to nip them in the bud. People tended not to get involved with one another for fear of reprisals. It’s no surprise then that many people keep workplace relationships a secret. Driving something underground is never healthy – covert behaviour tends to beget covert behaviour. It’s the way that companies deal differently with “little” things like this that often distinguish the good ones from the great. If it hasn’t hit home yet just how badly businesses are going to need good leaders over the next few years, and to attract and retain the very best they can get, it soon will. The case cannot be overstated. The automotive industry is at pivotal moment, and we need visionary, strong, charismatic, knowledgeable and inspiring leaders, all the way through the chain of command. If you have two talented members of staff in a relationship, and you don’t want to look as if you’re currying favour with them, you need to have some options. I’m interested in how different organisations approach this. I know a lot of people within the automotive industry who met their partners at work and have had to move organisations in order to move upwards – and who remained “under the radar” at their place of work because of their relationship. Some have had to come out of the sector altogether to move on. This is not right at a time when we need to maintain the best level of management in order to help us keep our heads clear as we steer the industry through perhaps its most exciting period to date. In fact, with issues such as connectivity, consumer journeys, and car sharing so front and centre, you could argue that right now, the industry is more relationship-focused (at all levels) than ever before! I’ve seen a lot of articles recently about good interviewing techniques. They’re often valid and useful – but we also need to concentrate on ways to sustain and retain good leadership – in any way possible – and that includes not driving away good people. We’re changing how we work. It’s happening. We also need to change the way we think. I’m sad to see so many managers feel they have to leave organisations – the reason discussed here is just one of many cited in personal conversations with some of them – wouldn’t it be good to see this change? This is one of the subjects we’ll be discussing at our conference in April, but in the meantime, I’d love to hear about how your organisation approaches the issues discussed here. **Categories:** News **Tags:** automotive, AutomotiveIndustry, executivesearch, industry, insights, Leadership, valentines --- ### [Five qualities that help people get promoted](https://ennisco.com/2016-02-26-five-qualities-that-help-people-get-promoted/) **Published:** February 26, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/02/women-in-boardroom-300x199.jpg) “The unteachables” sounds like a pitch for a documentary about a group of really distracted students, but it’s also a neat phrase that caught my ear when I was interviewing someone recently and asked them what they looked for in an up-and-coming manager. “Oh you know,” he said, “all of the unteachables”. In this gentleman’s particular case, he considered the “unteachables” to be energy, ambition and attitude, but I imagine we each have our own version of these. His comments interested me, so I thought I’d write about a few of the qualities that often come up in interviews with industry leaders, in response to the questions, “What do you look for in leaders?” and indeed, “what are your best qualities?” I chose five qualities because my April event, “Preparing your people for the future” uses the format of five important factors that will help to shape the future of talent in our industry; so five is an important number for me right now! So, what is it that the industry seniors I speak to are looking for, or are united in their appreciation of? I’m trying to avoid the really obvious qualities here, and have focused instead on some of the (to me) more interesting examples I have heard reiterated in thousands of interviews. Incidentally, the stories that were offered as evidence for these examples were often very rewarding to listen to and gave me great faith in our leaders and our industry! ## Mental energy/curiosity Age discrimination legislation means that people tend to shy away from using the word “energetic” in their job advertisements these days for fear that the word is construed as an appeal for young applicants. But most of the “senior” individuals I know are energetic and respect energy in their recruits. I don’t mean the ability to run around and do a lot of press-ups; I mean a relentless striving to achieve more and be better, to find out what works best, to lift back the lid on problems and roadblocks. People who are energetic are problem solvers – they are tenacious and will find a way through any challenge. They have the mental energy and curiosity to learn and learn and learn, and to exert control when they see there is none. It is these kind of people who often have… ## …A desire to heal, irrespective of boundaries Good people tend to increase their own remit by grabbing hold of things outside their immediate purview. “It just started to fall to me to do this because I showed willing and I was good at it” is something I hear a lot. A similar but even more telling line is: “I couldn’t stand seeing it being done badly, so I took control of it”. That’s why so many good people create their own role: they may not have started out with their current job description, but they built upon a foundation. I know lots of individuals who have been promoted in this way, rather than taking the traditional “next step up”. ## Selfless conception of success Great leaders are happy to create a legacy of success and take as much pleasure in the success of their peers, teams and subordinates as they do their own – indeed, they recognise that these are one and the same. It’s one of the classic “management learning curve” moments: strong leaders know how to trust and empower others, and to give away work. If they can motivate and inspire others to do a good job, whilst supporting them enough to make them feel stronger rather than simply abandoned, even better. “Freedom within boundaries” is one of the many ways I’ve heard this approach to leadership described. On a related note, about a year ago I interviewed a very senior marketing leader for a major international brand, who had recently (and very successfully) adopted a new approach to briefing his several marketing agencies. “Go away for three months, and come back with something that amazes me,” he said. And they did. (Do I have to add that an awful lot of very clever groundwork had enabled him to get to that point?). ## Wisdom There’s an old proverb that says that wisdom is the proper application of knowledge. The wise person knows which battles to fight. They know the value of getting to know their stakeholders and when to push the buttons of their managers, peers and staff. Finally, there are many ways to say “no” – and the wise person knows not just when to say no, but how to say it. ## Empathy I think empathy is one of the most important and desirable traits in an effective leader – but feel free to debate this with me! It might seem a bit glib to see empathy as the natural corrective of unbridled ambition, but I can honestly say that the truly great leaders I have met have ambition and empathy in equal measure. If true empathy is relatively rare among the very successful, it is all the more valuable for it. Empathetic leaders know how to get the best out of their staff, and have the rare skill of reducing churn. I have always maintained that the best employee engagement strategy is to not need an employee engagement strategy, and that starts at the top. Feel free to share your favourite leadership qualities. **Categories:** News **Tags:** automotive, AutomotiveIndustry, candidates, executivesearch, industry, insights, Leadership, promoted --- ### [No leader who is truly customer-focused will be loved by all](https://ennisco.com/2016-03-16-no-leader-who-is-truly-customer-focused-will-be-loved-by-all/) **Published:** March 16, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/03/leadership-image-300x183.jpg) I’ve written before on the virtues of leaders possessing some of the “softer” qualities when needed. But I’ve also said that the exciting, opportunity-filled state of flux that is our current market is demanding on our leaders. The winners will be those who understand their markets and who ensure their entire businesses are aligned with those markets. That means hearing the customers – the real customers – and truly understanding their needs. Great leaders today must be led by customers. It might seem counterintuitive, but no leader who is truly customer-focused will be loved by all. Does anyone even know what the true “enemies” of real customer service are? How about people within organisations who equate change with badness and who don’t even recognise that they don’t want to be part of positive change, because change is too hard? How about the sheer single-mindedness needed to smash the barriers of orthodoxy in How Things Are Done? I think that to be a really effective leader today – and by leader I mean the person at or near the very top – means being strong, up for a fight if necessary, and able to pursue your course regardless. Margaret Thatcher was a marmite character, divisive and loathed and loved in equal part. Although I have met her, I claim no stake in the argument for or against her – but I would cite her as an example of someone who understood what motivated her key customers. She felt that financial stability could only be built upon private enterprise, and she did what she wanted to do. It made her unpopular with some, but my point here is that she was, without question, a leader. Willie Walsh didn’t embark on a media popularity contest when he took over British Airways as CEO in 2005 – he quietly got on with leading BA out of the summers of chaos caused by cabin crew strikes and into calmer industrial relations enabling business growth. Everybody wants to know what Elon Musk is thinking now, because he had the vision and will to take on the established automotive industry and turn Tesla into a mainstream rival to the big brands. He commands loyalty through direct leadership, courage of conviction and determination. With you and me, the buyer, in mind. Arguably, all three of the above people combined determination, single-mindedness and above all, customer focus, in their pursuit of success. I suspect each of them was too busy pursuing their vision to worry about popularity contests – but they had the customer at the heart of what they did. Leaders must lead with the customer in mind – and that means not everyone will appreciate their vision. On the subject of leaders, I was recently asked to write a piece for IMI Magazine about hiring for high level vacancies. I am grateful for their permission to reproduce the article, which you can access [here](https://ennisco.files.wordpress.com/2016/01/ennisco-page-from-imi_magazine_13_feb_lr_singles.pdf "IMI article"). **Categories:** News **Tags:** automotive, AutomotiveIndustry, customer, focused, industry, insights, Leadership --- ### [Real progress is not so much a race as a collaboration](https://ennisco.com/2016-04-01-real-progress-is-not-so-much-a-race-as-a-collaboration/) **Published:** April 1, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/04/marathon-300x199.jpg)Marathon running race people competing in fitness and healthy active lifestyle feet on road Search is a collaborative exercise, in so many ways. It’s my job to make sure that an assignment is successful, regardless of the challenges, but the real joy is when a supplier and a client can enter into the whole exercise in a spirit of true partnership. What that actually entails is beyond the scope of this blog, but so much of what lies behind successful collaboration is down to attitude, belief and, if you look deeply enough, generosity. On that subject (and as we recently wrote in our March newsletter\*) this industry is at a point now where collaboration is not just beneficial but almost mandatory across vertical markets, within the supply chain, and in some circumstances, even between competitors. This takes vision, generosity, and courage: progress happens when people are brave enough to step outside of the norm, and that is not easy within organisations large or small. Those qualities have, I think, been evident in everyone who has helped us with our industry working group and our conferences to date. If you follow Ennis & Co, you’ll know that our next event, on April 14th, is an invitation-only, interactive conference, where we will be discussing the opportunities, challenges and drivers within the industry today and in the future, particularly from a talent perspective. The people who have worked with us over the past 18 months to help us get to this point – many of whom will be speaking at the event – have volunteered their precious free time, energy and ideas, and, by their very willingness to be involved, are showing that they are at the vanguard of the industry. As are many of the delegates, many of whom we know to be progressive thinkers who have the future health of our industry high on their personal agendas. If you’re one of them, we look forward to seeing you and hearing your thoughts at the event – your participation will make it all the better. On the subject of volunteers and the spirit of generosity, there’s a reason, beside the headline, why I chose the image that accompanies this blog. We’re very proud of Ennis & Co team member Jo Church, who will be running the Brighton Marathon on Sunday 17th April, for the Roy Castle Lung Cancer Foundation. Her just giving link is below, should you feel inclined to sponsor her. . \*You can subscribe to our newsletter via our website, at the bottom of this page: **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, insights, Leadership, progress --- ### [Preparing your people for the future: five things you really need to think about](https://ennisco.com/2016-04-15-preparing-your-people-for-the-future-five-things-you-really-need-to-think-about/) **Published:** April 15, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/04/futureautopeople-300x200.jpg) Above: Toyota GB, April 14th 2016 – Our automotive talent conference. Thank you to everyone who participated in our interactive event, created by Ennis & Co and kindly hosted by Toyota GB. In addition to the speakers and panellists, our hosts and our chairman Al Clarke, we also owe thanks to all of the delegates for their willing contribution that made this the truly interactive session we hoped it would be. In brief: Yesterday, five teams of speakers and panellists discussed some of the key opportunities and challenges facing the automotive industry today, and the implications this has on, and for, talent. We debated subjects from Generations X, Y and Z and Developing Senior Management to Traditional V “New” retail and Learning from beyond the automotive sector. We also heard from some of the leaders of the future, a panel of young professionals who shared their experiences of the industry with us. A brief history: Eighteen months ago, Ennis & Co and several of yesterday’s speakers and panellists created an open network of interested parties who have since been sharing knowledge and ideas about the key opportunities for our sector, today and in the future. The group has researched several different areas; this event was our forum to share this learning and these ideas, and, crucially, to bring some new people into this important conversation and to have a debate with like-minded people. What unites yesterday’s delegates is that they all care and that they have the ability to help our industry make the most of the opportunities now presented to us through new marketing opportunities, new channels, new technology, new customer demands and new people. Equally important is that we don’t get so transfixed with a lot of interesting talk about the different opportunities presented by Millennials, generation Z, generation K and so on that we forget the enormous wealth and ability to create strong legacies that lies within our current crop of leaders. We discussed some innovative ideas about how to harness and share this wealth, which we will share in the coming weeks and months. With so many senior figures showing a great openness and a passion for the continued evolution of the industry at our event yesterday, I can’t help but feel there is no need to fear the changes that are upon us: rather, we’re at a point in time where there are opportunities for the taking as the industry is poised to transform beyond recognition. These opportunities lie within our leaders, our developing talent and the leaders of the future who are just entering the industry now, or have yet to do so. Watch this space for updates and feedback about our event, and keep looking for #futureautopeople on our twitter feed, @ennisandco. **Categories:** News **Tags:** automotive, AutomotiveIndustry, conerence, industry, insights, Leadership, talent, toyota --- ### [On the Move - with Lynda Ennis](https://ennisco.com/2016-06-14-on-the-move-with-lynda-ennis/) **Published:** June 14, 2016 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2016/06/lynda.jpg) ‘Sunday, Bloody Sunday’ Are you counting the days and hours to the weekend to recharge your batteries, reintroduce yourself to the family, or enjoy a spell of ‘chillaxing’? Don’t feel too guilty, you’ve probably earned it. But equally you may be unaware that while you are rightly winding down for that well earned weekend break, many executives in the automotive industry are quietly and surreptitiously gearing up for potentially the most arduous part of their own week. Having burned the candles at both ends for their day job (including all that carry over evening homework) they often have only their Saturdays and Sundays to spend developing their future careers. It’s the only free time they can liberate to look for future advancement or a new challenge, or to respond to that unexpected but confidence-boosting tap on the shoulder from a firm which may want to take them on to fill a senior management role. And that’s where we, as executive search experts at Ennis & Co, come in. We have to fit around that new reality. The world of work has changed massively in recent years. And responding to that means abandoning the traditional 9 to 5 weekdays culture. In the unrelenting 24/7 lives of 21st century citizens it means working flexibly around the needs of senior executive-level candidates contemplating a new chapter in their careers. It means putting the client first – seven days a week, not five. Top executives in the automotive industry – whether being headhunted for an exciting new post or simply seeking ’new challenges and opportunities’ after being ‘let go’– are not as a rule available to discuss their future careers during the traditional Monday to Friday timetable. In the modern ‘always on’ connected world of wi-fi, social media, and never-ending e-mails, there is little time to plan one’s own strategic future. Work-related dinners and functions, extensive business travelling and ‘meetings bloody meetings’ eat up what little time is left. As a result it is often ‘Sunday, bloody Sunday’ or Saturday when the real recruiting work is done. So when clinking wine-bar glasses ring out on Friday night to mark the start of weekend festivities and recreation for millions of employees, the real work for us is only just beginning. Finding, targeting, screening, and selecting suitable candidates for a top motor industry job does sometimes smack of undercover espionage. There is more than a hint of James Bond cloak-and-dagger subterfuge about the whole thing: discreet phone calls, meetings and interviews at secret locations. Early Saturday morning or late on Sunday, after the children have gone to bed, are the times favoured by prospective candidates. To the outside world it may appear a bizarre environment. It’s like a dating agency for directors and senior executives. Sometimes you have to accommodate odd requests – my strangest meeting was on deck-chairs on a pop-up sandy Thames-side beach in the heart of London. Hiding in plain sight, they call it. International posts create an added layer of complexity. It’s not really time-efficient nor cost-effective to go half way around the world for an hour or so’s interview. So new technology in the form of Skype over the internet, can play a useful part. And trust me, you can still read body language on the screen and get a good idea about whether they are really telling it as it is – even continents apart. With the debate over Britain’s place in Europe intensifying by the hour – and the ‘in or out’ EU referendum vote just days away, it strikes me that whichever way it goes on Thursday June 23, there will be some very senior political figures looking for ‘new challenges’ on Friday 24th. Could be another busy weekend. **Categories:** News **Tags:** automotive, AutomotiveIndustry, executive, executivesearch, industry, insights, Leadership, search --- ### [At your service - for £695 a year](https://ennisco.com/2016-06-30-at-your-service-for-gbp-695-a-year/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** British motorists spend an average £695 a year keeping their cars on the road – one of the highest figures in the world for servicing and repairs. And it is set to spark a jobs boom with 40,000 new jobs predicted over the next six years as drivers spend even more on servicing their cherished vehicles. On average, Britons spend £74 – or 12% per head above the global average of £621 per vehicle. And it means UK drivers collectively spend £21.1billion, says a report by the Society of Motor Manufacturers and Traders. [http://www.smmt.co.uk/wp-content/uploads/sites/2/FS\_SMMT\_THE-IMPORTANCE-OF-THE-UK-AFTERMARKET.pdf](http://www.smmt.co.uk/wp-content/uploads/sites/2/FS_SMMT_THE-IMPORTANCE-OF-THE-UK-AFTERMARKET.pdf) **Categories:** News **Tags:** automotive, AutomotiveIndustry, british, industry, insights, Leadership, servicing --- ### [Smart attack: Volkswagon and Ford bid for connected car supremacy](https://ennisco.com/2016-06-30-smart-attack-volkswagon-and-ford-bid-for-connected-car-supremacy/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** Volkswagen and Ford have unveiled new strategies to boost ‘smart’ motoring and connected cars. Giant German car-maker VW said its new ‘TOGETHER – Strategy 2025’ marks ‘the biggest change process in the Volkswagen Group’s history’ and its ‘evolution from car manufacturer into a world-leading provider of sustainable mobility’. It is accelerating hard into the areas of autonomous driving and artificial intelligence adding: ‘The aim is to license a competitive self-¬driving system (SDS) developed in¬-house by the end of the decade’. Its radical response to its ‘diesel-gate’ scandal aims to ‘comprehensively transform’ the core automotive business a by ‘rapidly establishing a new mobility solutions business’ . It will also boost efficiency, innovation and nurture an ‘entrepreneurial mind-set’ in the company. Special emphasis will be placed on ‘e¬-mobility’ with more than 30 purely battery¬-powered electric vehicles (BEVs) to be launched over the next ten years. Between 20 per cent and 25 per cent of its car sales will be electric by 2025, it predicts. Chief executive Matthias Müller said that following ‘the serious set-back as a result of the diesel issue’ Volkswagen will ‘learn from mistakes made, rectify short-comings and establish a corporate culture that is open, value¬ driven and rooted in integrity.’ Investment across group brands will be in the ‘double¬ digit billion range’. [http://www.volkswagenag.com/content/vwcorp/info\_center/en/news/2016/06/2025.html](http://www.volkswagenag.com/content/vwcorp/info_center/en/news/2016/06/2025.html) Ford meanwhile is experimenting with smart mobility technology to reward good drivers with reduced travel costs – using an approach to achieving goals employed by fitness and exercise apps. Ford’s Driver Behaviour Project explores providing drivers with a personal score, based on various driver inputs, and accessed via a prototype driving app. Drivers who achieve a good score could secure cheaper car hire and car‐sharing, and provide insurers with information required to support discounts. Data has been collected from volunteer drivers in more than 40 Ford Fiestas driving over four months and around 100,000 miles and 4,000 hours over a four month period. Ford says it is expanding as ‘both an auto and a mobility company’ and is ‘aggressively pursuing’ its plan through Ford Smart Mobility ‘to be a leader in connectivity, mobility, autonomous vehicles, the customer experience, and data and analytics’ **Categories:** News **Tags:** automotive, AutomotiveIndustry, connectedcar, Ford, industry, insights, Leadership, volkswagen --- ### [Don't waste your talent](https://ennisco.com/2016-06-30-dont-waste-your-talent/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** ## If a company has invested years nurturing and grooming talent within its own ranks, why waste it? More and more organisations have created good talent pools and see the benefits of promoting from within people whose careers they have helped develop – rather than recruiting from outside. However, there is another side to the coin. For that enlightened approach appears to fall down when senior executives reach a point when they can no longer advance and face the prospect of a dead-end or a departure. We are seeing more and more senior executives who feel they aren’t progressing – whether in a lateral move to broaden their experience, or up a level to a more senior position. They risk getting stuck in a rut and becoming resentful. The corporate message appears to be: we’ve valued your contribution so far, but we don’t see you progressing further. In too many firms the fall-out from this delicate situation is not handled well. That’s a shame. Companies must have honest conversations with their senior staff about their future prospects and be prepared to help executives manage their careers. Individuals too must take more control of their own careers. They must plan much earlier where they see themselves going and avoid becoming marooned. They have valuable skills which, if not fully exploited by their existing company, may be welcomed elsewhere in a different role. Talent needs to be handled with care. **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, insights, Leadership --- ### [Spirit of self-drive](https://ennisco.com/2016-06-30-spirit-of-self-drive/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** A visionary self-driving Rolls-Royce with a virtual on-board Spirit of Ecstasy guide called ‘Eleanor’ and a radical go-cart MINI made for sharing were unveiled in Britain and displayed at London’s Roundhouse by BMW as the German car-giant celebrated its centenary with futuristic vehicles pointing towards ‘the next hundred years’ of the two British brands which it owns. **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, Leadership --- ### [Sum of its parts - new jobs boost from £225m investment](https://ennisco.com/2016-06-30-sum-of-its-parts-new-jobs-boost-from-gbp-225m-investment/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** British motor industry parts suppliers are planning £225million of new investment over the next three years in next three years – averaging £674,000 per firm, says a poll of more than 100 firms by SMMT. It will boost the domestic content of vehicles built in the UK and create many more thousands of new jobs, say motor chiefs. Some 78,000 people are currently employed by UK automotive suppliers alone. And seven out of 10 (68 per cent) supply companies say they plan to expand their workforce to create more UK jobs Launched ahead of the Brexit vote, the SMMT report said the investment expansion depended on ‘continued political and economic stability and the long term growth of the UK automotive sector’ And could be put it at risk by ‘uncertainty’ if the UK left the EU. The research coincided with the opening of the first ever ‘Automechanika’ trade show at Birmingham’s National Exhibition Centre. **Categories:** News **Tags:** automotive, AutomotiveIndustry, brexit, industry, insights, Leadership, smmt --- ### [Do you deserve a dressing down?](https://ennisco.com/2016-06-30-do-you-deserve-a-dressing-down/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** Investment banker JP Morgan Chase has told its employees that they no longer have to wear a formal business suit and tie. It has sent a memo to staff urging them to stay in step with the more relaxed sartorial tastes of their contemporary wealthy clients and technology entrepreneurs. Breaking with decades of tradition, they can instead trade-in their pin-stripes for ‘business casual’ pullovers, polo-shirts and chinos. But they generally draw the line at ‘weekend casual’ wear of jeans and flip-flops. And for women, no halter tops. ‘Business casual is not weekend casual and if you are seeing a client you should dress for them, ‘ says the bank. It raises the question of how far and how fast the automotive industry – arguably one of the last bastions of the suit and tie culture – should follow JP Morgan and other financial institutions down this collar-loosening road. Much of the motor industry is still quite formal in matters of attire and is quite conservative in the fashion stakes. Why do firms insist on wearing a jacket and tie? Is it for conformity? Many people can be just as productive – if not more so – when dressed in a more relaxed manner. So perhaps it’s time for the motor industry to loosen up too. Most importantly, it’s not enough just to pay lip-service to the occasional ‘dress down Friday’ or to ditch the ties. To be really effective in making a difference, firms have to change their whole culture – not just their staff’s wardrobes. **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, insights, Leadership --- ### [Women execs drive motor industry gear-change – but more females needed](https://ennisco.com/2016-06-30-women-execs-drive-motor-industry-gear-change-but-more-females-needed/) **Published:** June 30, 2016 **Author:** Comms Team **Content:** Two years ago Ennis & Co organised a ‘Women in Automotive’ conference in London which set the tone for a diversity debate which continues with vigour today. Supported by Aston Martin, around 90 senior female executives from the industry shared ideas about how to attract more women at all levels into the automotive sector. That event led to the creation of a number of working groups and directly our automotive talent conference in April hosted by Toyota. It is good to see that the ripples from our agenda-setting work are now spreading even wider. Citroen’s global boss Linda Jackson has, for example, been named the most powerful British woman in the motor industry. The Paris-based chief executive of the giant French car-maker was the highest ranked female executive in Auto Express’s ‘Brit List 2016’ league table of most influential movers and shakers The Coventry-born executive who started her career with Rover, took 2nd place in the top-50 list of men and women combined. Jaguar Land Rover global communications director Fiona Pargeter was ranked 25th, Land Rover Evoque programme director Danella Bagnall was in 42nd place, and Williams F1 deputy team principal Claire Williams in 45th place. Overall top spot went to Bedfordshire-born Briton Mike Manley as chief executive of iconic American off-roader firm Jeep. Now Autocar, in conjunction with the Society of Motor Manufacturers and Traders (SMMT), will publish its own list of the top 100 women in the UK automotive industry at the inaugural ‘Great British Women in the Car Industry’ event on 8 July 2016 at the SMMT’s London headquarters. It will feature a keynote speech by Ford of Europe’s vice president and chief operating officer Barb Samardzich. The event aims to encourage more women into the automotive industry and to help them progress once in it. Autocar editorial director, Jim Holder, said: ‘Only 9% of the UK’s engineering workforce is female, the lowest percentage in Europe, and less than 16% of engineering and technology undergraduates are women.’ Elsewhere the ‘30% Club’ aims to have a minimum of 30% women on FTSE-350 boards by 2020 (currently at 22.2%), and to reach a minimum of 30% women on Executive Committees (currently at circa 15%) by the same date. Within the motor industry, the club’s Automotive working group aims to fill at least 30% of key leadership positions in our organisations with women, from junior management to board level. There’s a lot of goodwill. But action must follow fine words to increase diversity in the workplace – not just in the boardroom. That means bringing more people from outside the automotive industry into key roles, boosting opportunity through education at school and college and recruitment policy, and creating ambassadorial ‘champions’ to highlight the need for more women in the workplace. **[Ennis and Co Women in Automotive Event Overview](https://www.slideshare.net/simonwithers/ennis-and-co-women-in-automotive-event-overview "Ennis and Co Women in Automotive Event Overview")** from **[Ennis & Co](https://www.slideshare.net/simonwithers)** https://www.linkedin.com/pulse/why-arent-more-women-automotive-industry-lynda-ennis https://ennisco.com/news/2016-04-15-preparing-your-people-for-the-future-five-things-you-really-need-to-think-about http://www.autocar.co.uk/car-news/motor-shows/british-car-industrys-100-most-influential-women-be-recognised http://30percentclub.org/ **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, DiversityandInclusion, inclusion, industry, insights, Leadership, women, womeninautomotive --- ### [‘BREXIT’ Special Report](https://ennisco.com/2016-07-06-brexit-special-report/) **Published:** July 6, 2016 **Author:** Comms Team **Content:** ## Full speed ahead or a car crash? The post-Brexit future of the UK in Europe The seismic implications of the UK’s cliff-hanger referendum vote to leave the European Union – triggering the resignation of Prime Minister David Cameron and bitter party leadership battles – are still working their way through. And will do so for a long time yet to come. The shock-waves are being felt across Europe and beyond. Bank of England Governor Mark Carney said the nation was suffering an economic version of ‘post-traumatic stress disorder’ after the vote. The fall-out from 33million UK voters polling 52% to 48% in favour of ‘Brexit’ in a 72% turn-out dominated proceedings at the Society of Motor Manufacturers and Traders’ (SMMT) International Automotive Summit attended by more than 350 top UK and European automotive executives and policy makers and Business Secretary Sajid Javid on Wednesday June 29. ## EU ‘will not bite its nose to spite its face’ by taking revenge on Britain over Brexit, say car bosses Britain’s biggest car maker Jaguar Land Rover insisted no jobs would be shed in the wake of the Brexit vote to leave the European Union as motor industry chiefs insisted it would be ‘business as usual’. Jaguar Land Rover’s group strategy director Adrian Hallmark said he did not believe the EU would impose punitive tariffs against the UK premium car-maker – a rival to Germany’s BMW, Audi and Mercedes-Benz – noting: ’It would be cutting off European noses to spite their faces.’ Toyota’s European chief too said jobs and production were safe in the ‘short to medium term’ as it vowed ‘continue to support our business in the UK. The views were voiced at the Society of Motor Manufacturers and Traders’ (SMMT) International Automotive Summit in London. Europe has more to lose than Britain if it jacks up the cost of exporting UK cars to the Continent by adding heavy taxes, he said – because any retaliatory action by the UK would have a far bigger impact on their exports to Britain. It was in their own self-interest to keep open trade flowing, he said adding it was time for ‘cool heads’ and ‘common sense’ to prevail. Jaguar Land Rover and Toyota both insisted there would be no impact on jobs or production in the short to medium term. But the longer term prognosis will depend on whatever trade deal is thrashed out between the UK Government –under a new Prime Minister – and the European Union. Jaguar Land Rover’s Mr Hallmark insisted: ’The short term challenge that Brexit presents does not change our overall strategy. ‘We will face up to the challenge. ‘I can’t imagine there would be any overly punitive measures. It would be cutting off European noses to spite their faces’. Asked directly how many of JLR’s 40,000 jobs could be hit because of Brexit, Mr Hallmark said bluntly: ‘From today’s perspective – none. There is no Brexit-led need to change our strategy.’ President and chief executive of Toyota Motor Europe, Dr Johan van Zyl, also insisted that his company did not foresee job cuts in the short to medium term – which he defined as around ‘six years’ – or the life-cycle of a new car model. He stressed: ’We will continue to support our business in the UK. We have been here since 1997’. In the UK Toyota employs 2,600 people building up to 190,000 Avensis and Auris cars a year, including hybrids, at its Burnaston car factory in Derbyshire, with more employed at their engine factory on Deeside. Mike Hawes, chief executive of the Society of motor Manufacturers and Traders (SMMT) said: ’It’s business as usual for the foreseeable future. ‘The priority for business is access to a single market.’ He believed the UK could still sell a record 2.7million cars this year – beating last year’s record of 2.63million – but continued consumer confidence was key. http://www.dailymail.co.uk/money/cars/article-3665806/Europe-lose-hitting-car-trade-Britain-Brexit.html ## Business secretary Javid vows to fight tariffs to save jobs Business Secretary Sajid Javid told the SMMT conference he would press hard for the UK to secure a deal that meant ‘tariff-free’ access to the European market – so that UK car exports would not be penalised. But there could be no ‘backtracking’ on a Brexit from the European Union because UK voters have ‘issued their orders’ to the Government which must follow them, he said. ‘The UK will be leaving the European Union. I have to make sure it does so in a way that will work for British business.’ But he stressed: ’Top of my list will be tariff free access to markets so important to the UK automotive industry. ‘We cannot afford to turn our backs on the world.’ The British vote to leave the EU ‘was not a vote to put up a closed sign’ adding: ’Britain remains open for business.’ http://www.smmt.co.uk/news-events/events/summit/ ## We need tariff-free access to Europe to preserve jobs’, say carmakers Ahead of the referendum vote, the Society of Motor Manufacturers and Traders (SMMT) said that remaining in Europe was ‘critical to future of UK automotive industry’ and warned of ‘widespread concern that a ‘Brexit’ could jeopardise current jobs and investment success’. A poll of SMMT member companies showed that 77% favoured remaining in the EU, with 9% preferring to leave. Within hours of the exit vote, Mike Hawes, SMMT chief executive, said: ‘The British public has chosen a new future out of Europe. Government must now maintain economic stability and secure a deal with the EU which safeguards UK automotive interests. ‘This includes securing tariff-free access to European and other global markets, ensuring we can recruit talent from the EU and the rest of the world and making the UK the most competitive place in Europe for automotive investment.’ > [Remaining in Europe critical to future of UK automotive industry, warns SMMT](https://www.smmt.co.uk/2016/06/remaining-in-europe-critical-to-future-of-uk-automotive-industry-warns-smmt/) > [SMMT statement in reaction to EU referendum result](https://www.smmt.co.uk/2016/06/smmt-statement-in-reaction-to-eu-referendum-result/) ## £72billion boost to UK motor industry The UK automotive industry achieved a record £71.6 billion turnover last year – up 7.3% on 2014. Jobs in the sector increased by 17,000, with 814,000 people now employed in the wider UK automotive industry. Those employed directly in manufacturing grew from 161,000 to 169,000, with the average manufacturing worker generating more than £110,000 in value-added to the British economy. Vehicle production is up 5.2% to 1.7 million units and average new car CO2 emissions down by a third since 2000, falling 2.6% in 2015. SMMT chief executive Mike Hawes urged the UK government to keep Britain ‘open for business’ noting: ‘This success has been due to unrestricted access to the single market, input to EU legislation to safeguard the interests of UK Automotive, and the ability to recruit talent from abroad.’ Continued growth depended on ‘certainty and continued open and reciprocal access’ to 100-plus markets. ‘Any risks and uncertainty to these fundamental benefits need to be addressed head on by UK government.’ > [UK Automotive reports record £71.6 billion turnover and urges government to keep Britain open for business](https://www.smmt.co.uk/2016/06/uk-automotive-reports-record-71-6-billion-turnover-and-urges-government-to-keep-britain-open-for-business/) http://www.smmt.co.uk/industry-topics/2016-sustainability-report-the-17th-edition/ ## UK motor manufacturing continues to rise – for now UK car manufacturing output rose by a quarter (26.4%) to 150,802 cars in May, according to latest figures published by the Society of Motor Manufacturers and Traders. But will it beat last year’s record of 2.63million vehicles? > [UK car production up a quarter in May but business certainty vital for future](https://www.smmt.co.uk/2016/06/uk-car-production-up-a-quarter-in-may-but-business-certainty-vital-for-future/) Commercial vehicle production in May rose 13.8% to 7,748 units with the home market up 23.5% driving the growth. > [UK CV production enjoys double-digit boost in May](https://www.smmt.co.uk/2016/06/uk-cv-production-enjoys-double-digit-boost-in-may/) UK engine production rose 14.6% in May to 218,674 units as major factory investments came on-stream. Domestic demand grew 41.4% to 98,076 units to , off-setting a small -0.7% fall in production for export. Overseas markets took the lion’s share of output, with 631,782 engines exported in the year to date. > [Strong growth for UK engine production in May](https://www.smmt.co.uk/2016/06/strong-growth-for-uk-engine-production-in-may/) **Categories:** News **Tags:** automotive, AutomotiveIndustry, brexit, industry, insights, Leadership --- ### [Never waste a good crisis](https://ennisco.com/2016-07-22-never-waste-a-good-crisis/) **Published:** July 22, 2016 **Author:** Comms Team **Content:** So after a period of unprecedented turmoil the new boss arrives in a blaze of glory to restore order. But with that comes the almost inevitable shake-out of the upper echelons of the old management as a shiny new team is formed. High flying careers that looked set to shoot to the stars are suddenly shot out of the sky and plummet back down to Earth in flames. Those once contemplating promotion are instead reconsidering their futures. We’ve seen a lot of it recently – in Westminster – as the fall-out and Machiavellian shenanigans from the post-Brexit vote has left more bodies littering Britain’s political stage than the final scene of Shakespeare’s Hamlet. Recent events have certainly reinforced the maxim that a week can be a long time in politics. Even an hour and a minute has seemed long-term at times. And events surrounding the arrival of new Prime Minister Theresa May have spelled significant and sudden career changes for the likes of her predecessor David Cameron, former Chancellor George Osborne, Justice Secretary Michael Gove and any number of ministers and their senior advisers who are now ‘seeking new challenges’. Politics is a brutal business. But their predicament mirrors that of many high-flying senior executives in the automotive industry and beyond who, on a twist of fate or a toss of the corporate coin, can suddenly find themselves having to take a new path. It can be frightening and disconcerting. You, like the axed politicians, will go through the whole gamut of emotions. Why me? Why now? You may feel a degree of panic. Grief. Sadness. Upset. And anger. You are in uncharted territory. And you’ll certainly get to know who your friends are. Who will continue to take your calls? Who will drop you like a stone, treat you like a bad smell, or be unavoidably busy whenever you appear? One minute they are all over you like the proverbial rash wanting your business. But out of post, your usefulness, it appears, has waned. Mrs May also hit the nail on the head in her first speech as PM, pointing out that even those who have a job – out in the real world and well beyond the confines of Westminster – feel uncertain how long it will last in the current climate. Those who have risen steadily through the ranks to senior posts may find it hardest of all to get going again. Years may have gone by without them ever having to really compete for the next rung up the greasy poll. There may even be a degree of latent arrogance. ‘Don’t they know who I am?’ Well they did. But not any more. As David Cameron himself quipped in his final speech as PM in the House of Commons: ‘I was the future once.’ But you have to channel your energy to get yourself back on track. Clearly, you need time to digest what has happened to you. Easier said than done and it varies from person to person – from a week to a month or a year. But it is vital. Take stock of what you want to do. It will mean a lot of sober soul searching. Take advantage of any support that is going from your previous employer. Make it work for you. Preparing your CV is a task in itself but crucial. Be honest. Your disappointment will show on your face at interview, so don’t try to dress it up or cover it up. And above all, do not give up. You will have to draw on reserves of strength you perhaps did not know you had – or never thought you’d have to exploit. Surround yourself with your true friends and people you can rely on. If you have a bad day, stay close to people who know you and can keep you chipper. These are tough but good lessons for life. And here’s another that may stand you in good stead. When it comes to really cracking on with change, take a leaf from wily politicians and never waste a good crisis. **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, insights, Leadership --- ### [Read our IMI article here](https://ennisco.com/2015-03-05-read-our-imi-article-here/) **Published:** September 1, 2016 **Author:** Comms Team **Content:** \[Read here\](https://ennisco.com/perch/resources/pages-from-imimagazine03febspreads.pdf-adobe-acrobat.pdf “”) Further to our Women in Automotive event, here’s our IMI article on the subject. [Read here]() Further to our Women in Automotive event, here’s our IMI article on the subject. **Categories:** News **Tags:** automotive, AutomotiveIndustry, industry, Leadership --- ### [Now is the time for exceptional talent - APPLY HERE](https://ennisco.com/2016-09-01-now-is-the-time-for-exceptional-talent-apply-here/) **Published:** September 1, 2016 **Author:** Comms Team **Content:** Take a moment to look up at the sky. Is it still there? Whatever your views on Brexit – and it will remain a vexed and divisive subject for a long time to come – the heavens did not fall in after the momentous vote by Britons to leave the European Union. The world did not stop. The sun still continues to rise and set each day. Of course, the pound took a real battering on international exchange rates, though that makes our exports cheaper. And many people and institutions were initially stunned into momentary inertia, like rabbits caught in headlights. But the much touted sudden meltdown of the UK economy did not happen. Markets quickly rallied. Latest figures from the Society of Motor Manufacturers and Traders (SMMT) show that UK car output actually went up to a 16 year high, exceeding a million vehicles for the first seven months of the year for the first time in a dozen years, rising 12.3 per cent for the period and 7.6 per cent for July alone. But let’s be in no doubt, our world changed forever and in post-Brexit Britain we have to accept and live with that, and manage it to the best of our abilities. That is as true in recruitment and executive search as with the companies and individuals in the automotive sector who use our services. So how is it looking three months in? Firms are still hiring. Business is still brisk. Did the world come to an end? No. Have things slowed down? No. But did something change fundamentally? Yes, absolutely. And the biggest challenge is leadership. Just as in the aftermath of the recession a decade go, firms needed a new type of leader to get them through it. The skills needed to navigate the challenges ahead are different. One might even draw contrasting parallels with Winston Churchill’s heroic wartime leadership of the nation and, following his initial landslide defeat in the 1945 election, his patchier post-war peacetime tenure in Downing Street. The skills needed are not the same. Car companies, particularly in Britain and Europe, will be fighting it out for market share. Their leaders will have to stay light on their feet and nimble to manage the changes ahead in uncertain times, and still make money. Being good enough is no longer good enough. They have to be much better. We’re talking here of skills, not job titles. Such exceptional leaders are rare and in high demand, but supply is limited. So we are seeing a lot more employers looking hard at the talent landscape. But they can struggle to gain access to those exceptional candidates when they need to. How can they capture their attention? They need to start – or to have started – early. That’s why it is vitally important to keep in touch with talented individuals as they rise through the ranks and always look two years ahead. Call it ‘talent planning’. It’s a vital line of communication that should always be kept open, even if only for an informal chat from time to time. But when, and if, you make that all-important phone-call to tempt them onto pastures new, you can be pretty confident they’ll at least pick-up and give you a fair hearing. Good candidates are always just below the radar. The are not actively seeking a new role. They are engrossed in the one they have. However, they may become passive job-seekers if the right opportunity is put before them. There’s another knock-on effect from those who might, before the Brexit vote, have been tempted to throw their hat into the ring for a new challenge. Now they are playing it more cautiously and are perhaps reluctant to move on to a new challenge while there’s still an air of uncertainty. Better the devil you know? The SMMT insists it’s ‘business as usual for the foreseeable future’’ and manufacturers with bases in the UK have broadly echoed that line for the short and medium term. But what of investment decisions and job prospects in the longer term, a subject on which they have been reluctant to be drawn? As the British economist John Maynard Keynes once wryly observed of the perils and uncertainties of trying to predict and plan too far ahead: ‘In the long run we’re all dead’. **Categories:** News **Tags:** automotive, AutomotiveIndustry, exceptional, industry, insights, Leadership, smmt --- ### [Is glass really shattering – or is hell just freezing over?](https://ennisco.com/2016-10-10-is-glass-really-shattering-or-is-hell-just-freezing-over/) **Published:** October 10, 2016 **Author:** Comms Team **Content:** ‘Hell would freeze over before I would work for a woman,’ a senior motor industry executive told me recently. At a time when corporations are shouting from the roof-tops about the need for more women and diversity on boards, in senior executive positions, and in the workforce generally, it was a brutally honest if very un-PC confession. But it was clearly a heart-felt, genuinely held, and refreshingly honest view. Though if made publicly rather than privately, it would spark outrage. However, it’s one that should be noted if any real change is to happen. Read any newspaper, industry journal or even fashion magazine in print or online these days and you will hear lots about the need for ‘glass ceilings’ to be shattered and ‘glass walls’ that are holding back women and minorities to be broken down. The talk is being talked everywhere. But is there too much of it? Is the message being drowned out – and any real action being stifled – by too much chatter? It strikes me that ‘diversity’ is turning into an industry of its own with all the hall-marks of those self-publicising self-help gurus who promise to change your life. But how much of it is smoke and mirrors? Everyone seems to be at it. Over here we have actress Kate Blanchett promoting the ‘Si Women’s Circle’ – supported by Giorgio Armani’s ‘Si Le Parfum’ fragrance, which focuses on high profile women who have said ‘yes’ – or ‘si’ in Italian – to their aspirations and can ‘share’ their stories with women around the world. Over there lawyer Miriam Gonzales, wife of former Liberal Deputy Prime Minister Nick Clegg, is involved in initiatives to empower and inspire women. Grazia magazine recently ran a feature saying it’s no longer just about women breaking through the glass ceiling to the top jobs, now they must also break down the ‘glass walls’ that prevent women’s voices being properly heard in the workplace. It’s all worthy stuff and no doubt genuinely aims to make a difference. But are so many people jumping onto the diversity bandwagon that the real message is being lost? Could it even become counter-productive with firms feeling that by signing up to one of these ever-growing female empowerment programmes they’ve duly ticked their diversity box, so can get back to feeling good about the day job of ‘business as usual’? At the start of the summer one of the most powerful and influential women in the global motor industry, Ford of Europe’s chief operating officer Barb Samardzich, gave an inspirational speech at the launch in London of the ‘Great British Women’ in the car industry’s top 100 ‘power-list’, compiled by motoring magazine Autocar in conjunction with the UK’s Society of Motor Manufacturers’ and Traders (SMMT). She spoke movingly to 100 of the UK’s most senior female automotive executives about her own rise up the corporate ladder, how confidence, love of her job and risk-taking had been essential to that rise, and how more must be done to ensure women have a bigger say in the higher echelons of the workplace. The economic argument for more women in senior posts is compelling, she concluded, noting how the Harvard Business Review says companies with the best record for promoting women into senior positions are 69 per cent more profitable. Firms with senior female representation deliver 55 per cent higher earnings – and the global economy would be boosted by 26 per cent if women played an equal role to men in the work-force, according to McKinsey. She concluded: ’Looked at through the cold, hard lens of economics, there is no debate to be had about the benefits of women working in our sector. ‘But as all of us aware, the diversity we aspire to and the equality we deserve, is not always apparent. ‘In business we remain a minority and in the engineering discipline that minority position is even starker.’ She called for more role-models. Within a fortnight, however, it became clear that this was her valedictory address as Ford announced she would be retiring, aged 57, from October 1 this year after a stellar 27 year career with the company. Towards summer’s end a Female FTSE 100 report showed that although the percentage of women on FTSE 100 boards has this year increased to 26 per cent – and on FTSE 250 boards to 20.4 per cent – the rate of progress has actually slowed. The percentage of new appointments going to women over the past six months is just 24.7per cent – the lowest since September 2011 and well short of the 33per cent target set by the Women in Business review by former trade minister Lord Davies. Only 19.4 per cent of FTSE 100 executive committee members are women, with females holding only 10 per cent of operational roles on these committees. The work by academics at the Cranfield School of Management City University and Queen Mary University, London, also highlighted those doing well, and not so well. But naming and shaming firms who fail to hit a quota is not the way forward. There must be a pipeline of talent nurtured at the beginning of a career, so that when today’s stars, like Barb, leave the stage there is a steady and plentiful supply of talent flowing through to follow them. Industry must not get fixated on targets and quotas, but concentrate on encouraging and developing that talent early. It is not enough simply to talk the talk, sign up to self-help gurus and tick the box on diversity, firms must follow through with real action. Boards must also ask themselves: is there an inherent if unspoken bias in our business? Beyond the mantra of pious and platitudinous PC utterings, are attitudes to diversity really all they might be? If there’s a slowdown in female representation, there has to be a reason. And it probably lies within. There are women out there who fit the bill. They increasingly reach short-lists. But they must be recognised for their skills, not to make up numbers. Promote them. Or wrap up warm for a hellishly icy freeze. **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion, senior --- ### [2017 - THE YEAR OF THE 'REVERSE FERRET'?](https://ennisco.com/2016-12-30-2017-the-year-of-the-reverse-ferret/) **Published:** December 20, 2016 **Author:** Comms Team **Content:** When it comes to mastering a strategy to deal with the unexpected, you could do far worse than to learn in 2017 how to perform a ‘reverse ferret.’ That’s the mildly comical term used in the national media – renowned for its darkly cynical gallows humour – to describe how to swiftly alter course when circumstances dictate an immediate change of direction is required. It also exemplifies an agile fleetness of foot from which business could learn some valuable lessons when navigating the challenges of the year ahead. For 2017 is shaping up to be a year when the ability to deal with the unexpected is set to become a vital core competence. The automotive industry plans long ahead with the development cycle of a car around five years and narrowing. The challenges for manufacturers and suppliers now extend into how vehicles are owned and used, including future mobility solutions for cars that are connected and increasingly autonomous. These advances in technology disrupt existing proven and tested development processes. So it requires the sharpest minds to bring in new ideas and learning from other sectors outside the world of automotive, speeding the time to market. The ‘winner takes all’ nature of modern business means those who don’t keep up will be forced to step aside and make way for unexpected disruptive challengers who are already moving into the arena. Who would have thought a few years ago that Google would move into cars, with Apple and even Dyson being touted as potential new entrants to the market? It’s worth looking across at the national news media who live in the eye of the technology storm, albeit with much tighter deadlines – with the life-cycle of a daily newspaper just 24 hours and the online versions operating essentially in real-time. News, like life, never stands still and can be wholly unpredictable and unexpected. Indeed that might almost define it. Fleet Street’s tongue-in-cheek ‘reverse ferret’ describes how to react when a ‘breaking news’ tale that looks to be heading predictably down one route, suddenly and unexpectedly does a 180-degree hand-brake u-turn. The ‘reverse ferret is so-named after the furry animal which, heading down a pipe or trouser leg, suddenly has to turn-tail and head in the opposite direction. That’s when the alleged murderer everyone thought was a dead cert to be found guilty is unexpectedly acquitted. The political party everyone thought would win the election loses. The high-flyer everyone had tipped for super-stardom is suddenly found to have feet of clay. How to cope with these tales of the unexpected? As we enter a shiny New Year full of excitement, promise, potential and, let’s face it squarely, a large dollop of uncertainty, the ability to ‘reverse ferret’ is not a bad skill to carry across into wider industry. For between wiping away the last crumbs of Christmas pudding, mince pies and turkey and linking up for a rousing chorus of ‘Auld Lang Syne’, many will be considering their New Year resolutions – the promises we make and hope to keep for the 12 months ahead. But perhaps, instead of resolutions, we should instead be thinking more about our New Year resolve – that bit of inner grit we all need to keep heading in the right direction for the next 12 months and beyond, and also to deal with those tales of the unexpected with their stings and twists in the tail. People talk a lot about ‘managing change’. But this irritates me. Managing change is now the new norm – it’s simply business as usual. The world is in a constant state of flux. Get used to it. And let’s be honest. Is life really any more uncertain than it has ever been? The world has not stopped turning. What we should be resolving to do – in business and in our personal lives – is preparing ourselves better to deal with the unexpected. As an employer looking at my team, I should be asking myself: have I got the right mix of abilities and skill sets I need to cope with and manage any unexpected challenges ahead? Do they think on their feet? Are they nimble? If there is a sudden and unexpected issue that needs resolving now, who in my team could I confidently call upon to sort it out? Have I got the right tools and management programmes in place? How do I want my organisation to be portrayed? Am I already identifying, developing and retaining talent from within my own organisation? Or should I be seeking to recruit talent from outside to fill any obvious gaps? Have I identified those mercurial, flexible and fleet-of-foot ‘can-do’ individuals who have the necessary mind-set, emotional intuition and elusive X-Factor which can be nurtured? We’re talking here about the people agenda. People with the necessary resolve to make things happen. We are not talking about the stoppers and blockers who will find a reason NOT to do something. Everyone is looking at costs so we have to work smarter as well as harder, and more flexibly on a tighter budget. That could mean recruitment packages that allow people to work three days in the office, not five. Or allowing the chief executive to take up other non-executive positions elsewhere to expand their knowledge and skills. Proper succession planning should have started already. Employees too should be setting their own agendas and planning their careers three to five years ahead. They should increasingly become the masters of their own destinies and keep out of ruts – or risk having their futures being decided for them, for better or worse. The people agenda is not just something to think about at New Year. It should be your continuous mantra throughout the year. Start training those ferrets. **Categories:** News **Tags:** 2017, automotive, industry, reverseferret, Strategy --- ### [How would Bowie deal with our Ch- Ch- Ch- Ch- Changes?](https://ennisco.com/2017-05-26-how-would-bowie-deal-with-our-ch-ch-ch-ch-changes/) **Published:** May 26, 2017 **Author:** Comms Team **Content:** As the legendary pop singer David Bowie once sang, this is an age of Changes. And reinvention certainly is the name of the game in today’s rapidly changing world. It’s a skill that is becoming more of a necessity than just a useful addition to one’s portfolio of talents if we’re to cope. So whether you are a committed Bowie fan or simply observed the arc of his phenomenal 50-plus year career in the fickle world of popular music, you have to admire his agility in repeatedly recreating himself anew to fit in with the next prevailing fashion, or even to set it. From the outrageously androgynous Ziggy Stardust to the Thin White Duke and the stripped-back and spare minimalism of the Berlin Years, right up to the artful choreography of his final days last year, he nimbly changed his tack to navigate the ever-changing musical landscape. I know from my own experience – setting up Ennis & Co six years ago after a career in recruitment working ultimately for others rather than taking the responsibility on my own shoulders – that sometimes you just have to take a deep breath and dive in. You have to make your own weather, no matter how wild is the wind. Events of the last couple of years are proof enough that change is the new norm in the modern world so we’d better get used to it and perhaps learn a few lessons from Bowie. At Ennis & Co we have an advisory group of plugged-in experts in their respective areas which keep us ahead of the curve with the latest employment trends and changes. At our last meeting one of the key areas we considered was how innovation and change is disrupting ‘business as usual’ and specifically how this is affecting recruitment in the automotive industry. Nothing is standing still. Some of the talent pools in Original Equipment Manufacturers (OEMs) and retailers are running dry as people move more rapidly through – and often out of – organisations to take advantage of new opportunities. In some organisations, these talent pools are rapidly draining and they cannot fill the resulting spaces quickly enough, nor develop sufficient replacements quickly enough from within. In the automotive sector particularly, retailers and supply chain companies have become the new talent pools for OEMs. The scale and sophistication of large retailers are now producing quality business leaders, invaluable to help manufacturers’ growth, whilst suppliers now nurture the engineering talent previously found within bigger OEMs. Much of this shift is driven by the increasing complexity of modern vehicles which are essentially being run by car-makers as outsourced programmes rather than being developed in-house. The result is a buoyant market for ‘interim managers’ and ‘project consultants’ to bridge the gap. But that’s simply not sustainable, although it’s happening across all key areas.Human Resources or HR – once known as ‘the personnel department’ – has grown massively in scope in recent years.With responsibilities spanning commercial performance, people engagement, company policy, health and safety, and legal, the post is now more akin to a chief operating officer.Companies want to recruit HR leaders who have a clear commercial approach and can bring practical experience such as a track record of providing continuous development of middle management by embedding coaching into a business. It’s no longer enough to follow the progression from ‘Head of HR’ to ‘HR Director’ and expect to get the next job.Marketing was once a relatively narrowly defined and specialist field within the corporate world. Today companies want ‘generalists’ as marketing leaders, backed up with leading specialists who understand how to get the best out of everyone. They need a suite of skills necessary to deliver real customer-focussed digital marketing. And they’re prepared to pay a handsome premium for general managers who fit the bill.IT’ or ‘Information Technology’, as it was originally dubbed back in the days of the BBC Acorn computer, has long escaped from the ghetto of perceived geekery.Now organisations are actively looking for technology specialists with real social skills who can work with people, run a big budget, and understand what the customer wants, including mapping and supporting the development of the customer journey. It may sound obvious. But the days of tolerating the genius but socially incapable geek in the IT Department really are over. Skills-wise, there’s also a desperate need for computer coders to write and manage data that plays an increasingly important part in the modern car. An electric car alone generates 25GB of data every day. Car retail is undergoing a revolution with new business models and an increasing number of online purchase solutions from manufacturers, franchised dealers and others. And then there are self-driving cars. The changes are being noticed. Steve Nash, chief executive of the Institute of the Motor Industry, the IMI, commented recently on the challenges for automotive businesses seeking to attract and retain talented staff. He said: ‘The situation is compounded by the changing wants, needs and expectations of a new generation of prospective employees. ‘It’s not surprising that many employers are looking beyond traditional models to find solutions to attract and retain the talented people their businesses need.’ Like Steve, I am not at all surprised by the list of demands made by the ‘millennials’ deciding where to work: ‘Actual examples include higher fixed salaries for new sales staff, considerably increased holiday allowances, flexible working, guaranteed 12 months maternity leave, critical illness cover for all staff, and many more approaches that would not have been seen in the automotive retail sector in recent years,’ he said. Unlikely to stick to one career through their working lives, millennials put a high premium on training, qualifications and development. To many existing staff wedded to old models of work, this may well feel like Life on Mars or ’nice work if you can get it.’ But change is here to stay. So whether in career terms you’re an absolute beginner or about to enjoy your golden years – and career wise I’m certainly enjoying mine right now – with the right approach we really CAN still be heroes. So let’s dance. **Categories:** News **Tags:** change, davidbowie, experts, innovation, talent, transformation --- ### [ENNIS & CO SUPPORTS AUTOCAR GREAT BRITISH WOMEN IN THE CAR INDUSTRY 2017](https://ennisco.com/2017-06-07-ennis-co-supports-autocar-great-british-women-in-the-car-industry-2017/) **Published:** June 7, 2017 **Author:** Comms Team **Content:** Is it patronising or progressive to have an awards programme for women in the car industry? The answer will depend on your own perspective but at Ennis & Co we’re very clear that because the Autocar Great British Women in the Car Industry programme celebrates success and achievement, then it makes absolute sense and that’s why we’re providing practical support in 2017. Our business is all about the development of people, finding and placing the best candidates to drive performance for our clients’ businesses. This means that we’re only concerned with people’s skills, experience and attitude and entirely independent from their gender, race or any other classification. When Autocar approached us to get involved with the programme we were delighted to bring our experience to support the goal this year of identifying and promoting the sector’s most promising rising stars and highlighting the opportunities for careers within it. There is evidence aplenty about the benefits a gender balanced organisation brings to a business and that’s why we’re supporting Autocar and the other partners to drive awareness of the talent pool available in our industry. Our involvement with this year’s event provides two things; Reviewing and supporting the shortlisting of submissions to provide the judges with the most relevant candidates. This is what we do for clients every day and brings our experience to the programme enabling the awards to focus on the brightest talent. Chairing the panel debate on career progression and making the most of opportunities. We work with organisations at both national and global level providing guidance and insight for leadership teams and individuals to maximise their opportunities and potential. We are proud to bring this to the event for the benefit of the attendees and participants. Lynda Ennis, founder of Ennis & Co said ‘There must be a pipeline of talent nurtured at the beginning of a career, so that when today’s leaders leave the stage there is a steady and plentiful supply of talent flowing through to follow them. Industry must not get fixated on targets and quotas, but concentrate on encouraging and developing that talent early. It is not enough simply to talk the talk, sign up to self-help gurus and tick the box on diversity, firms must follow through with real action and that’s why’re supporting the Autocar Great British Women in the Car Industry in 2017’ Ennis & Co is proud to support the Autocar Great British Women in the Car Industry programme. The awards will be presented on 21 June 2017. For more details visit the Autocar website dedicated to the event. **Categories:** News **Tags:** autocar, automotive, Awards, diversity, DiversityandInclusion, gbw, greatbritishwomen, inclusion, industry --- ### [Making Diversity & Inclusion a Business Reality](https://ennisco.com/2017-09-26-making-diversity-a-business-reality/) **Published:** September 26, 2017 **Author:** Comms Team **Content:** The automotive industry, like any other sector, attempts to meet the diverse expectations of customers and other stakeholders but with mixed results. Some organisations focus on gender diversity with positive discrimination and targets, whilst others have implemented programmes to balance physical and mental health diversity in the workforce. Whatever diversity means to you (and more importantly your customers), it is and will remain a challenging and difficult topic. Take a look inside your local automotive factory, supplier or retailer – do you see diversity in action? Does the workforce reflect the customer base or the local community it serves? Ennis & Co would like to inspire HR leaders in the automotive sector to take action on diversity by providing them with examples and practical tools to reduce the friction which often holds back progress. We believe that the automotive industry can move forward by looking beyond the sector to learn and embrace success from other organisations in the UK. We have all seen successful knowledge transfer in IT, engineering and technology from across sectors, opening the way to provide diversity in the development of people. Change is difficult and only happens when like-minded people are motivated and inspired to make things happen and sustain their effort to achieve measurable outcomes. Together we can make change happen in 2017. ### Working together to make a difference We have partnered with Auto Trader and employee engagement specialists Engage to canvass views of senior leaders around the topic of diversity and inclusion. The results will provide insight into where action on diversity has succeeded and where further work is needed – along with practical insight. Ennis & Co will bring together a group of HR leaders in October 2017 to share the results of the survey and then work together on the key areas requiring action, leading to a commitment by the group to act on the findings along with a white paper. If you would like Ennis & Co to keep you updated with details about this programme, [please contact us here.]() **Categories:** News **Tags:** automotive, AutomotiveIndustry, diversity, DiversityandInclusion, inclusion, industry --- ### [Supporting Brain Tumour Charity with an Unconventional Marathon](https://ennisco.com/2018-03-09-supporting-brain-tumour-charity-with-an-unconventional-marathon/) **Published:** March 9, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/03/ennis-cothe-brain-tumour-charity-300x169.jpg) ## *Rescheduled!* On Sunday 22nd April 2018, four of the Ennis & Co team will be undertaking a marathon attempt in support of the Brain Tumour Charity. While Jo Church and Freddie Keyworth will be running the Southampton Half Marathon, in Hampshire, Lynda Ennis and Al Clarke will be walking the same distance, doing one-mile laps, around Hythe Marina in the New Forest. Two halves make a whole! This is rescheduled from our originally planned date of March 18th. Explains Lynda: “Sometimes in life you have to take control and do something because to walk on by is not an option. It happened to me a few weeks ago when my friend Becky Scott told me about five-year-old Toby Ritchie who had been diagnosed with a brain tumour. The remarkable story of how his family have responded, by raising £3 million so far to support paediatric research into brain tumours, spurred me to ask the team at Ennis & Co how we could support the Brain Tumour Charity. “It was immediately obvious that we have neither Olympic talents nor the time to develop them as a team and so we have created the Unconventional Marathon which will take place simultaneously on Sunday 22nd April in Southampton and Hampshire. Whilst Freddie and Jo pound the streets of Southampton, Al and I will be completing 13.2, one-mile laps of the beautiful Hythe Marina.” There are two ways you may choose to help us respond to the Ritchie family’s challenge and get involved: 1\) We would be most grateful if you would consider making a donation on this [JustGiving]() page. 2\) We would like to welcome you to join us at Hythe Marina on Sunday 22nd April from 10am to walk with us for some of the journey. ‘Do a lap with us’ or simply come and say hello. Bring the family, friends (and the dog) and walk a mile or more and together we can support this incredible charity. If you are free on Sunday 22nd April, and are planning to come, please respond to Jo Church on 01590 608242 or jo.church@ennisco.com and she’ll send through timings and directions. **Categories:** News **Tags:** charity, Ennis&Co, justgiving, marathon --- ### [It’s time to have an honest conversation about diversity](https://ennisco.com/2018-03-26-its-time-to-have-an-honest-conversation-about-diversity/) **Published:** March 26, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/03/equal-24959461920-300x200.jpg) Like many of my peers in automotive leadership roles and within executive search agencies, I’ve seen diversity in business explode in the past five years. From the early days of collecting data on employee ethnic origin and ensuring a diverse mix of races were represented (if not representative) in corporate brochures, diversity is now a minefield that is growing in scope and fresh demands on organisations. Recent research commissioned by Ennis & Co reflects that the majority of automotive companies have some kind of diversity programme in place. Which is great news. Leaders are taking this seriously and that’s a good thing. The correlation between diversity and corporate performance is clear, as concluded by McKinsey & Co.’s [Diversity Matters](https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters "https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters") 2018 report. In short, the sort of companies that take diversity seriously are just better companies! But we know that approaches to, and understanding of, diversity varies wildly from one company to the next. Beyond race and gender, ‘diversity and inclusion’ can include flexible working, paternity leave, transgender issues, minimum wage and equal pay etc. etc. And while this is snowballing along, fuelled by a society increasingly cautious of everyone’s sensitivities, businesses still need to answer to financial markets and deliver more for less for their shareholders. Organisations have to start and stop somewhere; they cannot give the whole workforce endless flexibility, while continuing to make money. The world is changing and we foresee big “people challenges” ahead. The benefits to be had from a truly diverse workforce are not disputed, but can you, as a business or HR leader really say you are well set up and supported to achieve them? While every other business function is benchmarked and measured against impact on the bottom line, how is diversity performance at your company being evaluated? We’re not the only ones seeing a looming problem here. Together with Auto Trader and Auto Retail Network, we’re instigating an industry-wide debate on this issue, a mission to build a voice and inspire change. If you’d like to be a part of it, then please [get in touch]() and register your interest in working together. We’re holding an inaugural event in June: ## ‘Making Diversity and Inclusion a Reality’ event takes place on Tuesday 12th June 2018 in London. The event will share the latest diversity and inclusion research into the automotive industry, showing how diversity is being tackled by vehicle manufacturers and retailers, as well as the supply chain and technology organisations. We’ll also investigate what is going on in other sectors and set out meaningful measures and benchmarks. We will share full details about the event soon. Email us or follow the [Ennis & Co Linked In page](https://www.linkedin.com/company/ennis-&-co-ltd/ "https://www.linkedin.com/company/ennis-&-co-ltd/") to be kept up-to-date. Let’s break down the diversity wish list into what is sensible and business critical and eradicate the parts that don’t drive anything. Let’s challenge our own diversity programmes. Let’s ask if they are fit for purpose and where they go from here. In the automotive industry, we are used to seeing some often surprising collaborations between OEMs in areas such as vehicle platform sharing and joint powertrain programmes. I’m hopeful and excited that we can do the same for our pressing HR and leadership issues. **Categories:** News **Tags:** automotive, diversity, DiversityandInclusion, equality, executivesearch, inclusion, Leadership, McKinsey --- ### [Event: Making diversity & inclusion a reality in the UK automotive industry](https://ennisco.com/2018-04-04-event-making-diversity-inclusion-a-reality-in-the-uk-automotive-industry-2/) **Published:** April 4, 2018 **Author:** Comms Team **Content:** ***How prepared is your business to embrace and include diverse talent?*** Venue: Auto Trader Head Office, Kings Cross, London Date: Tuesday 12th June 2018: Time: 16.00 – 19.05 Ennis & Co, in partnership with Auto Trader, and supported by Auto Retail Network, is gathering together key leaders and stakeholders within the automotive industry, to embark on an industry mission to inspire change to reap the benefits of a truly diverse and inclusive workforce. This inaugural event will explore the latest thinking on where we are now, and where we need to be as an industry in both promoting inclusiveness and creating a culture of diversity and inclusion (D&I) across the automotive sector. [Read what our co-founder Lynda Ennis has to say.](https://ennisco.com/news/2018-03-26-its-time-to-have-an-honest-conversation-about-diversity "It's time to have an honest conversation about diversity") Are you responsible for promoting and supporting diversity in your workplace? Are you interested in joining our movement? Then please email Freddie Keyworth and he will provide more information. **Categories:** News **Tags:** diversity, DiversityandInclusion, inclusion, Leadership --- ### [The importance of evidencing your Wow! factor](https://ennisco.com/2018-05-11-the-importance-of-evidencing-your-wow-factor/) **Published:** May 11, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/05/evidence-of-wow-300x200.jpg) We’ve been assisting our friends at [Autocar]() with their Great British Women initiative, an event that sets out to recognise the most inspirational women in the global car industry. Ennis & Co specialists have evaluated the applications and nominations and selected the Top 100 shortlisted women from wide-ranging functions across the industry. Now, it’s over to the Autocar judging panel to pick the winners, who will be announced on June 20th. The process has been as scientific and objective as possible. As with the executive search process for our automotive clients, we have been driven purely by the brief and looked at each candidate with a completely open mind. The most important quality we’ve been looking for this year is ‘wow factor.’ Candidates were asked to identify something tangible they had done in the past year that had made a difference to their organisations. This, it turns out, is not an easy task, which as a senior executive recruiter puzzles me. Surely our wow credentials, like the proverbial elevator speech, are something we should be able to trot out at the drop of a hat – not just for entering competitions but for when we unexpectedly meet that important influencer at a meeting or the phone rings and it’s a company like ours sounding you out for your dream role. ## So how can we demonstrate wow? Quote the numbers. Employers, and judges, will want to know what you have done that delivered to the bottom line and we need that impact substantiated and validated with facts and figures. I find the amount of talking about success in wishy washy terms quite frustrating. “Successfully launched product X in China” is just too vague. Did you do that all on your own then? How are sales of that product now? I’m alert to the signs of people who are very highly regarded for doing ‘lots of stuff’ and prefer to ask about the outcome. What was the actual benefit to the business, what influence did you have? Explain your methodology. Please tell us how you got there? How did you apply yourself? Was your approach practical, workable? Regarding that product launch in China, am I to evaluate you as a pioneer of a new growth strategy or a slick executioner of existing procedure? Differentiation. Whether in interview, via a CV or application, tell us how you are different to competitor candidates. As with any communication, spend some time imagining the person you are aiming to influence as they reach your resumé in the pile. We are all humans so appeal to the human reviewing your application. How will you stand out? What is the only wow you can bring to the table? This process should be a constant activity for anyone wishing to progress at some point. If a friend told you they were being stalked, but they were not yet sure about reporting it to an authority, you would tell them to write a diary gathering evidence of suspicious behaviour: dates, times, extraordinary events, witnesses, supporting evidence, context and outcomes. So my advice to all entrants of the Autocar Great British Women in the car industry is to start your own stalking diary today! Oh, and good luck! **Categories:** News **Tags:** autocar, DiversityandInclusion, greatbritishwomen, wowfactor --- ### [Five things we learned at the automotive industry’s Diversity & Inclusion event](https://ennisco.com/2018-06-14-five-things-we-learned-at-the-automotive-industrys-diversity-inclusion-event/) **Published:** June 14, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/06/title-slide-300x167.jpg) ## Together with Auto Trader and Auto Retail Network, Ennis & Co hosted an inaugural industry event this week: Making Diversity & Inclusion a Business Reality. We gathered together 50 of the leading automotive HR, diversity and strategy leaders for a working session on where we are, what the issues are and how we are tackling the pressing requirement for change. We will be following up formally with a white paper, including analysis of research conducted specially for this event, in July. But fresh from the event, these are my five takeaways from the discussions: *The automotive industry is behind*. Our sector is seen as a leader in some areas, but we know we have been slow to embrace D&I-related changes, as confirmed by participants who had switched to automotive from tech, finance and banking. We discussed the reasons why this might be the case: is it because our organisations were constructed as unionised manufacturing and engineering businesses, with everything else a support function? Or because our companies are stymied by a layer of long-tenure, risk-averse generalist managers who are well served by the traditional ways of working? Or because cars equal men? Or because we are short-termist, not thinking that much beyond than next month’s car sales? Where lethargy and inaction exists, lack of D&I is a real problem for our leadership and for the automotive industry’s ability to attract talent from competing sectors. D&I is not a term the youth element of our workforces even recognises. It’s normality and an expectation for them. They will join like-minded employers and shop at like-minded brands. *Diversity is a very long journey.* In an ideal world, D&I is an open state of mind, about recruiting for skills rather than people, in order to create balanced teams; where employees are allowed to be themselves at work so they give the very best they have to offer. But it’s hard to get there overnight and as our research shows, companies are viewing the potential differently and are at different stages. We heard case studies of D&I being approached as a multi-step plan. This commonly starts with formal programmes to address imbalances of gender, race and disability. Examples are Ford’s diversity, and company-wide unconscious bias workshops as rolled out at Auto Trader. But it can result in something we might call ‘inclusivity plus’, as demonstrated by culturally-advanced Fujitsu, where D&I means fashion design graduates are hired into IT roles, because of the creativity they bring. It’s impossible to do everything all at once; accept that things need time and your organisation might have to go through some awkward baby steps before D&I becomes a way of life. *Get used to disruption*. We are living and working in incredibly disruptive times where factors such as digitalisation and the expectations of millennial employees are throwing huge curve balls at us constantly. This is how we are now. We have to embrace this and accept that the ‘power of different’ is a good thing. As my good friend and Business in the Community Gender Champion, Val Risk presented: there is a premium on being different, whether that is simply a person’s characteristics or life experiences, and it is this value that adds to the bottom line. Studies have proven that groups made up of the same types of people underperform. We could all do with a good shake up, something played out by the Jubilee Sailing Trust, a charity that facilitates sailing expeditions that put people together who would never normally interact. Doesn’t that sound like a good kind of disruption? *Flexibility requires a flexible approach.* Where companies are really struggling with D&I is the demand for flexibility and changes in ways of working. Rigid company policies and ACAS guides offer no handy hints for what to do when someone’s boiler has broken or their cat is poorly. Managers hate having to make the call, risking opening the floodgates to more employee requests or being accused of not being fair. Flexibility to one person is quite different to another, and so are jobs. There is also the issue that in many teams, output is better and delivered more effectively, when employees are physically located together. It was felt that the best way to handle this was with localised arrangements, where trust is imperative. Is the term work-life balance even appropriate anymore? What about work-life blend or work-home balance? The goal for flexibility should be to create the right environment for people to thrive, one that helps companies adapt to their customers better, that are more agile. *D&I should be fun, from the top to the bottom.* Finally, and very importantly, D&I doesn’t have to be a burden. Ask: is your organisation in a good place. Is it happy? If this isn’t being felt by and driven from the top, nothing will change. It has to be lived and breathed. If not, customers can smell it. Thank you to everyone that came to the event. Please look out for what comes next and let’s carry on the conversation. Lynda **Categories:** News **Tags:** automotive, autoretailnetwork, AutoTrader, diversity, DiversityandInclusion, inclusion, industry, retail --- ### [Automotive industry needs to ‘wake up’ to diversity or face dramatic skills shortage](https://ennisco.com/2018-06-15-automotive-industry-needs-to-wake-up-to-diversity-or-face-dramatic-skills-shortage/) **Published:** June 15, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/06/at416modules650x400digital-300x185.png) ## The Automotive industry needs to ‘wake up’ to diversity or face dramatic skills shortage: this was the message following the diversity and inclusion event earlier this week. Read more in the full Auto Trader press release, below: This week, over fifty HR directors, MDs and CEOs from many of the leading automotive retail and manufacturing brands, service providers and industry bodies, agreed the industry needed to ‘wake up’ to the fundamental business need for a modern diversity and inclusion (D&I) culture. Businesses stuck in out-dated recruitment strategies not only risk missing out on the breadth of cultural and commercial benefits of a diverse workforce, but also face a dramatic skills shortage, and ultimately, a serious impact on their bottom line. This was one of the key messages delivered during a unique one-day collaborative seminar, hosted by Auto Trader in partnership with executive search specialists Ennis & Co.. The event was organised to challenge and test best practice, as well as identify practical solutions to driving greater diversity across the automotive industry. During a series of seminar sessions, senior executives from brands including: TrustFord, Inchcape, Jardine Motors Group, Marshall Motor Group, Volvo, Volkswagen, Avis Budget Group, Williams Martini Racing, Nissan, Bentley, BMW, Harley Davidson, McLaren, the Retail Motor Industry Federation (RMI), and the Institute of the Motor Industry (IMI), discussed a broad range of topics based around three vital themes: ‘ways of working’; ‘selective focus’, and ‘brand engagement’. During these sessions, a number of practical steps were identified to encourage a more diverse array of talent into the industry, as well as to inspire and encourage a balance of gender, races, and backgrounds into automotive roles, and to retain them. These included: *Changing industry perception:* There is a real need to change the perception of the automotive industry, particularly amongst young people. Brands need to engage with schools as early as possible to educate and inspire them on the breadth of opportunities and skills available. This shouldn’t be one off experience, but a consistent and long-term initiative. *Business case for work-life balance:* Brands need to recognise the commercial benefits of a more flexible way of working. Brands should consider how customers want to interact with their business – enabling flexible working will allow employees to be more responsive to their customers. *Redefining ways of working:* Brands need to be less narrow in focus when it comes to how their teams work. Senior management need to think about it in terms of shifting the culture so that ways of working isn’t just about flexible working but unlocking value and potential in all people by creating the right environment. *Don’t be wedded to the past:* Brands need to ‘thaw out’ old practices and consider the benefits of empowering people, trusting people and flexibly working with people. Companies should have the confidence to embrace new ways of working. *Be bold:* Flexibility isn’t just vital for attracting the broadest pool of talent, or retaining them, but it’s also essential to how an organisation approaches its working culture. Brands shouldn’t over engineer a strategy and insist on a long-term plan with strict measurements, but rather introduce a variety of initiatives assessed on a case-by-case basis. Variety is the spice of life and working culture. Speaking at the event, Auto Trader’s Manufacturer & Agency Director, Rebecca Clark, said: “As we all know, the industry is currently experiencing a number of challenges, including a dent in consumer confidence and negative commentary surrounding the fuel debate. We need to recognise that failure to introduce a meaningful D&I strategy, is an equally – if not more – serious issue for our industry. As well as the cultural benefits, implementing a successful D&I strategy to attract a more diverse mix of people into your business can have huge commercial results too, not least more agile and robust decision-making. We need to work together to raise awareness that D&I is not simply a box-ticking exercise, but rather a very real business necessity. “We know first-hand that change is not an easy process, but as this event highlighted, together we’re able to create practical solutions and steps which will lead to tangible benefits. I felt hugely privileged to be a part of such a broad group of experts and thought leaders who are so committed to driving change, not just in their respective organisations, but the industry as whole. We’ve already come so far, but I cannot wait to see where we’ll be in a year’s time.” Lynda Ennis, founder of Ennis & Co., commented: “I have a feeling that with this event, we’ve kick-started something very important for the automotive industry. Diversity and inclusion is a real problem for some of our leaders, whether they realise it or not, as well as for the automotive industry’s ability to attract talent from competing sectors. Diversity and inclusion is not a term the youth element of our workforces even recognises. It’s normality and an expectation for them. They will join like-minded employers and shop at like-minded brands. This is not a ‘nice to do,’ it’s already affecting our bottom lines. At Ennis & Co, we can help organisations find the diversity leaders they need to drive change.” A whitepaper presenting the comments and insight from the event, as well as detailed findings of brand new D&I research will be published in July. **Categories:** News **Tags:** automotive, brands, CEO, HR, industry, insights, Leadership, skill, talent --- ### [Former LEVC commercial director joins Ennis & Co](https://ennisco.com/2018-10-11-former-levc-commercial-director-joins-ennis-co/) **Published:** October 11, 2018 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2018/10/richard-gordonsmall-214x300.jpg) Richard Gordon, formerly commercial director at LEVC (London EV Company), has joined Ennis & Co, as an associate. Richard brings an exceptional breadth of knowledge of the automotive retail and manufacturer sectors, having also worked for Jardine Motors Group, Bentley Motors, Ferrari and Toyota, in senior automotive sales and marketing roles. Richard’s industry network, built up over almost 40 years, makes him a perfect addition to the Ennis & Co team, where he will support the development of partner relationships and assist with candidate interviews. “I am delighted to be able to continue a career in the automotive industry and to be able to follow my passion for the people side of business, having enjoyed assembling and leading teams for many years,” said Richard Gordon. “Ennis & Co has a fantastic reputation in the automotive industry for delivering a personal service. The company stands out in the executive search crowd for finding the right balance between both the candidate and the client. I have known Lynda Ennis for more than seven years, where I have worked with her as a client, and look forward to this new challenge.” “Changes in skills requirements are moving at the same fast pace as technological developments in the auto industry, something that Richard, as someone who has been so heavily immersed in an EV start-up company environment, can help our clients respond to,” commented Lynda Ennis, co-founder of Ennis & Co. “Richard’s appointment will further strengthen the swift, thorough service we provide to our clients across the industry.” **Categories:** News **Tags:** Associate, automotive, commercial, Ennis&Co, executivesearch, expert, insights, LEVC --- ### [Making Diversity and Inclusion a Business Reality](https://ennisco.com/2019-05-07-making-diversity-and-inclusion-a-business-reality/) **Published:** May 7, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/05/di-event-image-300x177.png) *How prepared is your business to embrace and include diverse talent?* Venue: Auto Trader Head Office, Kings Cross, London Date: Tuesday 14th May at 3.30pm Following last year’s inaugural event, Ennis & Co in partnership with Auto Trader and Qlearsite will again be joined by HR leaders and CEOs in a half-day seminar and workshop, focusing on Diversity and Inclusion in the automotive workplace. We’ll be revisiting the commitments to change from the launch of last year’s *Making Diversity and Inclusion a Business Reality* campaign, and, with the help of the research conducted by Qlearsite, explore how far we’ve grown. The findings will highlight the key themes of interest and areas where action on diversity has succeeded and where it is needed, which will be explored in further detail at the event. We’ll be sharing what we’ve learned in the all-important results after the event, so keep an eye on our website for further details after next week. If you’d like any further information, please contact hello@ennisco.com **Categories:** News **Tags:** AutoTrader, CEO, diversity, DiversityandInclusion, equality, HR, inclusion, insights, makingdiversityandinclusionabusinessreality, qlearsite --- ### [Five Things We Learned from This Year's Diversity & Inclusion Event 2019](https://ennisco.com/2019-05-16-five-things-we-learned-from-this-years-diversity-inclusion-event-2019/) **Published:** May 16, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/05/di-event-image-and-logos-300x164.png) Together with Auto Trader and Qlearsite, Ennis & Co hosted their second industry event this week: ## Making Diversity & Inclusion a Business Reality We were delighted to have Qlearsite on board this year to help us really delve into the research undertaken within D&I – which we feel added an extra element to the event. Qlearsite are an AI-powered survey provider and specialise in Natural Language Processing (NLP), which means they can take rich context from open-text questions and make it meaningful for analysis. This was perfect for what we set to achieve with our D&I survey results. Following on from last year’s event, we gathered together 85 of the leading automotive industry figures in the field of HR and beyond. Working on the same basis, we set up a format to allow our attendees to listen to key speakers, converse with our special guest panellists and work within different assigned ‘breakout sessions’ to delve into D&I subjects that required further discussion. We will be following up formally with a white paper, including analysis of research conducted specially for this event, in the next coming months. But fresh from the event, these are my five takeaways from the discussions: ## Gender is still a focal point Our sector is still seen as a male-dominated arena. Clearly. This was discussed in greater detail; particularly by those that have joined the industry within the last five years (following careers in a different field) and has really ‘hit home’ that the journey towards a more diverse workforce continues. However, the recognition of gender still elicited greater discussion than other areas of diversity and inclusion; which begs the question – is there a gender overload? When people hear the word ‘diversity’- are they subconsciously jumping to ‘gender’ as the first aspect that springs to mind? The breakout sessions were extremely interesting when dissecting these points. Upon exploring the topic, it was felt that the nature of the workforce needed changing; with braveness and breadth of thinking as a focal point. If we can change our thinking – we can change our behaviours. Well, that’s the dream, anyway… ## Bolstering the brand by aligning behaviours It goes without saying that brand image is key. Building a brand to exactly how you want it to be can take time – yet this can all be undone in a nano-second; especially in the fast-paced digital age we find ourselves in today. If a brand is seen to embrace diversity and inclusion and truly champion this – then the key would be for the company to nurture this as best as it possibly can. How can this positive brand image be created or enhanced – let alone maintained? Our breakout groups delved into this, with the emphasis on ensuring the EXTERNAL brand reflects the company’s INTERNAL image. Key words such as ‘visible authenticity’ and ‘embedded culture’ also arose. Could management implement a strategy to upkeep a diverse and inclusive company culture? Will the message “it’s OK to be you” resonate? By engaging with the brand, the attraction of diverse, fresh talent could increase. With employees adhering to the embedded company culture, the brand image could be maintained. As always, it’s a journey – but one that will discover the best results. ## Leadership is changing Stepping back in time to our previous event, we looked into flexible working and how this has changed. We continue to approach this subject because it’s so varied – with everyone’s view on ‘flexibility’ more different than the next. Perhaps we’re all so worried about the ‘go ahead’ with flexible working and calling the shots on what can enhance a productive workforce – yet managers who embrace this could potentially be onto something life changing. One of our panellists discussed his take on flexible working and looking into how this could benefit those that may slip under the radar. Men with new born babies or young families, for example. Would they appreciate the flexibility to enjoy a longer breakfast with their families and begin the working day a little later? If they have this level of freedom – is productivity then increased? This falls in line with actual integrated processes; rather than just ‘shouting’ about being a flexible, inclusive company to work for. Yet this also begs the question… where’s the ‘line’? ## There is still more to be done… Nobody’s perfect. Perfection is a pipe dream. Yet we can aim for ‘improvement’. Ahead of receiving our White Paper in a few weeks’ time, it’s interesting to see that the subjects of diversity and inclusion are becoming more and more prevalent. If we can improve awareness and work on strategies to implement into the workplace… then surely, we’re on the right track? One of the more interesting comments arose from one of our ‘breakout’ groups surrounding the area of improvement. It was believed that there needs to be developmental mentorship at ALL LEVELS. This is inclusive. This is (hopefully) relatively easy to implement. This could spark improvement. So will we review this in a year’s time and see some positive results? ## Communication is key During a time where, arguably, we have the greatest levels of communication platforms… why do people still avoid picking up the phone? Are we so set in the ‘oh, I’ve sent them an email’ phase? Call me old fashioned – but a phone call GETS. THINGS. DONE. A great deal quicker than a misplaced email, anyway. I’m a strong believer in keeping my network strong and I feel this strength lies in communication that peaks beyond the email or text message. Phone calls are more personal. Pick up the phone, discuss, idea share… help one another (and if you’re really desperate to alleviate those itchy fingers and tap out a message, follow up with an email!) On that note, it goes without saying that the subject of diversity and inclusion means a great deal to me in terms of what we can do to implement change in the industry. To be joined on the day by a large number of leading names in the automotive sector and beyond who are also empowered by the need to champion a diverse and inclusive workforce is incredible. It really hits home that we’re all working together to make real, lasting, positive changes and we look forward to growing the event year on year to continue the journey. Thank you to everyone that came to the event. Please look out for what comes next and let’s carry on the conversation… Lynda **Categories:** News **Tags:** 2019, D&I, diversity, DiversityandInclusion, equality, gender., inclusion, qlearsite --- ### [Making Diversity & Inclusion a Business Reality- Press Release](https://ennisco.com/2019-05-17-making-diversity-inclusion-a-business-reality-press-release/) **Published:** May 17, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader18-1-300x200.jpg) ### Automotive industry risks missing out on the skills and talent vital for future success This week over 80 HR directors, MDs, CEOs and change leaders from many of the major automotive retail and manufacturing brands, service providers and trade bodies agreed that brands that fail to embed an authentic diversity and inclusion (D&I) strategy will miss out on the skills vital to succeed in today’s fast-evolving market. That was one of the key messages delivered during the second annual Making Diversity and Inclusion a Business Reality event hosted by Auto Trader in partnership with executive search specialists Ennis & Co. The one-day collaborative seminar saw brands share ideas, test best practice and identify practical solutions for driving greater diversity across the automotive industry. Utilising brand-new research from employee insight specialists, Qlearsite, it was also an opportunity to assess how far the industry had progressed on the actions identified in 2018. The day included a panel discussion with five industry leaders, each framing their respective D&I experience within the three key themes highlighted by the research: Selective focus (Christos Tsaprounis, Head of People & Culture at Auto Trader and Peter Stephens, Head of External and Government Affairs at Nissan UK); Brand engagement (Mandeep Dhatt, Executive Director of HR at McLaren Automotive) and Commercial benefit (Daksh Gupta, CEO of Marshall Motors and Martin Forbes, CEO of Cox Automotive UK). It was followed by seminar sessions, where senior executives from brands including TrustFord, Pendragon, Jardine Motors Group, Mitsubishi, Ford Motor Company, Inchcape UK, Toyota, Hendy Group, Volvo, Volkswagen, Triumph, Renault UK, Aston Martin, Cambria Automobiles, and the Retail Motor Industry Federation (RMI) discussed a broad range of topics based around the three themes. During these sessions practical steps were identified to encourage a more diverse array of talent into the industry, as well as to inspire and encourage a balance of gender, races, and backgrounds into automotive roles, and to retain them. These included: ## Think ahead: When thinking of the talent necessary for the success of their business, brands shouldn’t just match what their current customer or employee profile is. Think about the future – the need for technology and digital skills within automotive is only set to accelerate. ## Be authentic: Brands need to avoid D&I buzz words or introducing initiatives simply because other businesses are doing it. It’s essential that any activity is authentic for your organisation otherwise colleagues and candidates will see through it. Business and education strategy: Brands need to shape the perception of the automotive industry from an early age to move away from outdated industry stereotypes. Engaging with schools and parents can be hugely impactful but needs to showcase the diverse colleagues and talents in your business to truly inspire. ## Role models: Role models that are visible across every professional touchpoint are fundamental to a successful D&I strategy. Promoting a diverse culture becomes more authentic and transparent when brands can champion real people with real jobs in their organisation. ## Keep it simple: Brands should avoid trying to do too many things at once. They shouldn’t do too few things either but they must make sure what they’re doing is clear so colleagues and candidates can understand what’s going on and feel a part of it. Speaking at the event, Auto Trader’s Manufacturer & Agency Director, Rebecca Clark, said: “We’re thrilled that so many senior executives chose to take time out of their busy schedules to join us today; it highlights just how seriously the automotive sector is taking diversity and inclusion. And with good reason too. Not only is our industry undergoing unprecedented challenges but it’s evolving at a dramatic rate. D&I isn’t simply a ‘nice-to-have’. Without a diverse, representative workforce with the skills, the talent and fresh thinking to help businesses adapt to future technologies and customers, they will be at a huge disadvantage in an already highly competitive marketplace.” Lynda Ennis, founder of Ennis & Co., commented: “Once again, Auto Trader have provided us with the perfect platform to host our second Diversity & Inclusion event – and this year it’s been bigger and better than ever. By working collaboratively with Auto Trader and, for the first time, AI-powered survey provider specialists Qlearsite, we’ve gained the ability to enjoy an extra element to the research and results we provide. “It goes without saying that the subject of diversity and inclusion means a great deal to me in terms of what we can do to implement change in the industry. To be joined on the day by a large number of leading names in the automotive sector and beyond who are also empowered by the need to champion a diverse and inclusive workforce is incredible. It really hits home that we’re all working together to make real, lasting, positive changes and we look forward to growing the event year on year to continue the journey.” A whitepaper presenting the comments and insight from the event, as well as detailed findings of brand-new D&I research will be published in June. **Categories:** News **Tags:** automotive, diversity, DiversityandInclusion, insights, Leadership, PR, pressrelease --- ### [Making Diversity & Inclusion a Business Reality: Event Gallery](https://ennisco.com/2019-05-17-making-diversity-inclusion-a-business-reality-event-gallery/) **Published:** May 17, 2019 **Author:** Comms Team **Content:** ## Making Diversity & Inclusion a Business Reality: Tuesday 14th May 2019 Event Gallery ###### Here’s a snapshot of our second diversity and inclusion event, held at the Auto Trader offices in King’s Cross, London. ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader91-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader18-1-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader15-1-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader06-1-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader72-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader02-1-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader78-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader18-2-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader35-1-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader57-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader23-1-300x200.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader04-1-1-200x300.jpg) ![](https://ennisco.com/wp-content/uploads/2019/05/tsaautotrader92-1-200x300.jpg) **Categories:** News **Tags:** diversity, DiversityandInclusion, event, gallery, inclusion --- ### [Press Release: Auto Industry Making D&I Progress, But There Are Still Too Few Women In Leadership Roles](https://ennisco.com/2019-07-03-press-release-auto-industry-making-di-progress-but-there-are-still-too-few-women-in-leadership-roles/) **Published:** May 20, 2019 **Author:** Comms Team **Content:** ![Press Release: Auto Industry Making D&I Progress, But There Are Still Too Few Women In Leadership Roles](https://ennisco.com/perch/resources/tsaautotrader18-1-1.jpg) According to the second annual \_Making Diversity and Inclusion a Business Reality\_ White Paper, published today, diversity and inclusion (D&I) is climbing the agenda for the majority of businesses, but there remain too few people from diverse backgrounds in leadership roles. The White Paper, produced in partnership by Auto Trader and executive search specialists, Ennis & Co., tracks the D&I behaviours and commitments of many of the UK’s leading automotive retailers and manufacturers. Featuring brand new research conducted by employee insight specialists, Qlearsite, the White Paper reveals that 88% of the automotive organisations surveyed encouragingly identify D&I as a key priority; an increase from 85% in 2018. Reflecting the fundamental business requirement to evolve alongside the rapidly increasing sophistication of the industry, 53% believe the need to attract and retain a greater array of skills and experiences was the primary motivation for driving a D&I agenda. Although the number is falling, 7% of automotive businesses said its D&I focus was to comply with legal requirements, indicating that for nearly one in 10, D&I disappointingly remains a tick boxing exercise. Reassuringly, the research revealed that whilst there is clearly room for improvement, the general perception within the industry is that D&I progress has been made over the last 12 months: 61% of respondents said their progress had been ‘fair’ or ‘good’, whilst just over a quarter (28%) felt it had been ‘very good’ or ‘excellent’. Organisations have largely shown a positive commitment to modernising ways of working, with 56% claiming to offer flexibility in working arrangements, 36% redefining how teams work and 29% have begun developing a business case for better work-life balance. Clearly, significant progress is being made towards enabling employees to tailor their work lives around the priorities in their personal lives, but worryingly, one in five (22%) organisations believe they haven’t made any progress in these areas. \*\*What’s working?\*\* According to this year’s study, the industry is progressing towards achieving a more diverse and inclusive workforce and environment, frequently attributing the progress to improvements in training and development of existing talent (36%) and recruitment of new talent (19%). The top two most pressing issues around D&I are both centred around leadership. The lack of people from under-represented groups reaching senior and C-suite roles within the automotive industry is considered the most pressing (33% agree), closely followed by the automotive sector failing to see diversity as a business-critical leadership issue and therefore not demonstrating commitment from its senior leadership (29% agree). When asked what needs to be done, leadership and gender are the top two actions prioritised across the 2018 and 2019 reports, suggesting the industry wants more women in senior roles. Commenting on the findings, Auto Trader’s Manufacturer and Agency Director, Rebecca Clark, said: “All of the data shows that retailers that represent the communities in which they serve provide a better, and more profitable, in-dealership experience for their customers. And crucially, as the industry rapidly evolves in terms of how people buy cars, pay for them, and the cars themselves, new skills and ways of thinking will be fundamental at every single level. It’s rewarding to see recognition at such a senior level that a D&I strategy that can attract and retain the very best talent is no longer a nice to have, but critical to success. Our report shows whilst we have some way to go, we’re making some great progress – I cannot wait to see where we’ll be in a year’s time.” Lynda Ennis, founder of Ennis & Co., commented: “The automotive sector continues to undergo challenges and exciting changes. We now see ourselves at a positive turning point when it comes to diversity and inclusion, yet there is still work to be done. I hasten to add – this isn’t a negative comment. By realising what requires more attention in the D&I field, we can eliminate just the ‘conversation’ aspect and implement more action. If we continue to identify the aspects that require further attention and make changes that could lead to positive, reinforced change across the industry, this will help us to do more than simply just survive but to grow and thrive too.” The report includes commentary and best practice advice from a range of industry senior executives, including Daksh Gupta (CEO, Marshall Motor Group), Mandeep Dhatt (Executive Director of HR, McLaren Automotive), Matt Davies (HR Director, Addison Lee Group) and Gill Crowther (General Manager, HR & Administration, Mitsubishi Motors), who joined circa 90 HR directors, MDs and CEOs for a one day collaborative seminar in May, hosted by Auto Trader and Ennis & Co. To download a free copy of the report, please visit: \[https://cdn-autotraderplc.azureedge.net/media/1645/making-di-a-business-reality-second-edition-june-2019.pdf\](https://cdn-autotraderplc.azureedge.net/media/1645/making-di-a-business-reality-second-edition-june-2019.pdf “Auto Trader Press Centre: Making Diversity & Inclusion a Business Reality White Paper 2019”) According to the second annual *Making Diversity and Inclusion a Business Reality* White Paper, published today, diversity and inclusion (D&I) is climbing the agenda for the majority of businesses, but there remain too few people from diverse backgrounds in leadership roles. The White Paper, produced in partnership by Auto Trader and executive search specialists, Ennis & Co., tracks the D&I behaviours and commitments of many of the UK’s leading automotive retailers and manufacturers. Featuring brand new research conducted by employee insight specialists, Qlearsite, the White Paper reveals that 88% of the automotive organisations surveyed encouragingly identify D&I as a key priority; an increase from 85% in 2018. Reflecting the fundamental business requirement to evolve alongside the rapidly increasing sophistication of the industry, 53% believe the need to attract and retain a greater array of skills and experiences was the primary motivation for driving a D&I agenda. Although the number is falling, 7% of automotive businesses said its D&I focus was to comply with legal requirements, indicating that for nearly one in 10, D&I disappointingly remains a tick boxing exercise. Reassuringly, the research revealed that whilst there is clearly room for improvement, the general perception within the industry is that D&I progress has been made over the last 12 months: 61% of respondents said their progress had been ‘fair’ or ‘good’, whilst just over a quarter (28%) felt it had been ‘very good’ or ‘excellent’. Organisations have largely shown a positive commitment to modernising ways of working, with 56% claiming to offer flexibility in working arrangements, 36% redefining how teams work and 29% have begun developing a business case for better work-life balance. Clearly, significant progress is being made towards enabling employees to tailor their work lives around the priorities in their personal lives, but worryingly, one in five (22%) organisations believe they haven’t made any progress in these areas. **What’s working?** According to this year’s study, the industry is progressing towards achieving a more diverse and inclusive workforce and environment, frequently attributing the progress to improvements in training and development of existing talent (36%) and recruitment of new talent (19%). The top two most pressing issues around D&I are both centred around leadership. The lack of people from under-represented groups reaching senior and C-suite roles within the automotive industry is considered the most pressing (33% agree), closely followed by the automotive sector failing to see diversity as a business-critical leadership issue and therefore not demonstrating commitment from its senior leadership (29% agree). When asked what needs to be done, leadership and gender are the top two actions prioritised across the 2018 and 2019 reports, suggesting the industry wants more women in senior roles. Commenting on the findings, Auto Trader’s Manufacturer and Agency Director, Rebecca Clark, said: “All of the data shows that retailers that represent the communities in which they serve provide a better, and more profitable, in-dealership experience for their customers. And crucially, as the industry rapidly evolves in terms of how people buy cars, pay for them, and the cars themselves, new skills and ways of thinking will be fundamental at every single level. It’s rewarding to see recognition at such a senior level that a D&I strategy that can attract and retain the very best talent is no longer a nice to have, but critical to success. Our report shows whilst we have some way to go, we’re making some great progress – I cannot wait to see where we’ll be in a year’s time.” Lynda Ennis, founder of Ennis & Co., commented: “The automotive sector continues to undergo challenges and exciting changes. We now see ourselves at a positive turning point when it comes to diversity and inclusion, yet there is still work to be done. I hasten to add – this isn’t a negative comment. By realising what requires more attention in the D&I field, we can eliminate just the ‘conversation’ aspect and implement more action. If we continue to identify the aspects that require further attention and make changes that could lead to positive, reinforced change across the industry, this will help us to do more than simply just survive but to grow and thrive too.” The report includes commentary and best practice advice from a range of industry senior executives, including Daksh Gupta (CEO, Marshall Motor Group), Mandeep Dhatt (Executive Director of HR, McLaren Automotive), Matt Davies (HR Director, Addison Lee Group) and Gill Crowther (General Manager, HR & Administration, Mitsubishi Motors), who joined circa 90 HR directors, MDs and CEOs for a one day collaborative seminar in May, hosted by Auto Trader and Ennis & Co. To download a free copy of the report, please visit: **Categories:** News **Tags:** auto, diversity, DiversityandInclusion, inclusion, industry, insights, Leadership, women --- ### [What can we learn from Millennials and Gen Zs when it comes to Working Within the Automotive Industry?](https://ennisco.com/2019-05-23-what-can-we-learn-from-millennials-and-gen-zs-when-it-comes-to-working-within-the-automotive-industry/) **Published:** May 23, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/05/women-in-boardroom-300x199.jpg) More than half of the Earth’s population is made up of Millennials and Gen Zs. Which means, collectively, they represent the vast majority of the world’s workforce. Within my career in Automotive Executive Search, I am conversing with and interviewing Millennials approximately 80% of the time; which means keeping up with their wants and needs career-wise is of paramount importance for our clients. ## Millennials & Gen Zs – at a glance Most of you are potentially ‘au fait’ with these titles, yet for ease of reference, here’s a quick recap on what I’m going to be discussing here: Millennials: Born between 1981-1996, reaching young adulthood in the early 21st century. Gen Z: Born between 1996-2012, coined the most ‘connected and sophisticated’ generation. The terms ‘Millennial’ and ‘Gen Z’ will be popping up left, right and centre within most of the content you will read anywhere; particularly when it comes to business and consumerism. As we dwell in such a fast-paced environment, it only seems natural that collective terms for complex subjects exist. I’m investigating this on a level that will hopefully explore the characteristics of candidates for the present – and future – workforce in the automotive industry. ## Uncertainty The Deloitte Global Millenial Survey 2019 (Deloitte, 2019) has pinpointed some very interesting research into Millennials and Gen Zs who are feeling ‘uneasy’ and ‘uncertain’. Key findings noted that respondents to the survey expressed not only a lack of faith in mass media and leaders’ impact on society; but also, companies’ practices that do not align with their core values. This brings me swiftly back to my point made within **Five Things We Learned from This Year’s Diversity & Inclusion Event 2019** when discussing the external brand reflecting a company’s internal image. If there is a ‘visible authenticity’ and an ‘embedded culture’… will this lead to faith being restored within the ‘younger’ generation? Should those looking to attract talent within the automotive trade continue working on their brand image? The conversation continues. ## Encouragement The Deloitte Survey also found that earning a high salary and being wealthy ranked second for both Millennials and Gen Zs. Two thirds who want to reach senior levels in their careers believe it’s attainable. However, 49% of respondents said, if they had the choice, that they would quit their current jobs within the next two years. In 2017 this number was 38%. This begs the question – what can be done to attract a more stable workforce? Or, importantly, encourage employees to remain in the company in order to progress? Interestingly, the reason for wanting to leave that ranked the lowest was “not liking the workplace culture.” I feel this is quite positive (rightly or wrongly). The way I see it is that it suggests the ways in which we work today, as a collective, is in a fairly positive environment. Yet what can leaders and managers do to encourage talented candidates to stay? ## Professional Development Millennials believe businesses have the greatest responsibility for preparing workers – even more so than educational institutions. Yet Gen Zs are under the impression schools, colleges and Universities bear this responsibility. Both generations agreed that self-education and ongoing professional development came next – so are managers under an event greater pressure now to shape and mould young professionals? Or encourage self-development and provide a support for this in terms of flexibility; i.e allowing employees to attend conferences or study to enhance their skills? Looking back upon **Five Things We Learned from This Year’s Diversity & Inclusion Event** on the subject of flexible working – our panellists explained how their take on this had elicited positive responses. Could this be promoted and integrated within the industry event further? Or is there already ‘too much’ flexibility? As always – I believe everything should be in moderation… so where’s the ‘cut off’ point? ## In Summary Millenials and Gen Zs are the present – and the future. Recruitment within the automotive industry has always been fast-paced and subject to rapid change – yet I’m seeing more and more fluctuations as time goes on. With Ennis & Co, I’m lucky to have a dynamic team spanning a range of generations and each bring with them a different level of knowledge. It’s actually exciting to see what the younger generation want and need when it comes to their career progression and aspirations but I’m conscious some areas within the industry need to adapt to the changes. **References:** **The Deloitte Global Millenial Survey 2019 (Deloitte, 2019)** **Categories:** News **Tags:** automotive, genz, industry, insights, millennials, survey --- ### [Industry experts to headline Autocar’s Great British Women in the Car Industry – Rising Stars 2019 event](https://ennisco.com/2019-05-31-industry-experts-to-headline-autocars-great-british-women-in-the-car-industry-rising-stars-2019-event/) **Published:** May 31, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/05/autocar-295x300.jpg) ## Ennis & Co. are excited to once again support the Great British Women in the Car Industry- Rising Stars event, taking place on Wednesday 19 June in London’s Euston Square. Autocar has confirmed a host of top automotive industry experts to present at this year’s prestigious event, which is returning for a fourth year, and will recognise and celebrate rising female talent from across the automotive industry. Held in partnership with the Society of Motor Manufacturers and Traders (SMMT), the event will open with keynote speeches from Aston Martin’s president of the Americas, Laura Schwab, and Peugeot ambassador and former Fed Cup captain Judy Murray. Mercedes-Benz’s Rob Halloway and Rachael Thompson will discuss their experience of sitting on a gender-equal board, a panel of leading Rising Stars will reflect on their time in the industry and 2018 Times Business in the Community Gender Champion Val Risk will talk about how to improve diversity in business. To conclude, Autocar’s managing director, Rachael Prasher, will chair a panel debate with some of the automotive industry’s high-profile leaders. Panellists include: Cath Sibbald, vice-president of human resources at CDK Global Neil Williamson, CEO of automotive dealership group Jardine Motors Friederike Kienitz, vice-president for legal, external and government affairs at Nissan Paul Van der Burgh, managing director of Toyota UK Elaine Cole, commercial director at Vertu Motors Alex Smith, managing director of Volkswagen Group UK Prasher said: “We have a great line-up joining us for this year’s Great British Women – Rising Stars event with a wealth of experience across the breadth of the automotive industry coming together to recognise some of the brightest names in the business. “Our speakers and panellists have worked to promote the opportunities for promising females in the automotive industry. It will be great to hear their thoughts on the opportunities available, and how UK automotive recognises and promotes the outstanding qualities of these women going forward.” The keynote speakers and discussion panel will be followed by an awards ceremony, in which the category winners and overall winner from the Great British Women in the Car Industry – Rising Stars top 100 shortlist will be recognised. Autocar Great British Women in the Car Industry – Rising Stars is held in partnership with the SMMT, with support from headline sponsors CDK Global, Nissan and Toyota, and support partners Peugeot and VW Group. Tickets for the event are strictly limited, with priority given to winners and past winners. However, a limited number of tickets will be available. To register an interest, please contact Autocar at autocar.events@haymarket.com **Categories:** News **Tags:** autocar, automotive, diversity, DiversityandInclusion, experts, gbw, greatbritishwomen, inclusion, industry --- ### [D-Day 75th Anniversary](https://ennisco.com/2019-06-06-d-day-75th-anniversary/) **Published:** June 6, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/06/le-300x200.jpg) ## During a time where everything is constantly evolving at such a fast pace, it has been extremely humbling to watch the incredible coverage of the D-Day 75th anniversary. I have been completely hooked from the get-go. Some of you may not have seen the ceremony footage yet but I honestly urge you to take time out of your busy schedules to take a look… Seeing the D-Day veterans and hearing their stories has always been amazing. Yet for some reason, this year it has really ‘hit home’ for me, more so than ever. It goes without saying it’s impossible to forget the sacrifice so many people made to defend and protect our country. Their strength and determination to work towards a future of peace and solidarity for us is something that really resonates; especially during a time of such uncertainty. Which is why, I think, now more than ever… we need to remember what these wonderful people have done for us and believe in our country no matter what. For whatever we may be up against next, it’ll be nothing compared to what we, as a nation, have already endured. I leave this note, with happiness in my heart, for our country. I also want to add a personal salute to my fantastic 93-year-old war veteran and hero, who I’m proud to call my Dad. Although not a D-Day veteran himself, he well and truly served our country during the war and I’ve never looked up to anyone more. **Categories:** News **Tags:** 75thAnniversary, britain, D-Day, hero, veteran --- ### [Boosting Wellbeing in the Workplace](https://ennisco.com/2019-06-17-boosting-wellbeing-in-the-workplace/) **Published:** June 17, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/06/tsaautotrader94-200x300.jpg) What ways can we boost our wellbeing in the workplace? We spoke to Becky Scott- elite personal trainer and corporate wellbeing coach of RS Performance Training, who shared her insight into this… As discussed at the *Making Diversity and Inclusion a Business Reality* event back in May, it’s clear we live in a ‘microwave’ society – where everything is expected in an instant. We’re constantly connected to our phones, emails, messages… it’s all so rapid. So why don’t we take a step back and consider taking a break from the rush with focus on workplace wellbeing… and beyond? Here are a number of ways in which we can do so… ## 1. Wellbeing Programmes: The Stats Let’s start with the facts. It has been found that, of employers offering wellness programs, 67% reported increased employee satisfaction, 66% reported increased productivity, 63% reported increased financial sustainability and growth, and 50% reported decreased absenteeism. (IFEBP). Even more pleasantly surprising is that 89% of workers at companies that support well-being efforts are more likely to recommend their company as a good place to work (American Psychological Association). Research has also found workplace wellness ‘programmes’ helped them take fewer sick days (HealthMine) and a whopping 77% would work out more if their employer had a gym they could use during working hours (Treadmill Reviews). Let’s start with the ‘small’ stuff and build from there… ## 1. Ways to Reduce or Utilize Technology for your Wellbeing With software now available to track our screen time, it’s creating more of an awareness of how much time we really spend on our phones. Research conducted on a study of almost 4,000 men and women found that the highest levels of screen time resulted in an increase in higher General Health Questionnaire scores, where higher scores represent worse mental health status (Hamer et al, 2010), against those completing physical activities. So how can we step away from the screen on a day-to-day basis? Or use software to improve our physical and mental wellbeing? Here are a few ideas… - Schedule a screen lock. Why not choose a time where you’ve got no choice but to avoid your apps, messages and emails? You never know, you might enjoy the space… - Track your screen time daily and make a challenge to reduce this. Not only will you have a benchmark to work against… it might unleash your competitive side (against yourself!) - Track your steps. Countless research shows that increased physical activity leads to better overall wellbeing, so why not take some time to go for a slightly longer walk? Also, a good excuse to get some fresh air in your lungs! Check it at the end of the day to see how far you’ve really come. - Use meditation apps. If you find the word ‘meditation’ slightly daunting (it can conjure up images of sitting cross legged on the floor humming, in front of a single candle) just see what works best for you. There’s something for everyone! ## 2. Six Weeks of Wellbeing Challenges Six weeks are the usual measurement for changes to take effect. Many studies have shown changes over the course of six weeks in exercise, where benchmarking is assessed e.g. studies conducted on exercise (Adams et al, 1992,Owen et al, 2010). The chances are, if you think SMART (specific, measurable, achievable, realistic and time-based) then you’re on the right track. Check your progress at the end of the six weeks… - Take regular walks and get outside for a break. Many of us are guilty of overloading ourselves with work and avoiding the walk outside of the office or work space. Fresh air and a brisk walk will energise you (movement is life!) - Cut down on snacking. Or even substitute snacks for something a little healthier. It’s amazing how much better we feel when we’ve eaten foods packed full of goodness and you’ll notice the changes quicker than you think. - Enjoy regular caffeinated drinks? Why not try and cut down or try some alternatives, such as decaf drinks or herbal teas? Cutting out caffeine can lower blood pressure and help improve sleep; both ways of leading to a happier, healthier lifestyle. - Set up a power walking or running club – or even a small sports team. You could meet weekly and have fun as well as getting fit and having something to commit to each week together. ## 3. Thought-Provoking Facts - In the 2018 Making Diversity & Inclusion a Business Reality report, one of the discussions reported the importance of redefining ways of working and unlocking the best potential in all employees to focus on the output results for the company. - “Happy colleagues = happy customers = happy profits” and without a proper commitment, this simply wouldn’t be possible. - Flexible working was a highlighted point; which also came up during this year’s D&I event. With more flexible working options, it was found that employees felt happier in the workplace. - Understanding each other and working together is vital for alleviating stress and enhancing wellbeing in the workplace. - Research within Making Diversity & Inclusion a Business Reality also highlighted that with better ways of working there is an increased commitment, loyalty and general willingness to go the extra mile when required. - This could all this be possible with heightened wellbeing of the employees – which can all begin with careful planning. If you’d like to find out more, check out Becky’s Corporate Wellbeing info on her [website](http://rsperformancetraining.co.uk/corporate-wellbeing/ "website") for more details. **Categories:** News **Tags:** DiversityandInclusion, health, mentalhealth, wellbeing, workplace --- ### [Mud on the Wall: What Stuck with us from Autocar’s Great British Women Rising Stars 2019](https://ennisco.com/2019-06-20-mud-on-the-wall-what-stuck-with-us-from-autocars-great-british-women-rising-stars-2019/) **Published:** June 20, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/06/britsih-women-logo-final-1-300x199.jpg) It has been brilliant to see the tenacity and enthusiasm really paying off for Autocar. The intent is clear in the sense that they are trying to create an established annual event to celebrate women in the automotive industry; with the fourth event this year being the best by far. From the flamboyant presentation delivered by the fantastic Laura Schwab, to the humbling story of Judy Murray and being a great Mum, to the pledges made by the panel of senior figures within the industry, insights into the world of Mercedes and the confident, enthusiastic apprentices – all elements made up the perfect recipe for a truly delectable event. Huge kudos to the well-deserved winners, too – an amazing array of women I was incredibly proud to be in the close vicinity of. All in all, a fantastic day that won’t be forgotten. It goes without saying that this needs to continue to be recognised and having reflected on the event, it has given me time to really think about yesterday as a whole – and what has ‘stuck with me’ from it. ## Selective focus We discussed this in detail at our second Making Diversity and Inclusion a Business Reality event back in May and to be honest, I could talk about this until I’m blue in the face. As much as I am, of course, an advocate for championing more women within our industry… I still feel we are focusing too much just on gender alone. Gender is of course really important, yet there just seems to be an imbalance right now – with over 19 different awards ceremonies/initiatives alone for women going on right now, it does feel like we should perhaps highlight other areas of diversity that equally could have greater impact. ## We all need somebody to lean on You can’t tell me you didn’t just read that and did not internally sing the song. Or you might have even started singing it out loud, depending on where you’re reading this. Either way, a great deal of conversation yesterday featured around having someone to guide, support… act as a mentor for the trials and tribulations of career ‘wows’ and ‘woes.’ Obviously, that someone will be a special kind of person. A trusted advisor, a helping hand… or even just a good listener to vent to. Ranting is cathartic and when it’s to someone you trust and respect, I think a little goes a long way. ## Are we trying to achieve the unachievable? Let’s cut to the chase. I think it’s quite clear that we’re sometimes trying to achieve results that just simply aren’t sustainable. Of course, it’s positive to think ‘anything is possible’ but sometimes… it just isn’t. Are some of the changes that are trying to be initiated practical from a commercial point of view? Not always. Are we looking too deeply into things we can’t deliver? I would say so. ## Do we need to be more realistic? Yes. We. Do. As much as we try to look like the ‘good guy’, it’s just not always attainable. Realistic targets are going to save a great deal of headaches and, ultimately, provide more motivation for actual change. So why not start small… and keep it that way? I think there are so many things that can be simplified in this respect and a dose of realism really will go a long way. Following yesterday’s event, a quote has stuck with me from the fantastic Val Risk’s presentation; it’s Reba McEntire’s “To succeed in life, you need three things: a wishbone, a backbone and a funny bone.” I want to add to this and say we need to ‘throw’ a determination bone in there, as well. To add to the collection… **Categories:** News **Tags:** autocar, automotive, british, DiversityandInclusion, RisingStars, women --- ### [Press Release: Auto Industry Making D&I Progress, But There Are Still Too Few Women In Leadership Roles](https://ennisco.com/press-release-auto-industry-making-di-progress-but-there-are-still-too-few-women-in-leadership-roles/) **Published:** July 3, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/07/tsaautotrader18-1-1-300x200.jpg) According to the second annual *Making Diversity and Inclusion a Business Reality* White Paper, published today, diversity and inclusion (D&I) is climbing the agenda for the majority of businesses, but there remain too few people from diverse backgrounds in leadership roles. The White Paper, produced in partnership by Auto Trader and executive search specialists, Ennis & Co., tracks the D&I behaviours and commitments of many of the UK’s leading automotive retailers and manufacturers. Featuring brand new research conducted by employee insight specialists, Qlearsite, the White Paper reveals that 88% of the automotive organisations surveyed encouragingly identify D&I as a key priority; an increase from 85% in 2018. Reflecting the fundamental business requirement to evolve alongside the rapidly increasing sophistication of the industry, 53% believe the need to attract and retain a greater array of skills and experiences was the primary motivation for driving a D&I agenda. Although the number is falling, 7% of automotive businesses said its D&I focus was to comply with legal requirements, indicating that for nearly one in 10, D&I disappointingly remains a tick boxing exercise. Reassuringly, the research revealed that whilst there is clearly room for improvement, the general perception within the industry is that D&I progress has been made over the last 12 months: 61% of respondents said their progress had been ‘fair’ or ‘good’, whilst just over a quarter (28%) felt it had been ‘very good’ or ‘excellent’. Organisations have largely shown a positive commitment to modernising ways of working, with 56% claiming to offer flexibility in working arrangements, 36% redefining how teams work and 29% have begun developing a business case for better work-life balance. Clearly, significant progress is being made towards enabling employees to tailor their work lives around the priorities in their personal lives, but worryingly, one in five (22%) organisations believe they haven’t made any progress in these areas. What’s working? According to this year’s study, the industry is progressing towards achieving a more diverse and inclusive workforce and environment, frequently attributing the progress to improvements in training and development of existing talent (36%) and recruitment of new talent (19%). The top two most pressing issues around D&I are both centred around leadership. The lack of people from under-represented groups reaching senior and C-suite roles within the automotive industry is considered the most pressing (33% agree), closely followed by the automotive sector failing to see diversity as a business-critical leadership issue and therefore not demonstrating commitment from its senior leadership (29% agree). When asked what needs to be done, leadership and gender are the top two actions prioritised across the 2018 and 2019 reports, suggesting the industry wants more women in senior roles. Commenting on the findings, Auto Trader’s Manufacturer and Agency Director, Rebecca Clark, said: “All of the data shows that retailers that represent the communities in which they serve provide a better, and more profitable, in-dealership experience for their customers. And crucially, as the industry rapidly evolves in terms of how people buy cars, pay for them, and the cars themselves, new skills and ways of thinking will be fundamental at every single level. It’s rewarding to see recognition at such a senior level that a D&I strategy that can attract and retain the very best talent is no longer a nice to have, but critical to success. Our report shows whilst we have some way to go, we’re making some great progress – I cannot wait to see where we’ll be in a year’s time.” Lynda Ennis, founder of Ennis & Co., commented: “The automotive sector continues to undergo challenges and exciting changes. We now see ourselves at a positive turning point when it comes to diversity and inclusion, yet there is still work to be done. I hasten to add – this isn’t a negative comment. By realising what requires more attention in the D&I field, we can eliminate just the ‘conversation’ aspect and implement more action. If we continue to identify the aspects that require further attention and make changes that could lead to positive, reinforced change across the industry, this will help us to do more than simply just survive but to grow and thrive too.” The report includes commentary and best practice advice from a range of industry senior executives, including Daksh Gupta (CEO, Marshall Motor Group), Mandeep Dhatt (Executive Director of HR, McLaren Automotive), Matt Davies (HR Director, Addison Lee Group) and Gill Crowther (General Manager, HR & Administration, Mitsubishi Motors), who joined circa 90 HR directors, MDs and CEOs for a one day collaborative seminar in May, hosted by Auto Trader and Ennis & Co. To download a free copy of the report, please visit: by Comms Team **Categories:** News **Tags:** automotive, D&I, diversity, DiversityandInclusion, Leadership, makingdiversityandinclusionabusinessreality, progress, whitepaper, women --- ### [Vertu Motors Plc appoints Andy Goss as Non-Executive Chairman](https://ennisco.com/vertu-motors-plc-appoints-andy-goss-as-non-executive-chairman/) **Published:** July 22, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/07/vertu-motors-plc.png) Vertu Motors Plc, the automotive retailer with a network of 123 sales and aftersales outlets across the UK, today announced the appointment of Andy Goss as Non-Executive Chairman, with effect from 25 July 2019. Andy, who is currently a Non-Executive Director and has been on the Board since 3 September 2018 has been appointed following an extensive recruitment process. Andy has considerable experience in the automotive sector including senior roles for JLR, Porsche and Toyota. Prior to joining Vertu, Andy was Group Sales Director and a member of the board for Jaguar Land Rover. Andy replaces Peter Jones, who announced his intention to retire from the Board earlier this year. The Board would like to thank Peter for his service and contribution to the Group during his time as Chairman. Andy Goss commented: “I am very excited to be leading the Board in what promises to be a fascinating period in the sector in the next few years. With its strong balance sheet, best in class systems and processes and strong and stable management team, Vertu is well positioned to benefit from the challenges and opportunities in the motor retail market. I look forward to supporting the Group to continue to strengthen its relationships with its manufacturer partners. Following my appointment and Peter’s departure, I will keep the board structure under review. I have known Peter for many years and his retirement marks the end of over 40 years in the sector. He has left his positive mark on both the automotive plcs he has led and the people he has encountered.” Andy has taken over from previous non-executive Chairman, Peter Jones, following his departure after his announcement in May. Jones said: “Having had over four years as chairman of the Group, I am delighted with this appointment and am confident that Andy’s insight and energy will provide great leadership to the Board alongside Robert and the team. I am leaving the Board in good hands.” by Comms Team **Categories:** News **Tags:** appointment, chairman, new, Non-Executive, retail, role, vertu --- ### [Richard Gordon – keeping the journey going, no matter the pace](https://ennisco.com/richard-gordon-keeping-the-journey-going-no-matter-the-pace/) **Published:** July 31, 2019 **Author:** Comms Team **Content:** Having been an associate with us at Ennis & Co for almost a year now, we are still so thrilled that Richard continues to support us with his almost limitless industry knowledge. I say almost – as recently he looked at the word ‘limitless’ and commented- ‘that’s a bit worrying!’ His modesty still knows no boundaries after almost forty years in automotive – which is what we love about him! Although he might choose to meander through country roads in his motorhome rather than fire up a Ferrari or Bentley these days (when he’s not providing us with invaluable interview support) Richard Gordon is by no means through with shifting the gears of life. Having not long returned from a leisurely five weeks roaming around France, Richard recently joined in the celebrations with us at a birthday lunch for our Client Relationship Manager, Freddie Keyworth. Freddie has just turned 22 – which, as you can probably imagine, made Richard and I discuss the ‘o’ word. Now, don’t get me wrong – we don’t focus on age in the slightest, but you simply can’t fight a feeling. And that feeling is old. Instead of diving into the nearest cosmetics shop for some anti-ageing treatment, it led us to look further into the journey we have faced so far and what we’ve achieved – and are still yet to achieve – in automotive… and in life. Richard looked at me with a smiling, slightly bemused expression at one point during our conversation about work and said; “for me, ageing doesn’t mean you can’t contribute value… it just means it might take a little longer!” I frowned at him, looking a bit confused. Longer? What does he mean by that? Richard being Richard – he knew I was about to question his logic. “I mean longer” (he continued, in his dulcet tones) “because people are willing to wait for something worthwhile.” That hit the nail on the head. I get where he’s coming from, in his new life with a more relaxed pace. This industry is notoriously fast-paced, and everyone expects results instantly. But what Richard has decided to do is take ownership of his future ‘pace’ by seeing where he can offer his knowledge and skills, support those in need… yet manage expectations of when this will be. Fear not, readers. Off the back of this revelation – I’m not saying I’m slowing my pace in the slightest. I still like my fast cars. My brain still ticks over a million miles an hour and, if anything, I’m busier now than I’ve ever been before. But I admire Richard’s outlook and how his talent still remains in the industry – because it would be a terrible shame if it didn’t. by Lynda Ennis **Categories:** News **Tags:** Associate, expert, Gordon, insights, Leadership, Richard, Team --- ### [What it takes to be a stand-out candidate](https://ennisco.com/what-it-takes-to-be-a-stand-out-candidate/) **Published:** August 9, 2019 **Author:** Comms Team **Content:** In the competitive world of the automotive industry, candidates need to stand-out from the get-go in order to outshine the competition. It is true that first impressions do count, and experienced recruiters can often sense early on when they have found the perfect candidate. In an industry which sees 856,000 people employed and with an £82 billion turnover in 2017, the UK automotive industry is a very attractive and varied market to be in (SMMT). The industry is so diverse that for an executive search organisation the roles and ideal candidate required can be quite varied. With so many different sectors and areas of the industry to go into the range of job roles is unending. However, for Lynda and Jamie there are certain attributes which are always beneficial in a candidate. When asked what makes a candidate stand out to them, Jamie had a clear opinion: *“Communication and the responsiveness to communication.”* Fast responses to emails are especially appreciated as it helps keep the process in motion and makes organisation much easier. Being able to articulate well is also of great importance, particularly within the interview stage. Jamie also has appreciation for candidates who respect Ennis & Co and the process here. Lynda agreed and added that candidates who ask all the right questions and are well prepared for the interview are welcomed. Somebody who is very clear about what they want, and you know that they’re making a decision that’s right for them. Honesty is also of vital importance. When asked if a candidate has ever made a special impression, Lynda mentioned receiving hand-written thank you notes, or even hampers and bottles of wine on occasion. Thoughtful touches such as this are unusual but always appreciated. Of course, there is no ‘perfect’ candidate, and different roles will be suited to different people. However, overall it seems that in order to shine during an interview what is needed are basic skills done well. Good communication, honesty and respect are at the core of a good interview, traits which are sometimes overlooked and often undervalued. It could be argued that more organisations should hire people based on who they are over the experience they have in the sector. Most people can be trained quickly and effectively into any niche market but fitting in with co-workers and having the ingrained values that an organisation promotes cannot be taught so easily. As well as this, there are other positives that a business can benefit from by hiring outside their industry. For example, newcomers to an industry bring with them a fresh perspective and outlook. Particularly when looking to rethink or reimagine an area of work, it is sometimes beneficial to introduce a completely new way of thinking. In an ever-evolving industry with a £2.6 billion investment in 2017, the future of automotive is bright, and having the right people for the job is of vital importance (SMMT). Trought, F. (2017). Brilliant employability skills: How to stand out from the crowd in the graduate job market. Pearson UK. by Comms Team **Categories:** News **Tags:** automotive, candidate, executive, executivesearch, industry, search, talent --- ### [2020: An outlook on the year ahead](https://ennisco.com/2020-an-outlook-on-the-year-ahead/) **Published:** January 6, 2020 **Author:** Freddie Keyworth **Content:** As we enter an exciting new decade for the automotive industry, we find ourselves looking ahead to gauge what’s to come from this pivotal time for the sector. However, we can never truly move forward unless we reflect on what has been. As you may be aware, the market figures from December 2019 have just been released, which has provided some interesting data. We have broken down the key statistics that we have seen from the SMMT and Auto-Retail, as below, which we found most interesting: - With total new car registrations falling 2.4% in 2019 to hit a year total of 2.31m units, and within this retail registrations falling 3.2%, the overall outcome delivers the dampening headline that the new car market has hit a six-year low. - Total registrations, however, in December (as a stand-alone month) grew by 3.4%, with fleet up by 7.3%. Retail sales were almost unchanged (up 0.1%) to take 36.8% of the market. - Fleet finished up 0.8% for the year. “Business” sales; (inclusive of internal sales e.g. demos, courtesy cars) represented 32k of the 56k sales decline in 2019; the balance in drop in sales of 24k in private sales. - Interestingly, petrol registrations were found to be up 32k and 2.2% for the year. - Alternative fuel vehicles were up 84k with a total of 229k registrations; just under 10% of the market; with BEV (pure electric) at 38k still only represents 1.64%. The introduction of further MHEV models in 2019 and significantly diesel derivatives helped to grow sector sales by 45k in the year. - During 2019, the sectors that saw significant falls were diesels (-21.8%) and plug-in hybrids (-17.8%). However, the introduction of new plug-in hybrid electric vehicles (PHEVS) at the end of the year saw PHEV’s leap 21.8% in December 2019 with continued strong sales and growth of MHEV models - With the fall in diesel sales, a rise in petrol and SUVs came with it, resulting in the UK’s average CO2 figures rising 2.7%. This has occurred regardless of the 144.0% increase in BEVs (which, again, only represents 1.64% of the market). It’s also interesting to note the brand winners of 2019, in terms of significant volume and growth (%): Jeep 1.29% Mazda 1.38% Kia 1.63% Citroen 2.39% Toyota 3.21% Bentley 3.4% Seat 9.44% Volvo 11.70% Porsche 22.67% Lexus 26.67% Dacia 28.06% MG 44.49% Looking ahead in 2020, it would appear that the industry continues to face the challenges that could represent the ‘double-edged sword’ that needs to be focused on growing sales volumes, whilst looking to deliver vehicles that achieve lower emissions. The automotive organisations will be under intense pressure to decrease the worrying CO2 figures, most likely with the ‘push’ of alternatively fuelled vehicle sales. However, in the midst of the ‘resurgence’ in sales will come the factor of non-BEV/PHEV/MHEV sales and what the future volumes look like for them. The predictions for the overall market in 2020 so far may appear sombre. However, December’s increase in total registrations and almost un-changed retail sales appear as a glimmer of hope on the horizon. **Categories:** News **Tags:** 2020, automotive, brand, data, industry, market, outlook, overview, registrations, research --- ### [A pivotal decade for automotive](https://ennisco.com/a-pivotal-decade-for-automotive-why-2020-is-the-best-time-to-join-the-industry/) **Published:** January 27, 2020 **Author:** Comms Team **Content:** It goes without saying that 2020 is an exciting new era for automotive. With the continued growth of alternatively fuelled vehicles, new and improved digital platforms, as well as the advancements moving forward with vehicle autonomy; the time for attracting talented individuals to deliver the key skills needed has never been greater. And what better time to join a fast-paced, ever-evolving industry when there is simply so much variety? In fact, having launched our new initiative in partnership with Autocar, known as ‘Drivers of Change’, it has been amazing to see the journey of so many people from other industries joining the world of automotive… and why they have never looked back. Backed by 14 fantastic industry-leading sponsors, the collective idea was to bring this initiative to life together to breathe new talent into our wonderful industry. It’s not just about tackling some of the stereotypes that can tag along to automotive; it’s about conveying how diverse, inclusive and forward-thinking this sector really is. As executive search specialists for the automotive industry, we are just as passionate about the talent of the future as we are about existing talent. We know criteria has changed when it comes to filling roles. And we know that sometimes the perfect person for a role is out there… they just don’t know that themselves. They could be channelling their skills into an industry that needs them… and we want to help drive the change to make this happen. If this sounds like you, or someone you know, we hope you can take a little time to share a golden opportunity for them to experience the industry. We’re looking for a short-written piece accompanied by a 90 second video showcasing insightful ideas surrounding one of three key categories: technological, digital and retail. All vital areas of automotive, there will be a chance to think ‘outside the box’ into how the industry can be transformed and how this could involve the entrant… whether the idea be big or small. Some of the greatest achievements have started in the littlest of ways… so what is there to lose? Entries are now very much open, which you can find here: [https://www.autocar.co.uk/driversofchange](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.autocar.co.uk%2Fdriversofchange&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cf613112bb8cd49297ffa08d7aa1dced5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637164917335860643&sdata=J6y5WO1ZY1fSzhtvWeAsy6Xe7ca4BTu9wQm3%2ByanAyo%3D&reserved=0) You may be thinking that the need for varied skills could discriminate. Yet, in fact, it is completely the opposite. If you are working in digital marketing for a non-automotive organisation, for example, yet want to analyse fascinating data trends when it comes to automotive retail… then this could be the step forward for you. Or, say you have studied and are fascinated by the concept of vehicles propelled by something other than petrol – why not channel that passion into automotive research and development? There are also incredible opportunities for those with a love of computer science, mechanical engineering, software development, sustainability integration… even 3D printing and design. The possibilities are effectively endless. Having a great knowledge of products and customer service is another key element, should you wish to take the retail route. These routes are often the main driving force for the success of automotive organisations… as how can sales be generated without the right people propelling them forward? These are of course merely examples of just a tiny percentage of some of the exciting career opportunities out there at the moment. This is but the tip of the iceberg. There doesn’t necessarily have to be an automotive background connection to get involved in the industry. Please share this on and let’s see what the future looks like in terms of industry talent… To find out more, please visit: [https://www.autocar.co.uk/driversofchange](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.autocar.co.uk%2Fdriversofchange&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cf613112bb8cd49297ffa08d7aa1dced5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637164917335860643&sdata=J6y5WO1ZY1fSzhtvWeAsy6Xe7ca4BTu9wQm3%2ByanAyo%3D&reserved=0) **Categories:** News **Tags:** autocar, automotive, DiversityandInclusion, DriversofChange, inclusion, industry, leaders, talent --- ### [Zero-emissions evolution, not revolution](https://ennisco.com/we-need-zero-emissions-evolution-not-revolution/) **Published:** February 4, 2020 **Author:** Lynda Ennis **Content:** I’m all for setting ambitious targets but the government’s surprise decision to bring forward the ban on selling new petrol, diesel or hybrid cars in the UK from 2040 to 2035 at the latest concerns me greatly. Revolution is no good without evolution, and the industry still has an awful lot of evolving to do to cope with such a seismic shift to alternative fuels. Are we being asked to run before we can walk? Did you know, for example, that the UK currently has just 6,500 charging points – fewer than Norway, whose population is less than a tenth of the UK’s size. Hundreds of thousands more will be needed by the time the ban comes into force. Just as worrying is the impact the decision will have on an industry that is already coping with a period dramatic transformation, driven by new technologies. At a stroke, five years of advance planning by manufacturers and retailers has been wiped out. Unsurprisingly, the announcement has sent shockwaves through the industry, with the Society of Motor Manufacturers and Traders (SMMT) accusing the government of ‘moving the goalposts’ on zero emissions legislation. I share their frustration. Manufacturers and retailers are already investing heavily in plug-in vehicles, with more models due to come on stream soon, but they still make up a tiny percentage of sales. Accelerating progress towards zero emissions will place a huge extra financial burden on the industry that could threaten the UK’s competitiveness in the international marketplace. And that, of course, puts people’s jobs at stake. If I decide on a fitness or weight goal before a certain deadline, it means nothing unless I have a plan to achieve it. So far, there is little sense of any strategy or investment plan to lead us to the zero emissions promised land. How do we get to a comprehensive charging infrastructure, which is likely to cost hundreds of millions? What’s the plan for energy supply, given the strain electric vehicles will put on the grid? More wind and solar power? And what role will hydrogen cell vehicles play How do we create the conditions for companies to invest in future zero-emissions vehicles without undermining current profitability? So many questions and, as yet, so few answers. **Categories:** News **Tags:** EV, Evolution, industry, LyndaEnnis, smmt, Zero-Emissions --- ### [March 2020: A review of the year so far](https://ennisco.com/march-2020-a-review-of-the-year-so-far/) **Published:** March 5, 2020 **Author:** Freddie Keyworth **Content:** As we enter the final month of what has turned out to be a very eventful first quarter of 2020, it seems a good time to reflect on all that has happened, and to anticipate what is to come in Q2. Though it is still early days in terms of annual outcomes, some of the curve balls which have already been thrown at us over the past couple months will undoubtedly have an impact on overall figures at the end of the year. It was interesting to read the SMMT commentary on February and the current year to date, in particular its appeal to the government to remove VAT for BEV, Plug-in & Hydrogen fuel-cell vehicles. Given the demands on public funding for the NHS and police, reducing income to revenue at this time seems ambitious. Equally, what is the route to delivering the ambitious ‘end’ to new ICE vehicles by 2035? There is also the huge investment required in building EV infrastructure across the UK. Personally, I think February is a difficult month on its own to read too much into because of its inevitable low volumes ahead of March and the new “20” registration plate. But there is the irrefutable continuing downward trend in registrations. Our own analysis of **February YTD** picks out the following low/high points: - Total YTD registrations are down 14k and 5.8% comparatively to 2019, at a total of 228,873. - Fleet registrations are down just 2k and 1.4%. - Diesel registrations are down 23k and 33% of this accounts for the full YTD market decline. - The other real decline is in sales to the private buyer; down 13k and 11.7%; is this customer group being well served by the OEM and government? Are consumers confused by the best way forward? Is there sufficient choice and at affordable pricing currently available from the OEMs? - I’m not sure we can tell too much at a brand level at this stage in 2020; is this driven by demand or vehicle availability particularly the brands with BEV, PHEV. MHEV etc models; superficially, Audi, BMW, VW, Lexus, Toyota, MG, and Volvo, among others, all have PHEV & MHEV and are showing growth; other brands although not exclusively without these alternative fuel offerings are showing decline including Ford, Vauxhall and Peugeot to name just three. The luxury and sports car sector with Bentley and Porsche has started positively. - Although the SMMT also highlighted the decline in February of small van registrations, the YTD position for the LCV sector as a whole remains positive, but again two months is a short period to read too much into a performance, but the SMMT does publish a rolling 12 months graph which elaborates further. - The impact of the COVID-19 outbreak continues to have a significant impact on the global automotive industry. While output is slowly recovering in China, a country which accounts for 30% of the total sector, the impact of the production slump on top-line revenue for global OEMs and Tier 1s will be considerable, at an estimated 10% drop. - Another interesting point to note is that the cancellation of the Geneva Motor Show has not stopped manufacturers such as McLaren Automotive and Aston Martin from proceeding with their planned unveilings, as the event continues online. Could this be where the future of motor shows lies? Events such as this have been under threat for some years, due to a continued decline in consumer interest; though recent feedback on this more efficient approach to product launches appears positive. It seems that the damaging environmental impact and high cost of transporting people and cars around the world for these shows has become unnecessary. - Popularity of electric vehicles seems set to increase, as the number of EV charge points installed by supermarkets doubles in the past two years at an increase of 542 units. However, despite this improvement, the proportion of supermarkets offering charging is still low. The SMMT figures state a huge 243.1% increase in BEVs in February, as well as further increases in PHEV and HEV, which suggests to me that much more needs to be done in terms of infrastructure to support these vehicles. To summarise, the industry is in decline YTD which, to be honest, is unsurprising when considering previous estimations and the recent outbreak of coronavirus. Consumers, particularly the private buyer, are holding off from purchasing; perhaps due to a lack of communication from both OEMs and the government. There are often mixed messages between what the government promises vs the reality of what the industry can support, particularly in terms of EV technology, which has perhaps led to uncertainty and confusion among consumers. Continuing this environmental trend, the traditional ICE vehicles are under pressure with diesel in freefall. It will be interesting to see the future set of results for 2020. Though times seem unstable at the moment, continued developments in technology and EV are definitely one to keep an eye on for future growth. **Categories:** News **Tags:** automotive, EV, ICE, insights, review, smmt, vehicles --- ### [Marshalls CEO Daksh Gupta upbeat about electric future](https://ennisco.com/marshalls-ceo-daksh-gupta-upbeat-about-electric-future/) **Published:** March 12, 2020 **Author:** Comms Team **Content:** As CEO of Marshall Motor Holdings plc, Daksh Gupta is uniquely placed to assess the far-reaching changes taking place in the automotive sector as manufacturers rush to bring out new hybrid and fully electric vehicles. Marshalls are one of the UK’s largest automotive retail groups, partnering 19 car manufacturers and, in the case of nine of them, delivering between 5-10% of their UK volume. “We’re a very significant partner and that gives me a privileged position of being able to see what the new products look like that are coming in,” says Daksh, who has been at the helm of the company since 2008. The electrification revolution within the European market is tied inextricably to the EU’s regulations on C02 emissions, which require manufacturers to meet a phased series of emissions targets or face punitive fines. From Jan 1 this year, the limit is 95 grams of CO2 per kilometre for new cars, with more stringent targets to follow. “The challenge will really come in 2025 because that target of 95 grams will move down further,” says Daksh. “At that point, manufacturers won’t be able to hit the target unless they are selling a significant amount of battery electric vehicles, so this is something that is absolutely going to happen. “I think people will be surprised at the rate of take-up. I was in Norway recently, where 60% of the vehicles they sell are some form of alternatively fuelled vehicle, either battery electric vehicle or hybrid. “In Norway, they have significant support from the government to buy electric vehicles, so you can park anywhere for free with electric vehicles, use bus lanes, pay no road tax or tax on your purchase. “So, a Tesla which would typically be about £100,000 here goes for 63,000 euros there. It’s heavily incentivised by the Norwegian government and I think certainly the UK government needs to do more if they’re going to get the take up from electric vehicles.” One of the biggest challenges in the electric vehicle market has been overcoming customer ‘range anxiety’, but Daksh predicts the issue will recede as technology advances. “If you look at the new Ford Mustang E that’s coming out, that vehicle has a range of 370 miles, which is just amazing,” says Daksh. “If you look at the Volkswagen ID, the vehicle comes with three battery options and the top battery will do close to 500 miles. If you think about it, most people’s cars don’t do 300 miles without refuelling, so I think that deals with range anxiety. “The other barrier is around charging time. If you look at rapid charging, you can charge vehicles at 80% within 20 minutes, which I think is workable. “The key time people need to get down to is 14 minutes because, apparently, that is the average time someone spends in a petrol station – filling up, buying a coffee, a sandwich or whatever.” The higher cost of electric vehicles is also an obstacle, but Daksh believes advances in technology and greater take-up will lead to cheaper prices. “As technology moves on, the ranges will get further and the production cost of batteries will go down. I was recently reading somewhere that Volkswagen are going to make profit on the sale of their electric vehicles which, despite development costs of 66 billion euros. “This is where scale makes a big difference and, as the take-up for this gets better, the production costs come down.” The big question for a company like Marshalls is what impact electrification will have on the traditional dealership model for selling cars in the UK. Daksh believes that a reduction in the number of dealerships is inevitable, but that large, established groups such as Marshalls will prosper. “Manufacturers have invested heavily and are going to need to recoup that money. The way they will do that is to try and reduce the cost of distribution of supply chains, so what you will see over time – and I think this will accelerate reasonably quickly – is a rationalisation of dealer points and the number of dealer points. “Ford are already talking about reducing their network size quite significantly, and I commend them for doing that because what that will do is protect the viability of the remaining dealers. “By reducing the numbers of dealers – and invariably it will be the smaller ones that will go – it will basically mean the remaining ones will see a higher turnover per site.” An alternative possibility is that manufacturers will try to recoup investments costs by moving to new online retail models. Daksh foresees some potentially disruptive trends but is certain the dealership model is here to stay. “The internet’s been around for 20-25 years and we’re still here,” he says. “Cars aren’t click-to-buy products that you would purchase from Amazon. They are the second most important purchase and the second most expensive purchase you’ll make. “Would you buy your house on Rightmove and click to buy without seeing it? Never. “I read recently that the average mileage is now around 11,000 miles a year in the UK and the average speed is around 20mph. If you work that back, it means you spend around 550 hours a year in your car, so would you risk getting that wrong? “Buying a vehicle is an emotional purchase. The online proposition undoubtedly has a part to play but, from my perspective, customers still want to touch and feel and have access to guidance to about what they’re going to buy.” **Categories:** News **Tags:** CEOInsights, electrification, EVs, MarshallMotorHoldings, MMG, transformation --- ### [A message from Ennis & Co...](https://ennisco.com/a-message-from-ennis-co/) **Published:** March 19, 2020 **Author:** Comms Team **Content:** Ennis & Co would like to take this opportunity to wish you, and your families, well at this particular time. As much as current happenings are ever-changing, the world doesn’t stop and when it comes to helping organisations find new talent – neither do we. As executive search specialists, we carry out global assignments for organisations across the entire automotive spectrum, ranging from manufacturers to national sales companies (high-volume through to prestige and luxury brands), as well as supply chain companies, retail groups, leasing/mobility providers, data analytics organisations and innovative technology companies. Ennis & Co are still working hard to deliver our commitment to helping our clients continue to operate during the current climate. Despite the current situation, our business is still fully operational and well staffed to continue to assist our clients – whether that is with search assignments or supporting internal recruitment functions, which may be under-resourced during this period. If you think we can support either contact us by email or call 01962 392150, we’d be delighted to help. **Categories:** News **Tags:** Coronavirus, Ennis&Co, executive, executivesearch, search --- ### [VE Day](https://ennisco.com/ve-day/) **Published:** May 8, 2020 **Author:** Lynda Ennis **Content:** Although the media is saturated with virus-focused news, I wanted to draw the attention back to VE Day; for a few reasons in particular. This one, for me, will sadly be the first one I have spent without my ultimate war hero; my Dad. At 94 years old, he’ll be seeing in VE Day at home with my Mum, staying safe during these unpredictable times. Each year, we reminisce about his own VE Day memories (one of the very few stories he tells about his time during the war). On April 25th 1945, my Dad was shot down from the sky. For some reason, he was taken to Cornwall (to this day he’s still unsure why but I could think of worse places to be, in all honesty). Here he was convalescing and on 8th May 1945, he heard Churchill’s announcement on the radio. I can only imagine the immense relief he felt. The fight was over. He could finally go home. Ironically now, the world is battling a different war; an invisible struggle where front line fighters are armed with masks and ventilators instead of helmets and artillery. I think it only fitting that we remember here; we have seen war before. We got through it. And we WILL get through this virus. These are resonated by the positive words of my fantastic Father and on this day, perhaps more than ever, I am so incredibly proud of him. **Categories:** News **Tags:** Bunnt, Bunny, VE, VEDay, WW2, WWII --- ### [Automotive News](https://ennisco.com/automotive-news/) **Published:** May 15, 2020 **Author:** Comms Team **Content:** ### Your latest news from Ennis & Co Each week, we are looking to bring you the latest news within the world of automotive all in one place, allowing for ease of access to key trends, new appointments at C-suite level and topical activity that may be of interest. [](https://r.pblc.it/c/143667294?method=email&token=17379196-o7O) **New Appointments in Automotive** **Volkswagen Commercial Vehicles** ![](https://ennisco.com/wp-content/uploads/2020/05/CianOB.jpg) Volkswagen Commercial Vehicles has welcomed Cian O’Brien as its new director following Carl zu Dohna’s appointment as chief commercial officer at Volkswagen Financial Services. [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Fpeople-news%2F2020%2F05%2F06%2Fvolkswagen-commercial-vehicles-welcomes-cian-o-brien-as-director++)**Volkswagen UK** ![](https://ennisco.com/wp-content/uploads/2020/05/SCOX.jpg) Volkswagen UK appoints Sarah Cox as head of marketing for EV era. [**Read the full article here**](https://r.pblc.it/c/143670090?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Fpeople-news%2F2020%2F05%2F05%2Fvolkswagen-uk-appoints-sarah-cox-as-head-of-marketing-for-ev-era++)[](https://r.pblc.it/c/143670344?method=email&token=17379229yoDQ) **Mitsubishi Motors** ![](https://ennisco.com/wp-content/uploads/2020/05/TOBY-MARSHALL.jpg) Mitsubishi Motors in the UK appoints Toby Marshall as aftersales director. [**Read the full article here**](https://r.pblc.it/c/143670344?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Fpeople-news%2F2020%2F05%2F06%2Fmitsubishi-motors-in-the-uk-appoints-toby-marshall-as-aftersales-director++)[](https://r.pblc.it/c/143670680?method=email&token=17379230on1z) **SMMT** ![](https://ennisco.com/wp-content/uploads/2020/05/SMMT.jpeg) Paul Heard has been appointed the new chief executive of SMMT Industry Forum. [**Read the full article here**](https://r.pblc.it/c/143670680?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Fsmmt-appoints-new-chief-executive-industry-forum-05-05-2020++)[](https://r.pblc.it/c/143671008?method=email&token=1737931SBlgA) **Inchcape** ![](https://ennisco.com/wp-content/uploads/2020/05/DTAIT.jpg) Inchcape has appointed Duncan Tait as its new chief executive who will take over from Stefan Bomhard on July 1. [**Read the full article here**](https://r.pblc.it/c/143671008?alt_obj=cta&method=email&url=https%3A%2F%2Fcardealermagazine.co.uk%2Fpublish%2Finchcape-announces-new-ceo-will-take-stefan-bomhard-july%2F191594++)[](https://r.pblc.it/c/143673319?method=email&token=1737936JNquq) **Daimler** ![](https://ennisco.com/wp-content/uploads/2020/05/MBvans.png) Klaus Maier, Head of Sales & Marketing Mercedes-Benz Vans, will leave the company at his own request on June 30, 2020. [**Read the full article here**](https://r.pblc.it/c/143673319?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.marketscreener.com%2FDAIMLER-AG-436541%2Fnews%2FDaimler-Klaus-Maier-Head-of-Sales-Marketing-Mercedes-Benz-Vans-will-leave-the-company-at-his-o-30548151%2F)[](https://r.pblc.it/c/143200119?method=email&token=17365226Y_cz) **COVID-19 Recovery** ![](https://ennisco.com/wp-content/uploads/2020/05/AdobeStock_333193415-bw-e1589552081157.jpg) Some good news in the road to recovery from the COVID-19 outbreak as some UK manufacturers return to work and China appears to be recovering well. Nissan’s China sales grew 1.1% in April as market recovered BEIJING (Reuters) – Japanese automaker Nissan Motor (7201.T) said on Monday its April sales in China grew 1.1% from a year earlier to 122,846 vehicles, as the world’s biggest auto market recovered from the coronavirus. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fuk.reuters.com%2Farticle%2Fus-health-coronavirus-nissan-china%2Fnissans-china-sales-grew-1-1-in-april-as-market-recovered-idUKKBN22N0U2++)[](https://r.pblc.it/c/143220548?method=email&token=1736523WTcs4) **Carmaking starts up as Bentley and Toyota workers return** Employees at two UK automotive plants are returning to work this week as the British economy tries to restart under the shadow of coronavirus restrictions. [**Read the full article here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.theguardian.com%2Fbusiness%2F2020%2Fmay%2F11%2Fcarmaking-starts-up-again-as-bentley-and-toyota-workers-return-coronavirus)[](https://r.pblc.it/c/143221133?method=email&token=1736526L_-bp) **Motor dealers eyeing new car boom in first month after Covid-19 restrictions are lifted** Car dealers are expecting a vehicle buying boom when the motor trade gets into gear when lockdown restrictions are eventually lifted. [**Read the full article here**](https://r.pblc.it/c/143221133?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.mylondon.news%2Fnews%2Fuk-world-news%2Fmotor-dealers-eyeing-new-car-18236149%23)[](https://r.pblc.it/c/143222027?method=email&token=1736529X1Qge) **Automotive news** ![](https://ennisco.com/wp-content/uploads/2020/03/iot-technology-concept-city-transport-smart-1575603-pxhere.com_-e1589552207377.jpg) Some of the most exciting news this week surrounds two upcoming mergers. It will be interesting to see where their new powerhouses evolve their businesses further. **European Commission sets decision deadline for FCA-PSA merger** ![](https://ennisco.com/wp-content/uploads/2020/05/Dnews-e1589552291484.jpg) The European Commission, the executive branch of the European Union, has set a provisional deadline of June 17 to announce whether it will approve the 50-50 transatlantic tie-up. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Feu.detroitnews.com%2Fstory%2Fbusiness%2Fautos%2Fchrysler%2F2020%2F05%2F11%2Feuropean-commission-decision-deadline-fiat-chrysler-psa-merger%2F3112858001%2F++) **Cake and Polestar announce brand partnership** The Swedish electric motorcycle brand Cake and luxury electric car brand Polestar have announced they are to enter into an extended brand partnership. [**Read the full article here**](https://r.pblc.it/c/143222769?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.visordown.com%2Fnews%2Findustry%2Fcake-and-polestar-announce-brand-partnership)[](https://r.pblc.it/c/143223138?method=email&token=1736533l0oWc) **Trends** ![](https://ennisco.com/wp-content/uploads/2020/05/Advisory-Board-Blog-Image-e1589552456970.jpg) ***Technology*** What impact will new technology and digital advances have on the way we buy and sell cars? Following COVID-19 will there be a lasting emphasis on safety features and social distancing measures? **Book your next Audi using Augmented Reality from home** Audi India has launched its new digitised platform which will allow people to buy their next car from the comfort of their home, free from the dangers of venturing out in the open. Balbir Singh Dhillon, Head of Audi India, said, “Digital customer-centric initiatives are a key focus area for Audi in India. We have been at the forefront of enabling and introducing future technologies for our customers – including Augmented and Virtual Reality elements. [**Read the full article here**](https://r.pblc.it/c/143223138?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.financialexpress.com%2Fauto%2Fcar-news%2Fbook-your-next-audi-using-augmented-reality-from-home-10-step-process-explained-a3-a4-a5-a6-q3-q5-specs-features-customisation-price-launch%2F1955095%2F++) [](https://r.pblc.it/c/143223643?method=email&token=1736534IPNLb) **How Kia Motors eliminates blind spots with new digital display** The technology enhances drivers’ vision either side of the car when driving on a highway, and is linked with the car’s turn signal. [**Read the full article here**](https://r.pblc.it/c/143223643?alt_obj=cta&method=email&url=https%3A%2F%2Fauto.hindustantimes.com%2Fauto%2Fnews%2Fhow-kia-motors-eliminates-blind-spots-with-new-digital-display-41589174523859.html)[](https://r.pblc.it/c/143224023?method=email&token=17365361tliT) **Electric vehicles** The increase in electric vehicle usage across the UK appears to be consistently increasing in popularity. Though there are some concerns among OEMs surrounding the capability of the sector in EV infrastructure and producing these vehicles, there may be more government support than previously anticipated. **Government pledges extra £10m for charge point installations** The Department for Transport has again doubled the amount of funding available for on-street charge point installations, pledging an extra £10m as part of a range of latest measures to encourage EV uptake. [**Read the full article here**](https://r.pblc.it/c/143224023?alt_obj=cta&method=email&url=https%3A%2F%2Ffleetworld.co.uk%2Fgovernment-pledges-extra-10m-for-charge-point-installations%2F) **Categories:** News **Tags:** automotive, automotivenews, industry, news, trends --- ### [How COVID-19 will change our ways of working](https://ennisco.com/where-do-we-go-from-here-how-covid-19-will-change-our-ways-of-working/) **Published:** May 26, 2020 **Author:** Lynda Ennis **Content:** Now we’ve gone through the initial shock of COVID-19 and its all-encompassing experiences, I can’t help but feel we’ll come out of the other side invigorated. Our Prime Minister has made references to the challenges we’ve made being the first of their kind since World War Two. What was the reaction of the country post-war? We rebuilt the damaged infrastructure. We understood more about the psychology behind people’s ways of thinking, identifying post-traumatic stress disorder and allowing for advanced mental health awareness. We saw a resurgence of a nation that had literally been battered and bruised… emerging from the metaphorical trenches and building a better future. For me, I think this will be a similar situation post-lockdown. The infrastructure that was in the process of being generated will be accelerated to support adaptability. Some of which having possibly been in the pipeline for years. Take, for example, a huge project I had assisted in the delivery of within a previous global role called “contemporary working.” I have recently been looking back on this project nostalgically and I truly cannot believe how relevant it is to this day (bearing in mind this was completed almost 20 years ago!) It’s almost as if the project was inadvertently created for the future. In a nutshell, the project explores subjects such as flexible working, new ways of thinking about work, using thought leadership and insights to create a better way of working for individuals on a scale that really recognises the individuality and uniqueness of co-workers; and how not “one size fits all.” If there was ever a time that will see diversity and inclusion stretched beyond the “normal” topics, it’s definitely today… and I actually think this could be a light-bulb moment for us all. From this I can see that the aftermath of COVID-19 could bring with it a real focus on what has been done, in terms of working in the past; and how this will change in the future. I can see this forming a kind of “hybrid” by blending the future with what we have already done in the past. It’s not going to be about reinventing the wheel, here. It needs to contain focus on the way forward by finding the good in what we have been doing during a turbulent time. In order to move forward, we cannot truly do this without looking back- even if that is just reflecting on the past few months, which may have actually seemed more like a lifetime for some people. On reflection, we have truly seen the positive impact of remote working amidst a crisis and the boost in colleagues supporting each other; arranging Zoom calls, games, quizzes and creative conversations even outside of work to keep “together”, even if not physically there in person. Ensuring the well-being of co-workers has increased. People are keeping each other motivated and realising it really is about working as a team. Different skill sets will enhance different areas of the business; the perhaps uncertain introverts may become the most approachable individuals in the group after this. Times are changing and, for me, I think communication has never seemed more buoyant. That’s the smart, dynamic and creative elements of a brain dealing with an (I’m going to use the buzzword, I’m afraid) “unprecedented” situation. The saying goes; “when life gets hard, remember diamonds are made under pressure.” Quite a cliché quote there but I think it resonates with me that certain gems are going to arise out of this whole situation. Now, anyone that knows me will be aware I’m not a preacher; I’m very much a ‘doer’, which makes situations such a now difficult for someone that has to burn off this extra energy. I always find it helpful to look at things in different ways and collate as much information as possible from the experts we have the privilege of working with, as this is the “real-time” insight that is truly needed in an ever-changing landscape. For me, it seems there is a deluge of information coming at us from all angles- so what I have done is pulled as much information, including my own thoughts, as possible into one publication. And this has resulted in our very first “Ways of Working” document, which we are set to share very soon. if you would like a copy, we would be delighted to share this with you. Please get in touch by emailing: hello@ennisco.com **Categories:** News **Tags:** automotive, COVID19, executivesearch, mobility, working --- ### [Automotive News](https://ennisco.com/automotive-news-4/) **Published:** June 5, 2020 **Author:** Comms Team **Content:** Your latest news update from Ennis & Co aims to bring you the very latest information within automotive from various UK-based and international media sources. This weeks update brings you: · New appointments in the industry · COVID-19 recovery and Ennis & Co’s “Ways of Working” · EV & technology advancements · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://r.pblc.it/c/143667294?method=email&token=1778489zU2La) **Jaguar Land Rover** ![](https://ennisco.com/wp-content/uploads/2020/06/ChrisThorp.jpg) Jaguar Land Rover has appointed Chris Thorp as corporate affairs director with immediate effect, succeeding Helen McLintock. [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.prweek.com%2Farticle%2F1684933%2Fjaguar-land-rover-appoints-new-corporate-affairs-director)[](https://r.pblc.it/c/149619594?method=email&token=1778500I0L9.) **Daimler** ![](https://ennisco.com/wp-content/uploads/2020/06/wolfgang.jpg) Dr. Wolfgang Bartels is to become the new Chief Compliance Officer at Daimler on July 1, 2020 and will thus also be the Head of the Compliance department. He will succeed Olaf Schick, who is to become the Chief Financial Officer of Daimler Greater China effective July 1, 2020. [**Read the full article here**](https://r.pblc.it/c/149619594?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fdr-wolfgang-bartels-to-become-new-chief-compliance-officer-at-daimler%2F)[](https://r.pblc.it/c/152007292?method=email&token=1778535cbtaf) **Bentley Motors** ![](https://ennisco.com/wp-content/uploads/2020/06/mattias-rabe.jpg) Dr. Matthias Rabe appointed Member of the Board for Engineering of Bentley Motors. Dr. Matthias Rabe, currently Chief Technology Officer of Volkswagen Passenger Cars, will be appointed Member of the Board for Engineering at Bentley Motors, effective 1 August 2020. He succeeds Dr. Werner Tietz who will leave the luxury brand at the end of June 2020 after more than two years to take up the position of Executive Vice-President for Research and Development at SEAT. [**Read the full article here**](https://r.pblc.it/c/152007292?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fdr-matthias-rabe-appointed-member-of-the-board-for-engineering-of-bentley-motors%2F)[](https://r.pblc.it/c/143200119?method=email&token=1778553DDeXw) **COVID-19 Recovery** ![](https://ennisco.com/wp-content/uploads/2020/06/VWIbuzz.jpg) **Volkswagen gets back to business with an eye on the customer** With money-saving solutions including deferred payments and Covid-19 measures in place, Volkswagen aims to attract embattled businesses. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.businesspost.ie%2Fmotoring%2Fvolkswagen-gets-back-to-business-with-an-eye-on-the-customer-da885a5c)[](https://r.pblc.it/c/143220548?method=email&token=1778561vLQec) **Nissan plans to restart output at UK’s biggest car factory in June** ![](https://ennisco.com/wp-content/uploads/2020/06/nissan.jpg) Nissan will restart phased production in early June at its northern English Sunderland factory, Britain’s biggest car plant, as the sector tries to resume operations amid the coronavirus outbreak. [**Read the full article here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fauto.economictimes.indiatimes.com%2Fnews%2Fpassenger-vehicle%2Fcars%2Fnissan-plans-to-restart-output-at-uks-biggest-car-factory-in-june%2F75493224)[](https://r.pblc.it/c/152719648?method=email&token=17804524LaNT) **COVID-19: The Ways of Working in the Mobility Industry** ![](https://ennisco.com/wp-content/uploads/2020/06/Cover-image-website-1.jpg) In case you missed it, we released our latest publication this week. Written by our Founder, Lynda Ennis, the document explores how diversity and inclusion will come into real focus during these times- and how newly emerging practices could become fully integrated into organisations a lot quicker than originally anticipated. In case you missed it, please follow the link below to download your very own copy from our website. [**Click here to find out more**](https://r.pblc.it/c/152719648?alt_obj=cta&method=email&url=https%3A%2F%2Fennisco.com%2Fcovid-19%2F)[](https://r.pblc.it/c/143222027?method=email&token=1778564KYQ4D) **Automotive news** **EVs** ![](https://ennisco.com/wp-content/uploads/2020/06/LEVC-Malta.jpg) **Electrified London taxi to be launched in Malta** A London icon is about to become a familiar sight in Malta, as Malta’s leading automotive and marine company, GasanZammit Motors Ltd. will be increasing its portfolios of renowned motor brands with the launch of LEVC – the London Electric Vehicle Company. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Ftimesofmalta.com%2Farticles%2Fview%2Felectrified-london-taxi-to-be-launched-in-malta.795493)[](https://r.pblc.it/c/152708416?method=email&token=1780434yBZ1N) **Inside Bosch’s measured E-Mobility move: EVs need less parts, their makers building tech in-house** ![](https://ennisco.com/wp-content/uploads/2020/06/BOSCHFAST.jpg) Bosch’s cautious embrace of e-mobility is relevant to all powertrain suppliers. Bosch sees a bigger potential in driver-assistance and connected-vehicle systems. Driver-assistance system revenues are likely to be 2x of electromobility in 2020 and its investment outlay of EUR4 billion over 2019-22 are well in excess to electrification-investment trend. [**Read the full article here**](https://r.pblc.it/c/152708416?alt_obj=cta&method=email&url=https%3A%2F%2Fprime.economictimes.indiatimes.com%2Fnews%2F76185358%2Ftransportation%2Finside-boschs-measured-e-mobility-move-evs-need-less-parts-their-makers-building-tech-in-house)[](https://r.pblc.it/c/149535502?method=email&token=1778565erANS) **New technology** ![](https://ennisco.com/wp-content/uploads/2020/06/Amazon.jpg) **Amazon Could Compete Directly With Carmakers As It Makes Its Move In The Self-Driving Space** The company is expected to further improve its stock price and strengthen market penetration as it emerges in the transportation field, competing directly with carmakers, package delivery firms and even ride-hailing companies. To achieve that goal, it will need to build its own logistics ecosystem and invest in electric and autonomous vehicle startups. By making such moves, Amazon could lower its shipping costs to the point that partners like UPS become competitors. [**Read the full article here**](https://r.pblc.it/c/149535502?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fpeterlyon%2F2020%2F05%2F30%2Famazon-could-compete-directly-with-carmakers-as-it-makes-its-move-in-the-self-driving-space%2F%237c9122b65f1e)[](https://r.pblc.it/c/152706729?method=email&token=1780432zyQtQ) **Fiat launches ‘pay as you go’ finance deal for £10 a day** ![](https://ennisco.com/wp-content/uploads/2020/06/Fiat.jpg) Fiat says it has become the first car manufacturer to offer a “pay as you go” car finance scheme to UK drivers. The Italian brand says the innovative approach to charging means the average commuter can now drive a brand-new car for less than £10.50 a day. [**Read the full article here**](https://r.pblc.it/c/152706729?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.newspostleader.co.uk%2Flifestyle%2Fcars%2Ffiat-launches-pay-you-go-finance-deal-ps10-day-2874080%23gsc.tab%3D0)[](https://r.pblc.it/c/143223138?method=email&token=1778567hdRk8) **Tesla** ![](https://ennisco.com/wp-content/uploads/2020/06/tesla-gigafactory-4-europe.jpg) The UK Government is reportedly looking for a four-million square foot site to accommodate a new production facility for the electric car maker. The Department for International Trade (DIT) is heading the search for a plot of land that is large enough for a Tesla plant that will house a Research and Development facility, along with a production plant. [**Read the full article here**](https://r.pblc.it/c/143223138?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.teslarati.com%2Ftesla-uk-gigafactory-report%2F)[](https://r.pblc.it/c/143224023?method=email&token=1764386oQYRR) **Renault, Nissan and Mitsubishi to increase technology sharing** ![](https://ennisco.com/wp-content/uploads/2020/06/1alliance.jpg) Renault, Nissan and Mitsubishi have reaffirmed their commitment to their automotive Alliance, with the adoption of a new business model that will involve a massive increase in platform, technology and production sharing. [**Read the full article here**](https://r.pblc.it/c/143224023?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Frenault-nissan-and-mitsubishi-increase-technology-sharing)[](https://r.pblc.it/c/146449596?method=email&token=17804771gz_G) **Ones to Watch** *Webinars* ![](https://ennisco.com/wp-content/uploads/2020/06/SMMT-Logo.jpg) **SMMT** **COVID-19 webinar** **Tuesday 9th June** **Speakers: Mike Hawes, Chief Executive, SMMT Andrew Harries, Government Affairs Manager, SMMT Paul Dowell, Director, RSM** Join the SMMT for their next webinar on the effects of the COVID-19 crisis on the automotive sector. SMMT Chief Executive Mike Hawes will be joined by Paul Dowell of RSM, as well as Andrew Harries, Government Affairs Manager of the SMMT. RSM are one of the largest audit, tax and consulting firms across the world with representation in 120 countries and a team of around 43,000 people. Paul Dowell is a Director within RSM’s Consultancy team and has specialised in improving the productivity of manufacturing businesses for more than 20 years. [**Find out more here**](https://r.pblc.it/c/146449596?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.smmt.co.uk%2Fevents%2Fwebinars%2F)[](https://r.pblc.it/c/149090849?method=email&token=1780487WzukX) **BSI** ![](https://ennisco.com/wp-content/uploads/2020/06/BSI-web.jpg) **BSI: Webinar: Reopening and rebuilding the automotive sector following COVID-19, Thursday 11th June** Join this live webinar with Rob Brown, Global Head of Automotive at BSI, as he reflects on the new automotive landscape, and what organizations operating in this sector should consider as they drive their return to work plans forward. [**Find out more here**](https://r.pblc.it/c/149090849?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.bsigroup.com%2Fen-GB%2Four-services%2Fevents%2Fwebinars%2F2020%2Fautomotive-webinar%2F%3Fcreative%3D438772488844%26keyword%3D%252Bautomotive%26matchtype%3Db%26network%3Dg%26device%3Dc%26gclid%3DCjwKCAjw2uf2BRBpEiwA31VZjxJZxH94peLFjQOlosQbXpbM07eye39nVUbz7vz-1js6lSt9p9LZKRoC96kQ)[](https://r.pblc.it/c/152734024?method=email&token=1780507UQOOq) **Deloitte** ![](https://ennisco.com/wp-content/uploads/2020/06/deloitte.png) **Deloitte, Women at the Wheel: Impact and Gravitas for Women** **Tuesday 16th June** Join Women at the Wheel for a webinar on impact and gravitas for women. We’ll delve into the differences between the way men and women communicate and the individual actions you can take to ensure that your voice is heard. [**Find out more here**](https://r.pblc.it/c/152734024?alt_obj=cta&method=email&url=https%3A%2F%2Fwww2.deloitte.com%2Fuk%2Fen%2Fpages%2Fforms%2Fevent%2Fimpact-and-gravitas-for-women.html) **Categories:** News **Tags:** appointments, automotive, automotivenews, industry, news, trends --- ### [Automotive News](https://ennisco.com/automotive-news-5/) **Published:** June 19, 2020 **Author:** Comms Team **Content:** Your latest news update from Ennis & Co aims to bring you the very latest information within automotive from various UK-based and international media sources. This weeks update brings you: · New appointments in the industry · COVID-19 recovery · Automotive companies making moves to support BLM · EV & technology advancements · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://r.pblc.it/c/158703141?method=email&token=1798243AnT24) **Michael Cole named as first non-Korean Hyundai CEO** ![](https://ennisco.com/wp-content/uploads/2020/06/michael_cole_1.jpg) Cole, who will begin his role on 1 July, moves from his current job as president of sister brand Kia’s US division. He succeeds Dongwoo Choi, who held the Hyundai Europe CEO position for two years. [**Read the full article here**](https://r.pblc.it/c/158703141?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Fbrit-michael-cole-named-first-non-korean-hyundai-ceo%23%3A%7E%3Atext%3DHyundai%2520has%2520announced%2520that%2520Michael%2Cbrand%2520Kia%5C%27s%2520US%2520division.)[](https://r.pblc.it/c/143667294?method=email&token=1796769dXNYZ) **The AA** **Ex-Honda fleet boss Marc Samuel joins the AA** ![](https://ennisco.com/wp-content/uploads/2020/06/Marc-Samuel-PNG.jpg) The AA has announced that former Honda fleet sales operations manager and ex-Pendragon B2B director, Marc Samuel, has been appointed head of SME and B2B telesales. [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleetnews.co.uk%2Fnews%2Fpeople-news%2F2020%2F06%2F18%2Fex-honda-fleet-boss-marc-samuel-joins-the-aa)[](https://r.pblc.it/c/149619594?method=email&token=1796745ZjWD_) **Daimler** **Daimler Trucks Mexico appoints Jane Rosaasen in Saltillo** ![](https://ennisco.com/wp-content/uploads/2020/06/Jane-Rosaasen.jpg) Daimler Trucks Mexico recently appointed Jane Rosaasen as the new general manager for the Daimler factory in Saltillo, Mexico. Rosaasen becomes the first female director for the plant, which produces Daimler’s Freightliner Cascadia Class 8 trucks. [**Read the full article here**](https://r.pblc.it/c/149619594?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.freightwaves.com%2Fnews%2Fborderlands-avocado-importer-to-build-laredo-hub-daimler-trucks-mexico-appoints-first-female-plant-manager-in-saltillo)[](https://r.pblc.it/c/152007292?method=email&token=1796751I5XC3) **CDK Global** ![](https://ennisco.com/wp-content/uploads/2020/06/Jo-Tautges.jpg) **CDK Global appoints Joe Tautges into new Chief Operating Officer role** Joe Tautges, executive vice president (EVP) and chief financial officer (CFO), will assume the COO position effective upon appointing a successor to the CFO role. [**Read the full article here**](https://r.pblc.it/c/152007292?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.businesswire.com%2Fnews%2Fhome%2F20200615005540%2Fen%2FCDK-Global-Create-Chief-Operating-Officer-Role)[](https://r.pblc.it/c/158121086?method=email&token=1796760pWzaW) **Jaguar Land Rover** **Senior Board Changes For JLR** ![](https://ennisco.com/wp-content/uploads/2020/06/JLR-Logo.png) Jaguar Land Rover has confirmed the up-coming retirement of a long-standing board member and two new appointments. Executive director human resources and global purchasing Ian Harnett will step down at the end of July following almost 38 years with the business. [**Read the full article here**](https://r.pblc.it/c/158121086?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.insidermedia.com%2Fnews%2Fmidlands%2Fsenior-board-changes-for-jlr)[](https://r.pblc.it/c/143200119?method=email&token=1796918wIzyA) **COVID-19 Recovery** **Taxi manufacturer LEVC launches black cab campaign to support safe city journeys** ![](https://ennisco.com/wp-content/uploads/2020/06/LEVC-SAFE.jpg) The new ‘Black Cab: Private Public Transport’ initiative highlights how passengers can always stay socially distanced, in a personal and contactless space by choosing to travel in a licensed black taxi. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.taxi-point.co.uk%2Fpost%2Ftaxi-manufacturer-levc-launches-black-cab-campaign-to-support-safe-city-journeys)[](https://r.pblc.it/c/143220548?method=email&token=1796922jx.ye) **Renault F1 team play key role in developing new COVID-19 treatment device** ![](https://ennisco.com/wp-content/uploads/2020/06/RENAULTF1.jpg) Renault F1 engineers have played a significant role in developing a new aerosol shield, dubbed the ‘Oxford Box’, to keep frontline medical staff safe when treating patients with coronavirus. Aerosol shields are a barrier between a patient undergoing intubation and the staff treating them, allowing access to the patient, while at the same time keeping medical staff safe from infection. [**Find out more here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.formula1.com%2Fen%2Flatest%2Farticle.renault-f1-team-play-key-role-in-developing-new-covid-19-treatment-device.1sHx1JLPYOE06vJjKHsiCS.html)[](https://r.pblc.it/c/152719648?method=email&token=1797832r_-Q2) **Luxury Car Market – An Emerging Hint of Opportunity** ![](https://ennisco.com/wp-content/uploads/2020/06/Luxury-Car-Market.jpg) According to a recent report published by Allied Market Research, titled, “Luxury Car Market by Vehicle Type and Fuel Type: Global Opportunity Analysis and Industry Forecast, 2019-2026,” the global luxury car market size was valued at $495.7 billion in 2018, and is projected to reach $733.2 billion by 2026, registering a CAGR of 5.2% from 2019 to 2026. [**Read the full article here**](https://r.pblc.it/c/152719648?alt_obj=cta&method=email&url=https%3A%2F%2Fcoleofduty.com%2Fmilitary-news%2F2020%2F06%2F17%2Fluxury-car-market-an-emerging-hint-of-opportunity%2F)[](https://r.pblc.it/c/158727646?method=email&token=1798304O5ENn) **Automotive companies making moves to support BLM** ![](https://ennisco.com/wp-content/uploads/2020/06/bubba-wallace-43-nascar-driver-petty-black-lives-matter-racing-race.jpg) Some automotive brands have stepped up as the Black Lives Matter protests and anti-racism movement continues. Last week **NASCAR** driver Bubba Wallace, who’s black and the only POC in the top-flight Cup Series, called for the national racing league to ban Confederate flags at its events. Almost immediately after Wallace’s remarks, **NASCAR** took action, announcing it would no longer tolerate Confederate flags at any of its events, prohibiting anyone from flying one. In related news, **Mercedes-Benz** announced that it was making a donation to the U.S.-based NAACP Legal Defence Fund, which has been fighting for racial justice since the turn of the 20th century. **BMW** also publicly announced on Twitter that it would be making a donation to the NAACP Legal Defence Fund too. **General Motors**’ CEO Mary Barra made an internal announcement letting employees know she’s creating a new Inclusion Advisory Board, plus the company have designated $10m to support inclusion and justice. Digital auction platform **Bring a Trailer** also made a $25,000 donation to the Equal Justice Initiative, a non-profit that advocates for social justice for marginalized Black Americans. [**Read the full article here**](https://r.pblc.it/c/158727646?alt_obj=cta&method=email&url=https%3A%2F%2Fdriving.ca%2Ffeatures%2Ffeature-story%2Fthese-7-auto-related-companies-are-making-moves-to-support-blm) [](https://r.pblc.it/c/143222027?method=email&token=1796912LBrT.) **Automotive trends** ![](https://ennisco.com/wp-content/uploads/2020/06/GPSA-Virtual-Showroom.jpg) ***New technology*** **Groupe PSA introduces virtual showroom technology** Groupe PSA has developed a new Virtual Showroom system which allows potential buyers of Vauxhall, Peugeot, Citroen and DS cars to browse the latest models from the comfort and safety of their own homes. Buyers are given high-definition tours of the latest models, all via their smartphone, tablet or computer. During this time they can ask brand specialists questions, book test drives and even buy vehicles – all while at home. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.expressandstar.com%2Fnews%2Fmotors%2F2020%2F06%2F12%2Fgroupe-psa-introduces-virtual-showroom-technology%2F)[](https://r.pblc.it/c/155590159?method=email&token=1796919UyCbK) **KT and Hyundai Accelerate Digital Transformation with Smart Robots** ![](https://ennisco.com/wp-content/uploads/2020/06/KTHYUNDAI.jpg) KT, South Korea’s largest telecommunications company, announced it signed strategic cooperation and investment contracts with Hyundai Robotics, to speed up collaboration for digital transformation based on 5G, artificial intelligence (AI) and smart factory. [**Read the full article here**](https://r.pblc.it/c/155590159?alt_obj=cta&method=email&url=https%3A%2F%2Ffinance.yahoo.com%2Fnews%2Fkt-hyundai-accelerate-digital-transformation-190000754.html)[](https://r.pblc.it/c/152708416?method=email&token=1796907slwYl) ***EVs*** ![](https://ennisco.com/wp-content/uploads/2020/06/greenemission.jpeg) **UK to roll out green license plates for zero-emission vehicles in attempt to incentivize uptake** In an announcement Tuesday, the UK government said the new number plates would have a “green flash” on their left hand side. Only zero-emission vehicles will be allowed to use them. The overarching idea is to make these types of vehicle easier to spot when on the road. The government said that this would in turn help “local authorities design and put in place new policies to incentivise people to own and drive them.” This could take the form of cheaper parking and free entry into zero-emission areas, the government said. [**Read the full article here**](https://r.pblc.it/c/152708416?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.cnbc.com%2F2020%2F06%2F16%2Fuk-to-roll-out-green-license-plates-for-zero-emission-vehicles.html)[](https://r.pblc.it/c/149535502?method=email&token=1796914NM.7i) **How is Formula E shaping the cars we drive in the real world?** Formula E, Formula One’s electric little brother, is at the forefront of developing sustainable electric vehicles (EVs). A few years ago, fully electric cars were only reaching ranges of around 100 miles at a time. That’s not the case anymore. Today the new versions of the Leaf or Zoe can reach double their former distances, with other models like the Audi e-tron SUV or Kia e-Niro able to go 270 miles without needing a top-up. [**Read the full article here**](https://r.pblc.it/c/149535502?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.euronews.com%2Fliving%2F2020%2F06%2F14%2Fhow-is-formula-e-shaping-the-cars-we-drive-in-the-real-world)[](https://r.pblc.it/c/146449596?method=email&token=1797808yPo74) **Ones to Watch** *Webinars* **SMMT** COVID-19 webinar 13 Tuesday 30th June, 15:00 – 16:00 GMT Join the SMMT for their next webinar on the effects of the COVID-19 crisis on the automotive sector. Mike Hawes will be joined by Mick Flanagan and Ray Tate of Adient, who will be talking about the challenges they’ve faced during the pandemic. [**Find out more here**](https://r.pblc.it/c/146449596?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.smmt.co.uk%2Fevents%2Fwebinars%2F)[](https://r.pblc.it/c/152734024?method=email&token=1797809NuNRc) **Auto Trader** Weekly webinar, 24th June 2020 Getting retail ready [**Find out more here**](https://r.pblc.it/c/152734024?alt_obj=cta&method=email&url=https%3A%2F%2Ftrade.autotrader.co.uk%2Fevents%2F++)[](https://r.pblc.it/c/158528316?method=email&token=1797820EhBfG) **Auto Beat** **Mitigating the Five Major Pitfalls of Implementing Automation** Tuesday 14th July Learn what common things can go wrong with automation projects and the best practices to follow to save time, money, and unnecessary headaches. [**Find out more here**](https://r.pblc.it/c/158528316?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autobeatonline.com%2Fwebinars) **Categories:** News **Tags:** appointments, automotive, automotivenews, EV, news, trends, webinars --- ### [Automotive news](https://ennisco.com/automotive-news-6/) **Published:** June 26, 2020 **Author:** Comms Team **Content:** Here’s this week’s latest news update from Ennis & Co, where we aim to bring you information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive celebrations · New launches in the industry · Key trends · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://r.pblc.it/c/158703141?method=email&token=1804508Po2Lr) **BMW** ![](https://ennisco.com/wp-content/uploads/2020/06/Steven-Shao.png) **Steven Shao appointed President of BMW China Automotive Ltd.** BMW Group’s China branch announced on June 24 that Steven Shao has been appointed as President of BMW China Automotive Ltd., effective July 4, 2020. He will succeed Michael Liu, who has decided to resign from his current position due to personal reasons. [**Read the full article here**](https://r.pblc.it/c/158703141?alt_obj=cta&method=email&url=http%3A%2F%2Fautonews.gasgoo.com%2Fchina_news%2F70017279.html)[](https://r.pblc.it/c/143667294?method=email&token=1804511_1utv) **Volvo Group** ![](https://ennisco.com/wp-content/uploads/2020/06/Martin-Witt.jpg) **Martin Witt new Head of Volvo Group Venture Capital** Martin Witt has been appointed as Vice President and Head of Volvo Group Venture Capital as of June 1, 2020. He will report to Anna Westerberg, Senior Vice President, Volvo Group Connected Solutions. [**Read the full article here**](https://r.pblc.it/c/143667294?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.volvogroup.com%2Fen-en%2Fnews%2F2020%2Fjun%2Fnews-3700388.html)[](https://r.pblc.it/c/149619594?method=email&token=1804604kenfw) **Daimler** ![](https://ennisco.com/wp-content/uploads/2020/06/Phillip-Schiemer.jpg) **Daimler appoints Philipp Schiemer as CEO of Mercedes-AMG** German automobile giant, Daimler on Tuesday has announced that Philipp Schiemer has been appointed as CEO of AMG, Mercedes-Benz’s high-performance subsidiary. He will move from his current position as the head of Mercedes-Benz do Brasil Ltda. In addition, the automaker has appointed Jochen Hermann as Chief Technical Officer of AMG. He will return to AMG from his current position as head of e-drive development at Daimler AG. [**Read the full article here**](https://r.pblc.it/c/149619594?alt_obj=cta&method=email&url=https%3A%2F%2Fauto.economictimes.indiatimes.com%2Fnews%2Fpassenger-vehicle%2Fcars%2Fdaimler-appoints-philipp-schiemer-as-ceo-of-mercedes-amg%2F75995680)[](https://r.pblc.it/c/152007292?method=email&token=1804827QzIdI) **Groupe PSA** ![](https://ennisco.com/wp-content/uploads/2020/06/David-March.jpg) **Groupe PSA UK appoints David March as network development director** March will be responsible for the development of the representation of the four group Brands in the UK (Vauxhall, Peugeot, Citroën and DS Automobiles) and their networks’ performance. [**Read the full article here**](https://r.pblc.it/c/152007292?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Fgroupe-psa-uk-appoints-david-march-network-development-director-23-06-2020)[](https://r.pblc.it/c/158121086?method=email&token=1805813IS9H-) **Volvo** ![](https://ennisco.com/wp-content/uploads/2020/06/VolvoBadge.jpg) **Volvo Financial Services names Patrick Shannon President of North America region** Volvo Financial Services, a unit of Volvo Group, appointed Patrick Shannon president of the company’s North America region. In this role, he will be responsible for the business operations and financial performance in the U.S., Canada and Mexico. [**Read the full article here**](https://r.pblc.it/c/158121086?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.ttnews.com%2Farticles%2Fvolvo-financial-services-names-patrick-shannon-president-north-america-region)[](https://r.pblc.it/c/161316893?method=email&token=1805819qeNbT) **Aston Martin** ![](https://ennisco.com/wp-content/uploads/2020/06/AstonMartin.jpg) Aston Martin appoint ex-Jaguar Land Rover CFO Kenneth Gregor as finance head. Gregor, who has over 20 years of automotive experience, takes over from interim CFO Viki Bhatia. [**Read the full article here**](https://r.pblc.it/c/161316893?alt_obj=cta&method=email&url=https%3A%2F%2Ftimesofindia.indiatimes.com%2Fauto%2Fnews%2Faston-martin-taps-ex-jaguar-land-rover-cfo-kenneth-gregor-as-finance-head%2Farticleshow%2F76525995.cms)[](https://r.pblc.it/c/143200119?method=email&token=1805831Jcz_T) **Automotive Celebrations** ![](https://ennisco.com/wp-content/uploads/2020/06/Alfa_Romeo_anniversay_.jpg) **Alfa Romeo celebrates 110 years of history** On 24 June, Alfa Romeo celebrates 110 years. Over a century of technological innovations and sporting successes told through its most prestigious cars. On the occasion of this anniversary, the Alfa Romeo Arese Historical Museum opens to all enthusiasts a “hidden” collection of 200 cars, aeronautical and nautical engines, trophy style models and equipment. [**Read the full article here**](https://r.pblc.it/c/143200119?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.wantedinmilan.com%2Fnews%2Falfa-romeo-celebrates-110-years-of-history.html)[](https://r.pblc.it/c/143220548?method=email&token=1805867kIniz) **Jardine Motors opens new Ferrari site in Kent** ![](https://ennisco.com/wp-content/uploads/2020/06/JMG.jpg) The new site is the second dedicated Official Ferrari Service Centre to open in June, and brings the total number of official service centres in the UK to 15. The new facility is the beneficiary of a further £1.2m investment from Jardine Motors Group, an official Ferrari dealer partner who operate the Colchester Ferrari dealership. [**Find out more here**](https://r.pblc.it/c/143220548?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Fjardine-motors-opens-new-ferrari-site-kent-23-06-2020)[](https://r.pblc.it/c/161478497?method=email&token=1806233iRt2m) **Thousands of jobs safeguarded by £73.5M green tech investment** ![](https://ennisco.com/wp-content/uploads/2020/06/LEVCTaxi.jpg) The government has announced a £73.5m investment to develop green technologies in the automotive sector and help secure 14,000 jobs. [**Read the full article here**](https://r.pblc.it/c/161478497?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.insidermedia.com%2Fnews%2Fnational%2Fthousands-of-jobs-safeguarded-by-73.5m-green-tech-investment)[](https://r.pblc.it/c/158727646?method=email&token=18061468wm.o) **New launches in the industry** **Groupe PSA** ![](https://ennisco.com/wp-content/uploads/2020/06/Free2Move.jpg) **Get Free2Move across France with PSA Groupe’s Car On Demand** Free2Move (Groupe PSA’s international mobility service) is premiering a new all-in-one subscription service – Car On Demand. [**Read the full article here**](https://r.pblc.it/c/158727646?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autoevolution.com%2Fnews%2Fget-free2move-all-over-france-with-psa-groupe-s-car-on-demand-145235.html)[](https://r.pblc.it/c/143222027?method=email&token=1806150feT8D) ***Groupe PSA introduces Distrigo Relay in the UK for improved parts distribution and service*** ![](https://ennisco.com/wp-content/uploads/2020/06/GPSA.png) Groupe PSA is also extending its Distrigo multi-brand spare parts distribution service with a secondary network Distrigo Relay, to offer greater parts support to its UK trade businesses and partners. [**Read the full article here**](https://r.pblc.it/c/143222027?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fgroupe-psa-introduces-distrigo-relay-in-the-uk-for-improved-parts-distribution-and-service%2F)[](https://r.pblc.it/c/155590159?method=email&token=1806154bYbvl) **Toyota and Lexus launch scrappage scheme** Toyota and Lexus customers can now get up to £4,000 off the price of a new car through a new scrappage scheme. [**Read the full article here**](https://r.pblc.it/c/155590159?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.expressandstar.com%2Fnews%2Fmotors%2F2020%2F06%2F24%2Ftoyota-and-lexus-launch-scrappage-scheme%2F)[](https://r.pblc.it/c/161476794?method=email&token=1806227y-dd0) **Formula 1 launches plan to fight COVID challenges and inequality** ![](https://ennisco.com/wp-content/uploads/2020/06/Formula-E.jpg) Ahead of the return of Grand Prix racing on July 4, Formula 1 has launched the #WeRaceAsOne initiative which is aimed at tackling the fight against coronavirus and condemnation of racism and inequality. As such, the Austria GP will see teams and F1 partners saying thank you to key workers and individuals by displaying rainbows on their cars and around the track. [**Read the full article here**](https://r.pblc.it/c/161476794?alt_obj=cta&method=email&url=https%3A%2F%2Fmotorsport.radio%2Fformula-1-launches-plan-to-fight-covid-challenges-and-inequality%2F)[](https://r.pblc.it/c/152708416?method=email&token=1806164D.s15) ***Key trends in automotive*** **Daimler and Nvidia team up to close technology gap to Tesla** Daimler and Nvidia unveiled a deal on Tuesday to develop and equip the German company’s Mercedes-Benz cars with a next-generation chip and software platform that could eventually be used to help vehicles drive by themselves. [**Read the full article here**](https://r.pblc.it/c/152708416?alt_obj=cta&method=email&url=https%3A%2F%2Fuk.reuters.com%2Farticle%2Fus-nvidia-daimler-software-analysis%2Fdaimler-and-nvidia-team-up-to-close-tech-gap-to-tesla-idUKKBN23V2L8)[](https://r.pblc.it/c/149535502?method=email&token=18061703inlx) **Hyundai Robotics launches its first ‘mobile service robot’** Newly created company Hyundai Robotics has launched its first “mobile service robot”. The company held an research and development presentation for the mobile service robot – which has been named “UNI” – at its Yongin Research Lab recently. [**Read the full article here**](https://r.pblc.it/c/149535502?alt_obj=cta&method=email&url=https%3A%2F%2Froboticsandautomationnews.com%2F2020%2F06%2F24%2Fhyundai-robotics-launches-its-first-mobile-service-robot%2F33416%2F)[](https://r.pblc.it/c/161443969?method=email&token=1806174_DLor) **Kia Motors partners with Google Cloud to bring motorists AI-based paperless car manuals** Kia Motors wants to make the maintenance of its vehicles a paperless experience for customers, through the global roll-out of an artificial intelligence (AI)-based owner’s manual app built using Google Cloud technology. [**Read the full article here**](https://r.pblc.it/c/161443969?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.computerweekly.com%2Fnews%2F252485182%2FKia-Motors-partners-with-Google-Cloud-to-bring-motorists-AI-based-paperless-car-manuals)[](https://r.pblc.it/c/161445711?method=email&token=1806177QmDKO) **Volvo, Waymo partner to build self-driving vehicles** Waymo and Volvo Cars have agreed to develop a self-driving electric vehicle designed for ride-hailing use, as part of a new global partnership, the companies said Thursday. [**Read the full article here**](https://r.pblc.it/c/161445711?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autonews.com%2Fmobility-report%2Fvolvo-waymo-partner-build-self-driving-vehicles%3Futm_source%3Ddaily%26utm_medium%3Demail%26utm_campaign%3D20200625%26utm_content%3Darticle2-headline)[](https://r.pblc.it/c/146449596?method=email&token=1806351QpYHo) **Ones to Watch** *Webinars* **The Manufacturer** **Navigating Uncertain Times: Digital Transformation as a competitive advantage** 16 July, 11:00 (UK Time) This webinar takes a closer look at a number of examples from leading F&B, Pharmaceuticals and FMCG manufacturers to reveal how they are using Manufacturing Execution Systems (MES) to accelerate their digital transformation. [**Find out more here**](https://r.pblc.it/c/146449596?alt_obj=cta&method=email&url=https%3A%2F%2Finfo.themanufacturer.com%2Fdigital-transformation-as-a-competitive-advantage)[](https://r.pblc.it/c/158528316?method=email&token=18063557ZZKp) **Automotive World** **Secure software development for connected and autonomous vehicles** Experts from Synopsys discuss the challenges and security risks of connected and autonomous vehicles (CAV), with a particular focus on high-risk areas such as wireless connectivity and autonomous driving functionality. 1 July, 10am EDT | 4pm CET [**Find out more here**](https://r.pblc.it/c/158528316?alt_obj=cta&method=email&url=https%3A%2F%2Fmobex.io%2Fwebinars%2Fsecure-software-development-for-connected-and-autonomous-vehicles%2F) **Categories:** News **Tags:** #automotive, #automotivenews, #news, #trends, industry, insights --- ### [Automotive News](https://ennisco.com/automotive-news-7/) **Published:** July 3, 2020 **Author:** Comms Team **Content:** The automotive industry has seen a great deal of changes and week by week, Ennis & Co aim to provide a snapshot of topical news and information within the sector, by collating media sources from UK and international press. This week’s update covers the following topics: · New appointments in the industry · Sales trends · Diversity & inclusion in automotive · Automotive trends · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164696975%3Fmethod%3Demail%26token%3D1815598gYWSZ&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497083121&sdata=ZqPPPXvXIV65gwN0aEnwNcqGIzQzBm%2BUkQI0sMedzRo%3D&reserved=0) **Change in Board of Management of Volkswagen Financial Services AG** ![](https://ennisco.com/wp-content/uploads/2020/07/Dr.-Alexandra-Baum-Ceisig.jpg) Effective August 1, 2020, Dr. Alexandra Baum-Ceisig has been appointed Member of the Board Management of FS AG responsible for HR & Organization. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164696975%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fchange-in-board-of-management-of-volkswagen-financial-services-ag%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497093110&sdata=s3%2BnShxYrtWLuL%2BgoS4ssF5Wa6fKPajkJbpWbivKoss%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158703141%3Fmethod%3Demail%26token%3D1815122NTdub&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497093110&sdata=jmA%2FdAPSjalamOe2xvWGNr25yzya%2FKFaRuH76TYFi7Y%3D&reserved=0) **Hyundai Motor Group** **Hyundai Motor Group names former Daimler engineer to head commercial vehicle development** ![](https://ennisco.com/wp-content/uploads/2020/07/Martin-Zeilinger.jpg) Hyundai Motor Group – the owner of South Korea’s two largest carmakers Hyundai Motor Co. and Kia Motors Corp. – has appointed Martin Zeilinger, former engineering head at Daimler Trucks AG, to head its commercial vehicle development business as it moves to integrate innovative technologies with future commercial vehicles. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158703141%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fpulsenews.co.kr%252Fview.php%253Fyear%253D2020%2526no%253D668405&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497103107&sdata=q3nJHZ7sRoBv5DuPFSoF0Ny3BRIEsyXWiZk%2By5mrZ6U%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143667294%3Fmethod%3Demail%26token%3D1815125uRBt7&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497113108&sdata=embPbWIQ6tQgqn7EaAoYkCBMUsMhQzhbR9EukBPHXmw%3D&reserved=0) **Groupe PSA** **Christian Müller appointed new Head of Powertrain & Chassis Engineering for the Group** ![](https://ennisco.com/wp-content/uploads/2020/07/Christian-Muller.jpg) Christian Müller, currently Managing Director Engineering Opel Automobile GmbH has been appointed new Head of Powertrain & Chassis Engineering of Groupe PSA effective August 1. He will report to Nicolas Morel, EVP Research & Development. He will succeed Alain Raposo who has served in this position since May 2018. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https:%2F%2Fr.pblc.it%2Fc%2F143667294%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps:%252F%252Fmedia.groupe-psa.com%252Fen%252Fchristian-m%2525C3%2525BCller-appointed-new-head-powertrain-chassis-engineering-group%2523:~:text%253DChristian%252520M%2525C3%2525BCller%25252C%252520currently%252520Managing%252520Director%252Cthis%252520position%252520since%252520May%2525202018.&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497123100&sdata=7OD8Unncs3wzEGVJh349vCP4ZIKre21srn3a00lYpyA%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F149619594%3Fmethod%3Demail%26token%3D1815135VWp6h&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497123100&sdata=kpEz%2FrBNIc2Rqp%2FEKH%2BSofugUxKYEvYn2eTJhKlNPHM%3D&reserved=0) **Volvo** **Volvo Trucks UK & Ireland names new MD** ![](https://ennisco.com/wp-content/uploads/2020/07/Christian-Coolseat.jpg) Christian Coolsaet has been appointed MD of Volvo Trucks UK & Ireland. He succeeds Robert Grozdanovski who will move to Gothenburg to take up an appointment as Volvo Trucks’ senior vice president for sales area Europe Central East & East. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F149619594%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fmotortransport.co.uk%252Fblog%252F2020%252F07%252F01%252Fvolvo-trucks-uk-ireland-names-new-md%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497133093&sdata=eBPJ7mscqdf4h171o9H6PCzkM%2B4vZKrN7BKz6Mcq3WQ%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143200119%3Fmethod%3Demail%26token%3D1815154Fo6I6&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497143082&sdata=g%2Fwtgwt1Uye%2FP8JgzNAW%2FTUkzK%2B9NrQGdsTJkVNeOAA%3D&reserved=0) **Sales Trends** **The Chinese equivalent of the Rolls-Royce and Aurus was marked by record sales** ![](https://ennisco.com/wp-content/uploads/2020/07/ChineseRR.jpg) Chinese luxury car brand Hongqi, which is called the local analogue of the British Rolls-Royce and the Russian Aurus proved to be very popular. In June of 2020, this brand has set another record in terms of sales. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143200119%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fthetimeshub.in%252Fthe-chinese-equivalent-of-the-rolls-royce-and-aurus-was-marked-by-record-sales%252F41126%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497153077&sdata=DnA7wokr7zdLoM6hDjj1bJ1831EkiqQC%2BIlcECUj9KA%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143220548%3Fmethod%3Demail%26token%3D18151559zFbL&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497153077&sdata=2nLerGBklJ8MTa1BdqYQwDqtVjSgUkiHFTLYtwFhxnU%3D&reserved=0) **Used car sales surge 27% in June following lockdown** ![](https://ennisco.com/wp-content/uploads/2020/07/Used_Cars_Supermarket_620.jpg) Dealers got off to a good start in June with used car sales up 27.4% compared to June last year. Pent-up demand saw an increase in new car sales after the lockdown, up 16.5% compared to June last year. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143220548%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.motortrader.com%252Fmotor-trader-news%252Fautomotive-news%252Fused-car-sales-surge-27-june-following-lockdown-02-07-2020&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497173072&sdata=dokCpa%2F%2BDFJCRHcpEATiVS7IKcOWvBoNWQENGh4Yl5I%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161478497%3Fmethod%3Demail%26token%3D18151675RXr-&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497173072&sdata=ejfdaOp3A0rSb0epxGa3%2BNHvuAketKiIASclkR5D7cM%3D&reserved=0) **Groupe PSA becomes a major player in connected car insurance** ![](https://ennisco.com/wp-content/uploads/2020/06/GPSA.png) Offered with each car purchase, this PSA Assurance contract option rewards policyholders for responsible driving behaviour and allows them to benefit from a discount on the standard insurance premium, effective on sign up. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161478497%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fgroupe-psa-becomes-a-major-player-in-connected-car-insurance%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497183062&sdata=MrP5lwUglL%2BBXpiZzh32CidQoTioSvxcESaBUtWx4KQ%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158727646%3Fmethod%3Demail%26token%3D1815179n-J.x&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497193055&sdata=qGe9TP1fUPLwlzuzKLGgH8GUx2eOruFtd%2F%2FoOlPh3%2BE%3D&reserved=0) **Diversity & Inclusion in Automotive** **Mercedes** ![](https://ennisco.com/wp-content/uploads/2020/07/MercedesBlackLivery.jpg) Mercedes will run a new black livery in Formula 1 in 2020 as a signal of their commitment to greater diversity and inclusion in motorsport. Mercedes said the Black Lives Matter movement had “shone a searching light on how much we need new measures and actions in the fight against racism”. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158727646%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.bbc.co.uk%252Fsport%252Fformula1%252F53218197&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497203052&sdata=9NLHRz%2Bc%2BYSZMLgN4z5m5ZAwxBQSTOr4ZWXcSeO5g5Y%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164698503%3Fmethod%3Demail%26token%3D1815601c1Paa&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497203052&sdata=ySFMYxjtsaXHM1lvWQPDHrrM7b56LKt5WfVOtb0uPus%3D&reserved=0) **Ferrari receives equal salary certification** ![](https://ennisco.com/wp-content/uploads/2020/07/Ferrari.png) Ferrari S.p.A. has been awarded the Equal Salary Certificate for providing equal pay to men and women with the same qualifications and positions in the Company. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164698503%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fferrari-receives-equal-salary-certification%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497213049&sdata=ehcV6p%2Fzj1YhB14Ai2gRLF1wku7VzP7m8fkxdYvPTSo%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143222027%3Fmethod%3Demail%26token%3D18151848.vSl&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497223041&sdata=%2FtU7DXLwWf9FsAXWnNwKFrHsILrVK%2B%2FFTqWh1r%2BNcpI%3D&reserved=0) ***Accelerating Change: Black Lives Matter and the Automotive Sector*** ![](https://ennisco.com/wp-content/uploads/2020/07/Cover-Photo-1.jpg) This week, Ennis & Co released a new publication investigating how organisations within automotive, and beyond, have pledged to make positive changes following recent events surrounding the Black Lives Matter movement. There are many actions outlined within this document that may highlight key changes for the future, as businesses revisit their core values, pledge to educate themselves further on the subject of diversity and inclusion and, importantly, admit where they may have been wrong in the past. Our publication is now live on our website, which you can download and read by clicking the link below. [**Read the full publication here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F143222027%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fennisco.com%252Fdiversityinclusion%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497233033&sdata=t6JiNfAFvpelSVc3rGE%2FeqKJXRrx94HirNMby%2BMdp8I%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F152708416%3Fmethod%3Demail%26token%3D1815258IiuFv&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497233033&sdata=seX7GJPWblV7wBpe3f9QZ9YiTWmKdQzTvQG7OqFDV54%3D&reserved=0) ***Automotive Trends*** ***EVs*** ![](https://ennisco.com/wp-content/uploads/2020/07/AppleEVRouting.png) **Apple’s Upcoming Electric Vehicle Routing Feature Looks to End Range Anxiety** Apple’s iOS 14 system will introduce a host of new changes. One of the more interesting ones is called “electric vehicle routing.” The feature keeps track of your current electric car’s range and automatically adds charging stops along your programmed route in Apple Maps. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F152708416%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fm.futurecar.com%252F4001%252FApples-Upcoming-Electric-Vehicle-Routing-Feature-Looks-to-End-Range-Anxiety&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497243030&sdata=c0rrIsG%2FsqUS2%2BHMvRFSH0iOZPxGae5HNo9QrdjPHLI%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F149535502%3Fmethod%3Demail%26token%3D1815264ZQ_7N&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497253023&sdata=B0bI7tPfMlEFreeXzOyCRLdgV05jD0JRVIm8nhi9auc%3D&reserved=0) ***Mobility*** **Jaguar Land Rover targets mobility market with car subscription scheme** ![](https://ennisco.com/wp-content/uploads/2020/07/1-land-rover-discovery-sport-2020-rt-hero-front.jpg) Jaguar Land Rover has launched a new ‘Pivotal’ car subscription service aimed at providing an alternative to traditional car ownership and leasing plans. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F149535502%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Findustry%252Fjaguar-land-rover-targets-mobility-market-car-subscription-scheme&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497263035&sdata=WjMDXpt9cPU9m68zb9BoAoXucnzngwkbx2zZ1UiWkVA%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161443969%3Fmethod%3Demail%26token%3D18152717rngi&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497273010&sdata=PS2xwlHfTcgA%2FluTyRocX%2BTL0iPI1oKuzb1wYCqoJZU%3D&reserved=0) ***Emissions*** **APC identifies seven UK SMEs working on battery projects that could help with UK Net Zero** ![](https://ennisco.com/wp-content/uploads/2020/07/1BatteryAPC.jpg) As part of a recently announced £1 million investment, the Advanced Propulsion Centre (APC) has identified seven micro, small and medium sized UK-based businesses working on advancements in energy storage and management which it believes may help the UK reach its net-zero carbon targets. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161443969%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.renewableenergymagazine.com%252Fstorage%252Fapc-identifies-seven-uk-smes-working-on-20200701&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497283007&sdata=3vdP8bAoqvf2pXymeKIz8fjLtTfTpOD8gjWM3%2BXaTQM%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161445711%3Fmethod%3Demail%26token%3D1815279OQF4c&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497283007&sdata=ftKBY0ymLLYyVGkw6kLxkc6ATl3aBgt708d7JMKZZzA%3D&reserved=0) ***Digital*** **BMW connected cars set for major software update** ![](https://ennisco.com/wp-content/uploads/2020/07/BMW-ConnectedCars.jpg) BMW will begin rolling out its biggest connected car software update yet next month, bringing a range of new services and features to some of the most popular models in its line-up. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F161445711%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Ftechnology%252Fbmw-connected-cars-set-major-software-update&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497292997&sdata=6WKAn3KKzh7cT3PlpHFzdE0F3hagPchI1sdBe%2FCIJzs%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164563521%3Fmethod%3Demail%26token%3D18153522CQeV&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497302992&sdata=Yz0N70SfYi9g2Dlc7us8wOQ1kcCddRqQY%2BXJklVdHsI%3D&reserved=0) **Daimler Expands Relationship with IBM; Adopts IBM public cloud for its security capabilities** ![](https://ennisco.com/wp-content/uploads/2020/07/IBM-scaled.jpg) The adoption of IBM public cloud supports Daimler’s digital transformation and increases their agility and scalability in the after-sales area. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F164563521%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.prnewswire.com%252Fnews-releases%252Fdaimler-expands-relationship-with-ibm-adopts-ibm-public-cloud-for-its-security-capabilities-301086768.html&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497312984&sdata=2DXJxHlSAkm2qqAqzD78PdKpKI2Z9UxXDmzGv5pEpjc%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F146449596%3Fmethod%3Demail%26token%3D1815366jEfQE&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497312984&sdata=l1Q6%2FAPTnHAXaYOXh9vAdQFwGwzKrsWfbqqlGPS%2Blnk%3D&reserved=0) **Ones to Watch** *Webinars* **MAN Truck & Bus** ![](https://ennisco.com/wp-content/uploads/2020/07/MANTB.jpg) **Webinar** **16 July at 2pm (UK time)** For the first time in 20 years, MAN Truck & Bus introduces a completely newly developed truck generation, which is consistently oriented towards the changing requirements of the transportation industry and sets new standards for – among other things – assistance systems, driver orientation and digital networking. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F146449596%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.commercialmotor.com%252Fnews%252Fbuying-advice%252Ffree-webinar-man-introduce-their-new-truck-generation-topused-used-vehicle&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497322981&sdata=blIgoegR0ojrChN3SL%2F7YcsbBHf9h3J6pNlo%2F3LzVEs%3D&reserved=0) [](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158528316%3Fmethod%3Demail%26token%3D18063557ZZKp&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497332974&sdata=Zzz5f%2BfSdHg7jHbagiGmoueDuBKkW%2BXpd68lsgmnmLE%3D&reserved=0) **Automotive World** **Ubisense: Lessons from restarting an automotive plant safely** ![](https://ennisco.com/wp-content/uploads/2020/07/AMWorld.png) Automakers face a dilemma over social-distancing and contact-tracing technology: should they opt for low cost but single-use solutions, or invest in technologies that have the power to transform? Many are using this tipping-point to go ‘all-in’ on factory-digitization, benefiting from both business continuity, and a taste of the transformation to come. In this free, 60-minute webinar, Adrian Jennings, Chief Product Advocate at Ubisense will discuss all of this and more. **July 14, 2020, 10am EDT | 4pm CET** [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F158528316%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fmobex.io%252Fwebinars%252Flessons-from-restarting-an-automotive-plant-safely%252F&data=02%7C01%7Cmichaela.rowland%40ennisco.com%7Cd24560fd749549ba856d08d81f50dfb5%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637293779497342968&sdata=415rDb335%2F8TBTLfSUaCHtGcvlksgK72S0mG98aqIvk%3D&reserved=0) **Categories:** News **Tags:** automotive, automotivenews, industry, insights, news, trends, webinar --- ### [Ennis & Co Outplacements](https://ennisco.com/the-ennis-co-outplacement-experience-a-client-perspective/) **Published:** July 9, 2020 **Author:** Comms Team **Content:** Even before we were faced with a global pandemic… our industry had been gearing up to transformation for a long time. Organisational changes will of course see different patterns emerging following COVID-19, yet it completely confirms that preparation is key, and people are of paramount importance. Ensuring your employees are looked after during all stages of their time with your organisation is an extremely integral component of being a fantastic HR practitioner. Therefore, we took a little time to speak with **Clare Martin, Group HR Director at Jardine Motors Group**, to gauge her views. Clare has worked closely with Ennis & Co on a number of assignments over the years and we wanted to find out more specifically about her experience with Ennis & Co’s outplacement services from a client perspective – and why she thinks outplacements are more important now than ever before. **How did you find the outplacement experience Ennis & Co provided from a client perspective?** “It was excellent. We’ve used Ennis & Co in the past for Directors and it’s always been an excellent service that they give – in terms of it being very bespoke. It’s not an “off the shelf” level of service – it’s understanding us as an organisation, understanding the individual and understanding the market. In terms of credibility, I think Ennis & Co truly go the extra mile when it comes to truly supporting people in their career transitions.” **What would you consider the highlights of this service to be?** “I think because the needs are tailored to the individual it’s unique. Ennis & Co’s success is built on the fact that they build long term relationships and it is about reciprocal business. It is a real USP. It’s something special and different.” **What would your advice be for use of outplacement services in the future?** “I think outplacement support is even more important in our current times, given the changes the COVID crisis has created in the job market, there is so much talent available so it’s important to find someone who is the right fit for your organisation. In many circumstances, especially in the motor retail sector, people have only ever worked for often one or two companies, so going out into the market is quite daunting. Therefore, being able to support people in their ongoing career is incredibly important. When you’ve invested so much in them previously, and while we all need to make difficult decisions about losing people and moving people on, I believe it’s the least that people can do when supporting individuals because this is what creates advocacy from those individuals when they transition their career. It’s the right thing to do, to offer outplacement support for those that need it. “ **How Ennis & Co can support moving forward…** Clare’s experience with our service has allowed for a smooth and supportive transition for previous employees, which ensures a positive impact on employee relations and the employer’s reputation. As previously mentioned, Ennis & Co offer a bespoke outplacement service to support senior employees. The type of service and length of the programme can vary but typically includes: - CV compilation and/or review - Interview coaching - Advice on how to approach the employer market, including engaging with relevant head-hunters - Coaching the transition to a new employer We would be happy to discuss your needs. Please get in touch with us to find out how we can help you. **Categories:** News **Tags:** automotive, Coaching, CV, employer, headhunters, industry, Leadership, support, transition --- ### [Automotive News](https://ennisco.com/automotive-news-8/) **Published:** July 10, 2020 **Author:** Comms Team **Content:** It has been another turbulent week for the industry, yet a number of positive announcements have paved the way for an interesting selection of updates. This week’s news update from Ennis & Co covers the following topics: · New appointments in the industry · Automotive news · Automotive trends · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://r.pblc.it/c/167411274?method=email&token=1823450eCxIx) **Volkswagen Commercial Vehicles** ![](https://ennisco.com/wp-content/uploads/2020/07/Carsten-Instra.jpg) **Professor Dr Carsten Intra succeeds Dr Thomas Sedran as Chairman of the Board of Management of the Volkswagen Commercial Vehicles brand** Carsten Intra is to be Chairman of the Board of Management at Volkswagen Commercial Vehicles in Hannover with effect from 1 September 2020. [**Read the full article here**](https://r.pblc.it/c/167411274?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fprofessor-dr-carsten-intra-succeeds-dr-thomas-sedran-as-chairman-of-the-board-of-management-of-the-volkswagen-commercial-vehicles-brand%2F++)[](https://r.pblc.it/c/167411268?method=email&token=1823480Ipmop) **Nissan** ![](https://ennisco.com/wp-content/uploads/2020/07/Mark-Swenson.jpg) **Nissan announces senior leadership changes for North America** Mark Swenson, currently vice president, Total Customer Satisfaction, is named vice president, Decherd Powertrain Operations. James Moss, currently vice president, Chief Customer Satisfaction Officer, Nissan Europe, is appointed vice president, Total Customer Satisfaction, North America. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fautomaker-news-releases%2Fnissan-announces-senior-leadership-changes-for-north-america%2F)[](https://r.pblc.it/c/167411258?method=email&token=1823588EfhLh) **MAN Truck & Bus** ![](https://ennisco.com/wp-content/uploads/2020/07/Andreas-Tostman.jpg) **MAN Truck & Bus Names Andreas Tostmann as Executive Board Chairman** The company, part of Volkswagen AG’s subsidiary Traton SE, said Mr. Tostmann would succeed Joachim Drees as he leaves the board on July 15. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fdevirsaati.com%2Freorganisation-of-the-executive-board-of-man-truck-bus-se%2F)[](https://r.pblc.it/c/167411265?method=email&token=1823593WNMH6) **Volvo** ![](https://ennisco.com/wp-content/uploads/2020/07/Claudia-Braun.jpg) Volvo Cars has named Claudia Braun as its new vice president of colour and material design. Braun, 42, comes to Volvo from Daimler and succeeds Ebba Maria Thunberg, who has retired. [**Read the full article here**](https://r.pblc.it/c/167411265?alt_obj=cta&method=email&url=https%3A%2F%2Fgh.opera.news%2Fgh%2Fen%2Fauto%2F48bd1a296ecaf7dde147616540723c08%3Fnews_entry_id%3D7d43e0c1200703en_gh)[](https://r.pblc.it/c/167411254?method=email&token=1823614apGTe) **Automotive News** ![](https://ennisco.com/wp-content/uploads/2020/07/1Harley.jpg) **Harley-Davidson announces two motorcycle training programs** Harley-Davidson has launched a new motorcycle training initiative aimed at both totally new and riders and those who can ride but need to learn all the techniques and riding strategies required to gain a licence. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.visordown.com%2Fnews%2Fgeneral%2Fharley-davidson-announces-two-motorcycle-training-programs)[](https://r.pblc.it/c/167411255?method=email&token=1823669ZSctX) **TfL announce Toyota are manufacturing and installing temporary screens suitable for Prius minicabs** ![](https://ennisco.com/wp-content/uploads/2020/07/Toyota-Logo.jpg) Transport for London (TfL) have announced that automakers Toyota have manufactured and will be installing temporary partition screens for a number of its vehicles, including the Prius which is most commonly used by private hire drivers. [**Find out more here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.taxi-point.co.uk%2Fpost%2Ftfl-announce-toyota-is-manufacturing-and-installing-temporary-screens-suitable-for-prius-minicabs)[](https://r.pblc.it/c/167411272?method=email&token=1823673bGRVQ) **UK sales fell 35% in June; signs of recovery** ![](https://ennisco.com/wp-content/uploads/2020/07/1UJ-Mini.jpg) The UK car industry showed signs of improvement in June, spurred by the reopening of showrooms from lockdown measures designed to curtail the spread of COVID-19. [**Read the full article here**](https://r.pblc.it/c/167411272?alt_obj=cta&method=email&url=https%3A%2F%2Feurope.autonews.com%2Fsales-market%2Fuk-sales-fell-35-june-signs-recovery)[](https://r.pblc.it/c/167411266?method=email&token=1823681gd6q-) ***Automotive Trends*** ***EVs*** ![](https://ennisco.com/wp-content/uploads/2020/07/1RoyalMailLEVC.jpg) **Royal Mail opens the door to LEVC TX electric vehicle trials** Royal Mail is the latest household name to partner with LEVC (London Electric Vehicle Company) and take delivery of a prototype of its new electric van, the VN5, for use in real-world testing. [**Read the full article here**](https://r.pblc.it/c/167411266?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.taxi-point.co.uk%2Fpost%2Froyal-mail-opens-the-door-to-levc-tx-electric-vehicle-trials)[](https://r.pblc.it/c/167411264?method=email&token=1823682xtw0O) ***Digital*** ![](https://ennisco.com/wp-content/uploads/2020/07/1VOLVOONCALL.png) Volvo on Call smartphone app now gives plug-in drivers insight into electric driving patterns Call it a step counter for electrified cars: drivers of Volvo plug-in-hybrid cars can now gain new insights into their electric driving patterns, as Volvo Cars introduces a range of new features on its Volvo on Call smartphone app in all Volvo on Call markets. [**Read the full article here**](https://r.pblc.it/c/167411264?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fvolvo-on-call-smartphone-app-now-gives-plug-in-drivers-insight-into-electric-driving-patterns%2F)[](https://r.pblc.it/c/167411270?method=email&token=18236892D4AO) **Kia launches ‘Live Stream Showroom’ to offer customers an innovative digital experience** ![](https://ennisco.com/wp-content/uploads/2020/07/1KIALS.jpg) Kia Motors Corporation has announced the launch of ‘Live Stream Showroom’, a new online platform that offers customers access to personalized virtual viewings in select Kia dealerships. [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fkia-launches-live-stream-showroom-to-offer-customers-an-innovative-digital-experience%2F)[](https://r.pblc.it/c/167411271?method=email&token=1823691gDC5U) ***Environmental focus*** ![](https://ennisco.com/wp-content/uploads/2020/07/1BritishGas.jpg) **Britain’s largest ever EV fleet deal announced** Energy firm British Gas has placed the largest ever single order for electric vehicles in the UK. The company will take delivery of 1,000 Vauxhall (Opel) Vivaro-e vans over the next year. [**Read the full article here**](https://r.pblc.it/c/167411271?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleeteurope.com%2Fen%2Fnew-energies%2Feurope%2Farticle%2Fbritains-biggest-ever-ev-fleet-deal-announced%3Fa%3DJMA06%26t%255B0%255D%3DOpel%2FVauxhall%26t%255B1%255D%3DEVs%26t%255B2%255D%3DBritish%2520Gas%26curl%3D1+)[](https://r.pblc.it/c/167411273?method=email&token=1823692xIWMJ) **Toyota develops new environmentally efficient plating technology** ![](https://ennisco.com/wp-content/uploads/2020/07/1ToyotaPlating.jpg) Toyota has developed new plating technology that reduces the environmental impact of the process, used in the manufacture of electronic parts. [**Read the full article here**](https://r.pblc.it/c/167411273?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.pesmedia.com%2Ftoyota-plating-technology-07072020%2F)[](https://r.pblc.it/c/167411263?method=email&token=1823697HfaQa) **Ones to Watch** *Webinars* ![](https://ennisco.com/wp-content/uploads/2020/07/1DailyDrive-podcast.jpg) **Daily Automotive News podcast, ‘Daily Drive’** Join Automotive News Publisher Jason Stein for a daily podcast series about the coronavirus crisis. He’ll speak with industry experts, insiders and Automotive News reporters about how the virus is impacting and reshaping the automotive industry. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autonews.com%2Fweekend-drive-podcast-0)[](https://r.pblc.it/c/167411267?method=email&token=18063557ZZKp) **Automotive World** ![](https://ennisco.com/wp-content/uploads/2020/07/AMWorld.png) **FEV: Heavy-duty on-road powertrain concepts to achieve 2025 and 2030 CO2 regulations** **July 16, 2020, 10am CET | 1:30pm IST** With heavy-duty transportation accounting for a significant portion of CO2 emissions, regulators have set strict emission reduction targets for the next decade. In this free, 60-minute webinar, Dieter van der Put, VP commercial powertrains at FEV Group outlines the legislative CO2 framework to 2030, the various technology pathways to achieve new targets, and the benefits of a 48V modular, low-cost, easy to integrate mild hybrid architecture. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fmobex.io%2Fwebinars%2Fheavy-duty-on-road-powertrain-concepts-to-achieve-2025-and-2030-co2-regulations%2F) **Categories:** News **Tags:** appointments, automotive, industry, insights, news, trends, webinar, webinars --- ### [Saluting HR: Our Unsung Heroes](https://ennisco.com/saluting-hr-our-unsung-heroes/) **Published:** July 15, 2020 **Author:** Lynda Ennis **Content:** Now, we have all made our appreciation known for our incredible key workers, carers, NHS professionals and front-line workers who are doing everything in their power to help get us through this pandemic. Yet I think it’s time we also shine a light on our unsung heroes… the amazing HR individuals we have in our midst. Within Ennis & Co, I’m incredibly privileged to work with many truly exceptional HR professionals. And they’ve certainly stepped up to the plate amidst very unprecedented times. For many, of course, there have been issues arising left, right and centre that organisations have never, or very rarely, encountered before – including the furlough process, stringent government guidelines surrounding new safety measures at work – and mental health awareness that’s needed now more than ever before. If anything, this whole pandemic has only highlighted just how vital the HR function within an organisation truly is. It’s the glue that holds people together. And it’s far more of an operational aspect of a business now… so organisations looking to remodel their companies in light of the extensive changes should really consider HR as a vital component. As a business is truly nothing without its’ people. Now as with all heroes – they don’t always get it right on the first try. And that’s OK, because we’re all learning. What really is the key point to take away here is that our HR professionals’ contributions are truly invaluable. They’ve almost had to act as CEOs in terms of how they’re handling situations and I really take my hat off to them. We need to give them the recognition they deserve so to our HR heroes – thank you from the bottom of our hearts. **Categories:** News **Tags:** culture, furlough, Heroes, HR, leaders, Leadership, transformation --- ### [Automotive News](https://ennisco.com/automotive-news-9/) **Published:** July 17, 2020 **Author:** Comms Team **Content:** As the automotive industry continues to recover, Ennis & Co have looked to the latest media insights to bring you a selection of the top stories from the past week. This week’s update covers the following topics: · New appointments in the industry · Automotive news · Covid-19 recovery · Key trends · “Ones to Watch”: the latest automotive webinars Read on below to find out more… **New Appointments in Automotive**[](https://r.pblc.it/c/167411268?method=email&token=1831339VhTKu) **Volkswagen Group** ![](https://ennisco.com/wp-content/uploads/2020/07/1DirkHilgenberg.jpg) **Volkswagen Group names new software chief** Christian Senger, the current chief executive of Volkswagen Group’s Car Software unit, will be replaced by Dirk Hilgenberg, who is former senior vice president of manufacturing engineering at BMW, the automaker said in a release. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Feurope.autonews.com%2Fmove%2Fvolkswagen-group-names-new-software-chief)[](https://r.pblc.it/c/167411258?method=email&token=1831342EH.Wf) **Groupe PSA** ![](https://ennisco.com/wp-content/uploads/2020/07/1CMoreau-e1594997443598.jpg) **Cyrille Moreau appointed Groupe PSA director B2B** Cyrille Moreau will lead the Group’s B2B sales and marketing operations. He succeeds Olivier Bodet as B2B Director. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleeteurope.com%2Fen%2Fnew-energies%2Ffrance%2Farticle%2Fcyrille-moreau-appointed-b2b-director-psa%3Fa%3DBUY03%26t%255B0%255D%3DPSA%26curl%3D1)[](https://r.pblc.it/c/167411265?method=email&token=1831345CXaUx) **Volvo Financial Services** ![](https://ennisco.com/wp-content/uploads/2020/07/1PShannono.png) **Volvo Financial Services appoint new regional president** Patrick Shannon, who has more than 30 years of experience in business operations and financial services, has been appointed president of Volvo and Mack Financial Services North America region. [**Read the full article here**](https://r.pblc.it/c/167411265?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleetowner.com%2Ffleet-management%2Fpeople%2Farticle%2F21136321%2Fmack-volvo-financial-services-appoint-new-regional-president)[](https://r.pblc.it/c/170241583?method=email&token=18317802sIHY) ***Automotive News*** **Ford and ALD Automotive launch new fleet management business: Ford Fleet Management** ![](https://ennisco.com/wp-content/uploads/2020/07/1FFleetManage.jpg) Ford and ALD Automotive, two leading global providers of mobility solutions, have signed a shareholder agreement to create an integrated leasing and fleet management solution for European customers. [**Read the full article here**](https://r.pblc.it/c/170241583?alt_obj=cta&method=email&url=https%3A%2F%2Fmedia.ford.com%2Fcontent%2Ffordmedia%2Ffeu%2Fen%2Fnews%2F2020%2F07%2F16%2Fford-and-ald-automotive-launch-new-fleet-management-business-in-.html)[](https://r.pblc.it/c/167411254?method=email&token=1831359LmWa4) **Marshall completes acquisition of Jardine Aylesbury VW dealership** ![](https://ennisco.com/wp-content/uploads/2020/07/Daksh_Gupta_620.jpg) Marshall Motor Holdings has completed the acquisition of Jardine Motor Group’s Volkswagen dealership in Aylesbury. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Facquisitions-and-deals%2F2020%2F07%2F10%2Fmarshall-completes-acquisition-of-jardine-aylesbury-vw-dealership)[](https://r.pblc.it/c/167411255?method=email&token=18313985lwaq) **Cazoo buys Imperial Car Supermarkets** ![](https://ennisco.com/wp-content/uploads/2020/07/1Cazoo.jpg) New-start online retailer Cazoo has bought Imperial Car Supermarkets for an undisclosed sum. The move takes Cazoo from being an online-only, home delivery, retailer to being a more traditional used car dealer. [**Read the full article here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.auto-retail.co.uk%2Fagenda%2Fcazoo-buys-imperial-car-supermarket%2F)[](https://r.pblc.it/c/167411272?method=email&token=1831440VtCfU) **Fiat Chrysler and Peugeot just announced a new name for their merging companies: ‘Stellantis’** ![](https://ennisco.com/wp-content/uploads/2020/07/1Stellantis.jpg) Fiat Chrysler Automobiles and France’s Peugeot jointly announced that the new corporate entity formed from their forthcoming 50-50 merger would be called ‘Stellantis’. [**Read the full article here**](https://r.pblc.it/c/167411272?alt_obj=cta&method=email&url=https%3A%2F%2Fuk.motor1.com%2Fnews%2F434186%2Fstellantic-fca-groupe-psa-merger%2F)[](https://r.pblc.it/c/170157216?method=email&token=1831444SdkzF) **TrustFord signs fleet deal with Asda** ![](https://ennisco.com/wp-content/uploads/2020/07/1TrustFord.jpg) TrustFord, the factory owned dealer group, has signed a ‘significant’ fleet deal with supermarket group ASDA. [**Read the full article here**](https://r.pblc.it/c/170157216?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Ftrustford-signs-fleet-deal-asda-15-07-2020)[](https://r.pblc.it/c/167411266?method=email&token=1831448FKkWS) ***COVID-19 Recovery*** ![](https://ennisco.com/wp-content/uploads/2020/07/1Astra.jpg) **Ellesmere Port Vauxhall plant to restart production** Car manufacturer Groupe PSA has put more than 100 safety measures in place to allow production to restart at one of its sites in August. The Vauxhall plant at Ellesmere Port, which employs about 1,500, shut down due to the Covid-19 pandemic in March. [**Read the full article here**](https://r.pblc.it/c/167411266?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.bbc.co.uk%2Fnews%2Fuk-england-merseyside-53423692)[](https://r.pblc.it/c/167411264?method=email&token=1831453Xhiwd) **MAN Truck & Bus expands to deal with pandemic** ![](https://ennisco.com/wp-content/uploads/2020/07/1ManTB.jpg) Christian Schuf, head of the company’s sales and product unit in Asia-Pacific, said his company maintains its plan to expand its market in Thailand, even as the pandemic lays waste to logistics activities. [**Read the full article here**](https://r.pblc.it/c/167411264?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.bangkokpost.com%2Fbusiness%2F1952056%2Fman-expands-to-deal-with-pandemic)[](https://r.pblc.it/c/167411270?method=email&token=18315110IYdO) **Groupe PSA: Worldwide sales at 1 million units in the first semester** ![](https://ennisco.com/wp-content/uploads/2020/06/GPSA.png) The Group’s sales recovered strongly in June (sales doubled and deliveries up 71% versus May) in a European market down by 39% in the first half of 2020, in particular in Southern Europe where the Group has a strong position, impacting negatively the market mix. [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fgroupe-psa-worldwide-sales-at-1-million-units-in-the-first-semester%2F)[](https://r.pblc.it/c/167411271?method=email&token=1831533tkxmw) ***Key Trends*** ***EVs*** ![](https://ennisco.com/wp-content/uploads/2020/07/Hyundai-EVs.jpg) **Hyundai, Kia target EV sales of 1 million in 2025** Hyundai Motor Group leader Euisun Chung said Tuesday flagship Hyundai Motor and sister company Kia Motors aim to sell 1 million electric vehicles in 2025, together targeting more than 10 percent of global market share of EVs. [**Read the full article here**](https://r.pblc.it/c/167411271?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autonews.com%2Fautomakers-suppliers%2Fhyundai-kia-target-ev-sales-1-million-2025%3Futm_source%3Ddaily%26utm_medium%3Demail%26utm_campaign%3D20200714%26utm_content%3Darticle10-readmore)[](https://r.pblc.it/c/167411273?method=email&token=1831536j8mWr) **Vic Young Becomes First UK Dealership to Launch Suite of Electric Vehicles for Commercial Use** North East motor dealer Vic Young Conversions has created a range of fully-electric vehicles suitable for commercial use including an electric Box Van, electric Wheelchair Access Taxi and an electric Drop-side Tipper- all converted from regular Nissan e-NV200s. [**Read the full article here**](https://r.pblc.it/c/167411273?alt_obj=cta&method=email&url=https%3A%2F%2Fpressat.co.uk%2Freleases%2Fvic-young-becomes-first-uk-dealership-to-launch-suite-of-electric-vehicles-for-commercial-use-9067832b150c619cdeb60aa83065c670%2F)[](https://r.pblc.it/c/170219371?method=email&token=1831547xmcsE) ***Digital*** **Mitsubishi Road Assist+ App Wins 2020 Future Digital Award** ![](https://ennisco.com/wp-content/uploads/2020/05/MM-Communication-in-white-box.jpg) Juniper Research has named Mitsubishi a 2020 Future Digital Award winner for its Road Assist+ smartphone app. This impressive app specifically won a Technology Award in the Technology & Innovation category for giving easy access to connectivity options. [**Read the full article here**](https://r.pblc.it/c/170219371?alt_obj=cta&method=email&url=https%3A%2F%2Fthenewswheel.com%2Fmitsubishi-road-assist-app-wins-2020-future-digital-award%2F)[](https://r.pblc.it/c/170220141?method=email&token=1831549I1Jc7) **Volvo updates On Call app to include driving pattern data for plug-in model owners** ![](https://ennisco.com/wp-content/uploads/2020/07/1VOLVOONCALL.png) Volvo has updated its On Call smartphone app to allow drivers of plug-in hybrid models from the Swedish firm’s range to see how their vehicles are using electricity. [**Read the full article here**](https://r.pblc.it/c/170220141?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.shropshirestar.com%2Fnews%2Fmotors%2F2020%2F07%2F10%2Fvolvo-updates-on-call-app-to-include-driving-pattern-data-for-plug-in-model-owners%2F)[](https://r.pblc.it/c/170220540?method=email&token=1831551v7KAn) ***Technology*** **Audi CEO Will Continue to Invest in Internal Combustion** ![](https://ennisco.com/wp-content/uploads/2020/07/1Audi.jpg) During his recent interview with Focus.de, Audi CEO Markus Duesmann claimed that Audi would continue to invest in internal combustion. In fact, Duesmann feels that internal combustion “will live for a very long time,” he told Focus. [**Read the full article here**](https://r.pblc.it/c/170220540?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.quattrodaily.com%2Faudi-ceo-will-continue-to-invest-in-internal-combustion%2F)[](https://r.pblc.it/c/167411263?method=email&token=1823697HfaQa) **Ones to Watch** *Webinars* ![](https://ennisco.com/wp-content/uploads/2020/07/1DailyDrive-podcast.jpg) **Daily Automotive News podcast, ‘Daily Drive’.** Join Automotive News Publisher Jason Stein for a daily podcast series about the coronavirus crisis. He’ll speak with industry experts, insiders and Automotive News reporters about how the virus is impacting and reshaping the automotive industry. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autonews.com%2Fweekend-drive-podcast-0)[](https://r.pblc.it/c/167411267?method=email&token=18063557ZZKp) **Automotive World** ![](https://ennisco.com/wp-content/uploads/2020/07/AMWorld.png) **Learn like Tesla: how every car and every mile can make your global fleet better** **July 27, 2020, 10am EDT | 4pm CET** A Tesla vehicle receives an update every 16 days. Unlike other brands, its vehicles improve over time. Why? Because Tesla learns from its fleet through data-gathering. In this free webinar, Renovo shares details of how its own platform is allowing OEMs to compete with Tesla, learn rapidly from their production vehicles, and develop software that their customers love. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fmobex.io%2Fwebinars%2Flearn-like-tesla-how-every-car-and-every-mile-can-make-your-global-fleet-better%2F) **Categories:** News **Tags:** automotive, automotivenews, COVID-19, industry, insights, trends --- ### [Ennis & Co Announce New Associates](https://ennisco.com/ennis-co-announce-new-associates/) **Published:** July 22, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to announce the appointment of Human Resources and Global financial services professionals as new Associates of the business, who have joined as of July 2020. [Hazel Martin](https://ennisco.com/personnel/hazel-martin/), former Director of Human Resources for Aston Martin, and [Lorna Brown](https://ennisco.com/personnel/lorna-brown/), former regional Chief Procurement Officer (CPO) in global financial services, bring to the company a wealth of knowledge spanning different career paths to add a new level of expertise to an extensive associate profile. Hazel has an abundance of global experience within commercial HR and has specialised in luxury automotive brands including Aston Martin and Jaguar Land Rover, leading HR teams, transforming people strategies, championing problem-solving, introducing new leadership behaviours to promote diversity and inclusion more interactively and leading several restructuring programmes to support key changes within organisations. Following almost twenty years as Director of HR for Aston Martin, Hazel is now taking her wealth of HR experience to the next level; by assisting organisations with engagement practices to help inspire and assist individuals and businesses with their HR strategies. Lorna’s career in Financial Services began in Retail Banking, and after securing her MCIBS qualification, she turned her hand to Quality Assurance and Continuous Improvement before moving into Procurement and Supplier Management across Outsourced Services as well as various Spend Categories. Lorna is a Fellow of CIPS and has a strong understanding of the EU regulations relating to procurement and supplier management as translated into the UK under Financial Conduct Authority (FCA) and Prudential Regulatory Authority (PRA) requirements for Outsourcing and Third Party Management, and is currently a Non-Executive Director and Committee Chair (Finance, Risk & Governance) following eight years as a Director at grassroots level within the world of golf. [Lynda Ennis](https://ennisco.com/personnel/lynda-ennis/), Founder and Director of Ennis & Co, said: “We are absolutely delighted to welcome two new associates to the Ennis & Co team, and both are equally special as I have worked with Hazel and Lorna for many years. They are both incredibly talented ladies and I believe they’ve added a new element to the Ennis & Co dynamic. Although 2020 may have started of as a very strange year, this is the kind of news that we’re genuinely thrilled to announce and I’m very much looking forward to working with them in the future.” Both Hazel and Lorna look to bring their wealth of knowledge and expertise to support the Ennis & Co team, as well as operating as consultants in their own right, as Hazel has begun her new venture HLM Consultancy and Lorna continues her work as a Non-Executive Director, as well as operating on a consultancy basis. Hazel said: “Automotive has always been my passion throughout my career, so to remain within the industry as a consultant and still work with the automotive executive search specialists I’ve built such a great relationship with is a dream come true. Ennis & Co’s vision within the field of diversity and inclusion also matches mine and I’m really looking forward to future projects and initiatives within this area too.” Lorna said: “For me, it seems the most exciting time to become a part of something different. I love being able to help and advise people and I know that working with Ennis & Co will definitely provide me with the opportunity to work on something I can sink my teeth into. Lynda and the Ennis & Co team have always supported me, so to have the opportunity to give something back is truly amazing and I’m looking forward to what the future brings as an Associate.” Find out more about Ennis & Co’s newest Associates by [clicking here.](https://ennisco.com/the-team/) If you would like to get in touch with Hazel Martin, [please click here.](mailto:housemartin143@sky.com) If you would like to get in touch with Lorna Brown, [please click here.](mailto:brownlornaj@gmail.com) **Categories:** News **Tags:** Associates, executivesearch, Financial Services, Hazel, Strategy --- ### [Ennis & Co Fundraising for The Not Forgotten](https://ennisco.com/ennis-co-fundraising-for-the-not-forgotten/) **Published:** July 22, 2020 **Author:** Comms Team **Content:** - **WW2 veteran ‘Bunny’ Ennis launches fundraiser with support of the Ennis & Co team** **for The Not Forgotten in celebration of its centenary year.** - **The fundraiser will run from the 3rd – 9th August 2020.** - **To donate and find out more about the charity visit:** The Not Forgotten combats the causes of isolation & loneliness for the injured and disabled Armed Forces community through social activities and challenges. This is a charity that has great significance for Ennis & Co Founder, Lynda Ennis, as it does a great deal for her 94-year-old father and military veteran, Bunny. Bunny would like to fundraise for The Not Forgotten and has decided to do an exercise bike challenge for seven days to raise money and awareness for the charity, particularly as it’s the centenary year. Additionally, he wants this to help those who are shielding from COVID-19 and also spread some much-needed positivity. For every kilometre Bunny cycles each day during the week commencing 3rd August, the Ennis & Co team will double this in their own preferred method of exercise. Although the team will not be able to complete this together in person, they will motivate each other along the way, screen grabbing progress, raising awareness for the charity and most of all, boosting Bunny’s dream to do something amazing and give something back. Lynda Ennis, Founder of Ennis & Co, said: “The Not Forgotten holds a special place in my family’s hearts and so I am delighted to support the charity during its centenary year. I feel that this fundraiser is particularly relevant during the current time, as the COVID-19 situation has brought to light just how isolated some of our loved ones can feel. The Not Forgotten has contributed so much for our country’s veterans and I hope that this fantastic fundraising event will help give the charity the recognition it so deserves. The Ennis & Co team is like a family and while we are unable to fundraise together currently, we will be motivating one another throughout this challenge and will try our very bests to do both The Not Forgotten and Bunny proud.” Ennis & Co would be so grateful for any additional support from the wider community, either through donations or in raising further awareness of The Not Forgotten. To find out more or to donate please visit: Twitter: LinkedIn: [https://www.linkedin.com/company/ennis-&-co-ltd/](https://www.linkedin.com/company/ennis-&-co-ltd/) **Categories:** News **Tags:** charity, Team, wellbeing, WW2 --- ### [Automotive News](https://ennisco.com/automotive-news-10/) **Published:** July 24, 2020 **Author:** Comms Team **Content:** As the industry continues to advance towards a “new normal”, with government guidelines continuing to relax post-lockdown (particularly in the UK) it has been an interesting week when it comes to new advancements. This week’s news update therefore covers the following topics: · New appointments in the industry · Automotive news · Key trends · “Ones to Watch”: the latest automotive webinars We hope you enjoy our collation of the latest industry news and if you’d like to discuss any topics further with us, please don’t hesitate to get in touch. **New Appointments in Automotive**[](https://r.pblc.it/c/167411268?method=email&token=1838083-ouMj) **Bosch** ![](https://ennisco.com/wp-content/uploads/2020/05/bosch.png) **Bosch Announces New VP** Bosch Automotive Aftermarket North America has announced Todd Hertzler as its new vice president, independent aftermarket sales, according to a press release. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.ratchetandwrench.com%2Farticles%2F10241-bosch-announces-new-vp)[](https://r.pblc.it/c/167411258?method=email&token=1838098gJnBd) **Genesis Europe** ![](https://ennisco.com/wp-content/uploads/2020/07/1GenesisLogo.png) **Polestar UK MD joins Hyundai premium brand Genesis Europe** Polestar UK managing director Andrew Pilkington has left the Geely-owned EV specialist for Hyundai premium car brand Genesis. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Fpeople-news%2F2020%2F07%2F21%2Fpolestar-uk-md-joins-hyundai-premium-brand-genesis-europe)[](https://r.pblc.it/c/167411265?method=email&token=18381006wby7) **Former Ford exec Joe Hinrichs joins board of self-driving radar start-up** ![](https://ennisco.com/wp-content/uploads/2020/07/1Henrichs.jpg) Hinrichs was president of Ford’s worldwide automotive business. More than four months after retiring as Ford’s automotive president, Joe Hinrichs has resurfaced on the board of a U.S. company pioneering a unique sensor for autonomous vehicles, WaveSense Inc. [**Read the full article here**](https://r.pblc.it/c/167411265?alt_obj=cta&method=email&url=https%3A%2F%2Feu.detroitnews.com%2Fstory%2Fbusiness%2Fautos%2Fford%2F2020%2F07%2F20%2Ffords-ex-auto-chief-joe-hinrichs-joins-wavesense-board-directors%2F5471548002%2F)[](https://r.pblc.it/c/172390915?method=email&token=1838127kM9N2) **Volkswagen** **New Production Board Member for Volkswagen Passenger Cars brand** ![](https://ennisco.com/wp-content/uploads/2020/07/1DrChristianVollmer.jpg) Dr. Christian Vollmer, formerly Executive Vice-President for Production and Logistics of the SEAT brand, has been appointed Production Board Member of the Volkswagen Passenger Cars brand effective August 1, 2020. [**Read the full article here**](https://r.pblc.it/c/172390915?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotiveworld.com%2Fnews-releases%2Fnew-production-board-member-for-volkswagen-passenger-cars-brand%2F)[](https://r.pblc.it/c/170241583?method=email&token=1838289RjFd7) ***Automotive News*** **British sports car maker Lotus setting up advanced technology centre in Warwickshire** ![](https://ennisco.com/wp-content/uploads/2020/07/1Lotusd.jpg) British sports car maker Lotus Cars is to set up an operation in Warwickshire in a move which could create hundreds of jobs. [**Read the full article here**](https://r.pblc.it/c/170241583?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.coventrytelegraph.net%2Fnews%2Flocal-news%2Flegendary-british-sports-car-maker-18642302)[](https://r.pblc.it/c/167411254?method=email&token=18383004bm_R) **BT and Worcester Bosch team up to work on the UK’s first smart factory** As part of the plans BT has become the lead technology partner for Worcestershire 5G Testbed (W5G) to enable the future of smart manufacturing and speed up the next phase of the ‘fourth industrial revolution’. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.mobilenewscwp.co.uk%2FNews%2Farticle%2Fbt-worcester-bosch-team-work-uks-first-smart-factory)[](https://r.pblc.it/c/167411255?method=email&token=1838323Gjx_G) **FCA and Waymo expand autonomous partnership** Fiat Chrysler Automobiles (FCA) and Google-owned self-driving technology developer Waymo, have announced their strategic partnership is expanding. The collaboration will see the two companies work on SAE Level 4 (L4) autonomous capabilities, as well as applying these systems to commercial vehicles. [**Read the full article here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fautovistagroup.com%2Fnews-and-insights%2Ffca-and-waymo-expand-autonomous-partnership)[](https://r.pblc.it/c/167411272?method=email&token=1838370tPtae) **Volvo boss: electrification key to post-coronavirus growth** Volvo boss Håkan Samuelsson believes that the firm’s heavy focus on electrification and connectivity will help it to achieve long-term growth, despite the pandemic hitting sales and revenue in the first half of 2020. [**Read the full article here**](https://r.pblc.it/c/167411272?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Fvolvo-boss-electrification-key-post-coronavirus-growth)[](https://r.pblc.it/c/167411266?method=email&token=18383927sRuR) ***Key Trends*** ***Mobility*** ![](https://ennisco.com/wp-content/uploads/2020/07/1Nissan-Toyota-New-Logo-2020.jpg) **Nissan and Toyota the latest car makers to deliver ‘Mobility-Friendly’ new logos** Nissan and Toyota are the latest car makers to reveal new corporate logos as car makers make their logos simpler for the digital age of ‘mobility’. [**Read the full article here**](https://r.pblc.it/c/167411266?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.carsuk.net%2Fnissan-and-toyota-the-latest-car-makers-to-deliver-mobility-friendly-new-logos%2F)[](https://r.pblc.it/c/167411264?method=email&token=1838407hyNak) ***Technology*** **Bosch Consolidates All Automotive Software And Electronics Into New Division** Bosch, the world’s largest automotive supplier has now decided to consolidate more than 17,000 employees across disparate groups into a single new Cross-Domain Computing Solutions division. [**Read the full article here**](https://r.pblc.it/c/167411264?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fsamabuelsamid%2F2020%2F07%2F21%2Fbosch-consolidates-all-automotive-software-and-electronics-into-new-division%2F%2362b9d6751320)[](https://r.pblc.it/c/167411270?method=email&token=18384132hK62) **Samsung, Hyundai Motor to cooperate on future cars beyond batteries** Discussion and cooperation on future mobility technologies are seemingly picking up speed between South Korea’s two biggest conglomerates, Samsung Electronics and Hyundai Motor Group, raising expectations on tangible business partnerships on development of next-generation vehicles and automotive solutions. [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.nationthailand.com%2Fnews%2F30391733%3Futm_source%3Dhomepage%26utm_medium%3Dinternal_referral)[](https://r.pblc.it/c/167411271?method=email&token=1838422a9w5s) ***Digital*** ![](https://ennisco.com/wp-content/uploads/2020/07/1KiaPic.jpg) **Kia launches MyKia app in the UK for its customers** Kia Motors (UK) Limited has recently launched the MyKia app with new features and access to many new services and tools. All of this is accessible through a smartphone as this app is available for both Android and Apple phone users. [**Read the full article here**](https://r.pblc.it/c/167411271?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.carwale.com%2Fnews%2Fkia-launches-mykia-app-in-the-uk-for-its-customers%2F) [](https://r.pblc.it/c/167411263?method=email&token=1838457fXNlT) **Ones to Watch** ![](https://ennisco.com/wp-content/uploads/2020/07/MIRA_HORIBA_LOGO_2018_RGB-01.png) *Webinars* **HORIBA-MIRA** **Wednesday 29th July,** **10am – 11am BST** **Test Methods for Interrogating Autonomous Vehicle Behaviour** A thought provoking discussion on the findings and recommendations derived from HORIBA MIRA’s involvement in the HumanDrive project. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fregister.gotowebinar.com%2Frt%2F462389027864569104%3Fsource%3DWebsite)[](https://r.pblc.it/c/167411267?method=email&token=1838438E442r) **SMMT** ![](https://ennisco.com/wp-content/uploads/2020/07/SMMT-Logo.jpg) **COVID-19 webinar 16** **Thursday 30th July, 15:00 – 16:00 GMT** SMMT CEO Mike Hawes will be joined by Ian Henry of AutoAnalysis and SMMT’s Senior Economist, Matt Croucher. Ian will be delivering his mid-year production outlook report and Matt will be providing an economic and market update. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.smmt.co.uk%2Fevents%2Fwebinars%2F) **Categories:** News **Tags:** appointments, Leadership, news, trends, webinar --- ### [Automotive News](https://ennisco.com/automotive-news-11/) **Published:** July 31, 2020 **Author:** Comms Team **Content:** As we swiftly approach a brand new month, we’re taking a look back on a very eventful end to July within the automotive industry. It hasn’t been without its trials, of course, yet there has been a resurgence of positive news to choose from and, as always on a Friday, we have collated it all into one easy to reach place for you. This week’s update covers the following topics: · New appointments in the industry · Ennis & Co’s latest news · Recovery in automotive · Hot news · “Ones to Watch”: the latest automotive webinars We hope you enjoy this week’s update and would love to hear your thoughts. Contact us at hello@ennisco.com for more information. **New Appointments in Automotive**[](https://r.pblc.it/c/167411268?method=email&token=1847117avXmu) **Jaguar Land Rover** ![](https://ennisco.com/wp-content/uploads/2020/07/1thierry_bolloreJLR.jpg) **Thierry Bollore named as new JLR CEO** Ex-Renault CEO Thierry Bolloré has been announced as the new CEO of Jaguar Land Rover, replacing Sir Ralf Speth. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Fex-renault-boss-thierry-bollore-named-new-jlr-ceo)[](https://r.pblc.it/c/167411258?method=email&token=1847259frmlM) **New owner for David Brown Automotive** ![](https://ennisco.com/wp-content/uploads/2020/07/1DavidBrownAutomotive.jpg) **UK Advanced Industrials Ltd takes majority stake in Speedback GT and Mini Remastered maker** David Brown Automotive, the Silverstone-based maker of the highly individualistic Speedback GT and Mini Remastered models, is promising “a period of growth and exciting new model launches” following the arrival of a new majority shareholder, UK Advanced Industrials Ltd. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Fnew-cars%2Fnew-owner-david-brown-automotive)[](https://r.pblc.it/c/167411265?method=email&token=1847268I-QKp) **Renault** ![](https://ennisco.com/wp-content/uploads/2020/07/1GillesVidal.jpg) **Former head of Peugeot design Gilles Vidal joins Renault** Designer credited with transforming Peugeot’s fortunes will report to Laurens van den Acker from November. [**Read the full article here**](https://r.pblc.it/c/167411265?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autocar.co.uk%2Fcar-news%2Findustry%2Fformer-head-peugeot-design-gilles-vidal-joins-renault)[](https://r.pblc.it/c/170241583?method=email&token=1847272Qh_-Q) ***Recovery in Automotive*** **Polestar 2 deliveries in Europe start ahead of schedule** Polestar has started deliveries of the Polestar 2 earlier than planned. The first European customer vehicle has now been handed over at the company’s headquarters in Gothenburg, which is ahead of schedule and was not supposed to take place until August. [**Read the full article here**](https://r.pblc.it/c/170241583?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.electrive.com%2F2020%2F07%2F30%2Fpolestar-2-deliveries-in-europe-start-ahead-of-schedule%2F)[](https://r.pblc.it/c/167411254?method=email&token=1847280ybcfD) **Top 10 sellers by market, 6 months: Toyota models tops in 8 countries** Toyota models were the top-sellers in Cyprus, Estonia, Finland, Greece, Ireland, Latvia, Lithuania and Poland. The Corolla and RAV4 each finished No. 1 in three markets. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Feurope.autonews.com%2Fautomakers%2Ftop-10-sellers-market-6-months-toyota-models-tops-8-countries)[](https://r.pblc.it/c/167411255?method=email&token=18472730rDfU) **BlackBerry finds another automotive partner in electric vehicle startup Canoo** The California-based EV company is adding BlackBerry’s QNX operating system to its fleet of membership-based semi-autonomous vehicles. [**Read the full article here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.techrepublic.com%2Farticle%2Fblackberry-finds-another-automotive-partner-in-electric-vehicle-startup-canoo%2F)[](https://r.pblc.it/c/175993107?method=email&token=1848387BPnJm) ***Ennis & Co’s Latest News*** ![](https://ennisco.com/wp-content/uploads/2020/07/Bunny-e1595413831253.jpg) ***The Not Forgotten: Charity Challenge*** **WW2 veteran ‘Bunny’ Ennis launches fundraiser with support of the Ennis & Co team for The Not Forgotten in celebration of its centenary year.** The Not Forgotten combats the causes of isolation & loneliness for the injured and disabled Armed Forces community through social activities and challenges. This is a charity that has great significance for Ennis & Co Founder, Lynda Ennis, as it does a great deal for her 94-year-old father and military veteran, Bunny. Bunny would like to fundraise for The Not Forgotten and has decided to do an exercise bike challenge for seven days to raise money and awareness for the charity, particularly as it’s the centenary year. Additionally, he wants this to help those who are shielding from COVID-19 and also spread some much-needed positivity. Ennis & Co would be so grateful for any additional support from the wider community, either through donations or in raising further awareness of The Not Forgotten. To find out more or to donate please visit: [www.justgiving.com/fundraising/ennisco](https://r.pblc.it/c/175993107?alt_obj=hre&method=email&url=https%3A%2F%2Fwww.justgiving.com%2Ffundraising%2Fennisco) [**Find out more here**](https://r.pblc.it/c/175993107?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.justgiving.com%2Ffundraising%2Fennisco)[](https://r.pblc.it/c/175994358?method=email&token=1848408qhlWt) ***Exec. Commercial Director Paul Shoesmith joins Ennis & Co as new Associate*** ![](https://ennisco.com/wp-content/uploads/2020/07/Paul-Shoesmithbnw-e1596095634254.jpg) Ennis & Co are delighted to announce that Paul Shoesmith, former Brand Director of Auto Trader and Publishing Director of Haymarket’s PistonHeads, has joined as a new Associate of the business, as of 30th July 2020. Paul has worked in the digital automotive marketplace for 21 years, having initially been headhunted as the first senior commercial hire at the then start up, Autotrader.co.uk. He then went on to become a key member of the senior management team at Auto Trader for 15 years before joining Haymarket Automotive, working on its market-leading What Car?, PistonHeads and Autocar brands. Career highlights include growing Auto Trader’s revenues as Sales Director from around £250,000 a year to approaching £200m, and client numbers from a few hundred to 11,000, he then continued to drive growth in the subsequent roles of Trade Product Director and Brand Director. On joining Ennis & Co as a new Associate, Paul said: “Lynda and the team have carved a real niche as specialists in their field and to be a part of what they’re trying to achieve within automotive is an exciting new venture for me. Automotive is, and always has been, a true passion of mine and I’m looking forward to helping provide solutions for organisations within the sector – particularly during this extremely transformative period.” [**Find out more here**](https://r.pblc.it/c/175994358?alt_obj=cta&method=email&url=https%3A%2F%2Fennisco.com%2Fpersonnel%2Fpaul-shoesmith%2F) [](https://r.pblc.it/c/167411266?method=email&token=1848309cp8ln) ***Hot News*** ***Automakers*** **Renault CEO: “I’m confident about alliance with Nissan”** The new CEO of French carmaker Renault said on Thursday he was confident that his firm’s troubled alliance with Japanese partners Nissan and Mitsubishi would demonstrate that it was valuable for all sides. [**Read the full article here**](https://r.pblc.it/c/167411266?alt_obj=cta&method=email&url=https%3A%2F%2Fuk.reuters.com%2Farticle%2Frenault-results-alliance%2Frenault-ceo-im-confident-about-alliance-with-nissan-idUKL5N2F1353)[](https://r.pblc.it/c/175990945?method=email&token=1848381Mo06B) **Ford Posts Surprise $1.1B Profit On Argo AI Investment Gain** Ford Motor Co. on Thursday reported second-quarter income of $1.1 billion despite a pandemic that idled its North American plants for roughly half the reporting period. [**Read the full article here**](https://r.pblc.it/c/175990945?alt_obj=cta&method=email&url=https%3A%2F%2Ftechnocodex.com%2Fford-posts-surprise-1-1b-profit-on-argo-ai-investment-gain%2F)[](https://r.pblc.it/c/167411270?method=email&token=1848380JS3w-) ***Europe Rising Stars*** **Automotive News Europe salutes Agustin Lopez-Diaz** Automotive News Europe honors the winners of the 2020 Rising Stars awards. The Rising Star for Quality is Agustin Lopez-Diaz, who is senior vice president total customer satisfaction and quality at Faurecia. [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Feurope.autonews.com%2Fawards%2F2020-rising-stars-europe-agustin-lopez-diaz)[](https://r.pblc.it/c/167411264?method=email&token=1848317ArCcE) ***Suppliers*** **Panasonic aims to boost energy density in Tesla batteries by 20%** Panasonic Corp plans to boost the energy density of “2170” battery cells it supplies to Tesla Inc by 20% in five years and commercialise a cobalt-free version “in two to three years”, the head of its U.S. EV battery business said. [**Read the full article here**](https://r.pblc.it/c/167411264?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.reuters.com%2Farticle%2Fus-panasonic-tesla-exclusive%2Fexclusive-panasonic-aims-to-boost-energy-density-in-tesla-batteries-by-20-executive-idUSKCN24V1GB)[](https://r.pblc.it/c/167411271?method=email&token=1848382oX-E3) **Italy’s Brembo raises stake in Pirelli to 4.99%, ends purchases** Italian brake maker Brembo said on Wednesday it would not buy additional shares in tyremaker Pirelli after increasing its stake to almost 5%. Brembo, which makes brakes for automakers including Ferrari and Tesla, as well as several Formula One teams, said it now held a 4.99% stake in Pirelli, both directly and indirectly through its Nuova FourB parent company, and that it had completed the purchase process. [**Read the full article here**](https://r.pblc.it/c/167411271?alt_obj=cta&method=email&url=https%3A%2F%2Fuk.reuters.com%2Farticle%2Fuk-brembo-pirelli-stake%2Fitalys-brembo-raises-stake-in-pirelli-to-4-99-idUKKCN24U20M%3Fil%3D0)[](https://r.pblc.it/c/167411263?method=email&token=18483851YJOk) ***Ones to Watch*** ***Webinars*** Auto Trader: **Wednesday, August 05, 2020** **10:00 AM British Summer Time Duration: 1 hour** **Auto Trader Update: How John O’Hanlon is adapting his business and his outlook for the rest of 2020** Auto Trader will be joined by Waylands CEO, John O’Hanlon, for a live interview with Auto Trader’s Sales Director, Rebecca Clark. They’ll be seeking to find out what July’s performance was like and if he’s seen any changes in consumer behaviour. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fevent.on24.com%2FeventRegistration%2FEventLobbyServlet%3Ftarget%3Dreg30.jsp%26partnerref%3Dtradesite%26eventid%3D2501210%26sessionid%3D1%26key%3DD8CD4BD28B42FA0E0F8E506DE618A36C%26regTag%3D%26sourcepage%3Dregister)[](https://r.pblc.it/c/167411267?method=email&token=1848383FN1z4) **Autonomous Vehicles Online** **August 11 – 12, 2020 | Online Event** The Infrastructure and Technologies Enabling AVs in the Public Domain COVID-19 has disrupted our supply chains and accelerating the need to deploy contactless Autonomous Vehicles. Learn how to advance safety and automation to meet new demands. Automotive IQ’s distinguished speaker faculty comprising of safety and design leaders comprises of safety, autonomous, and design leaders that will guide you through the ins and outs of the industry. They have technical sessions ranging from connectivity to simulation to panels to discuss industry roadmaps and advancing testing and prototyping. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotive-iq.com%2Fevents-autonomous-vehicles-online-event%2F%3Fmac%3DAUIQ_WebinarIndex_EOI_Title_Listing%26utm_medium%3DPortal%26utm_source%3Dautomotive-iq) **Categories:** News **Tags:** automotive, Leadership, RisingStars, trends --- ### [Paul Shoesmith joins Ennis & Co as new Associate](https://ennisco.com/exec-commercial-director-paul-shoesmith-joins-ennis-co-as-new-associate/) **Published:** July 31, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to announce that Paul Shoesmith, former Brand Director of Auto Trader and Publishing Director of Haymarket’s PistonHeads, has joined as a new Associate of the business, as of 30th July 2020. Paul has worked in the digital automotive marketplace for 21 years, having initially been headhunted as the first senior commercial hire at the then start up, Autotrader.co.uk. He then went on to become a key member of the senior management team at Auto Trader for 15 years before joining Haymarket Automotive, working on its market-leading What Car?, PistonHeads and Autocar brands. Career highlights include growing Auto Trader’s revenues as Sales Director from around £250,000 a year to approaching £200m, and client numbers from a few hundred to 11,000, he then continued to drive growth in the subsequent roles of Trade Product Director and Brand Director. Paul has a wealth of experience over a wide range of disciplines covering digital transformation and revenue growth, e-commerce, strategic planning, product development and user experience, monetisation and optimisation. Lynda Ennis, Founder and Director of Ennis & Co, said: “It has been an exciting time for Ennis & Co, despite 2020 being a rather strange year, and welcoming Paul as an Associate has really transformed the dynamic of the company. His commercial-focus within automotive and strong knowledge and understanding of the market is robust and he’s truly passionate about sharing this to help businesses thrive. His energy is most welcomed at Ennis & Co and we’re all very much looking forward to working with him.” Paul is well-regarded as a strong and effective communicator, standing out for being passionate about providing pragmatic solutions for businesses to enhance their user experiences and to enable the monetisation of audiences to increase revenue. On joining Ennis & Co as a new Associate, Paul said: “Lynda and the team have carved a real niche as specialists in their field and to be a part of what they’re trying to achieve within automotive is an exciting new venture for me. Automotive is, and always has been, a true passion of mine and I’m looking forward to helping provide solutions for organisations within the sector – particularly during this extremely transformative period.” Find out more about Paul’s profile by visiting: **Categories:** News **Tags:** Associate, automotive, digital, insights, mentoring --- ### [Former Chief Human Resources Officer Julie Stayte joins Ennis & Co as new Associate](https://ennisco.com/former-chief-human-resources-officer-julie-stayte-joins-ennis-co-as-new-associate/) **Published:** August 3, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to announce that Julie Stayte, former Chief Human Resources Officer of Volkswagen Financial Services, has joined Ennis & Co as an Associate, starting 3rd August 2020. Julie possesses a wealth of experience in commercial HR and has operated within demanding, fast-paced customer centric environments including financial services, retail, hospitality, aviation and manufacturing. Having started her career in HR within various hospitality organisations, Julie took on the role of Regional HR Director for Hilton Hotels UK & Ireland, with specific responsibility for over 4,000 employees. She then went on to become Group HR Director for HR Owen Plc, which led to subsequently working her way towards other automotive-focused organisations, including LeasePlanUK Ltd. This venture involved Julie’s invaluable knowledge surrounding coaching for senior leaders and employee engagement, as well as oversight of enterprise wide strategic reviews, development and delivery of a culture change strategy to ensure a values led alignment for the organisation. As Chief Human Resources Officer for Volkswagen Financial Services, Julie partnered with the company’s CEO and CFOs, alongside the executive team, to drive and support both transformation and organisational change both in the UK and as lead for some Global projects . Her high levels of integrity, trusting – and appropriately challenging – nature is coupled with a deep and genuine understanding of people within organisations of all sizes. Lynda Ennis, Founder and Director of Ennis & Co, said: “Julie has been an absolute pleasure to work with over the years and I’m delighted she has accepted our offer to join Ennis & Co as an Associate. Her wealth of knowledge and passion for supporting people brings another dynamic to the team, which I know Julie is the perfect fit for.” Julie is now a consultant in her own right for Ideality Consulting Ltd, helping to deliver a mixture of Coaching, Interim and HR consultancy projects for clients seeking a strong and trusted advisor, within automotive and beyond. On joining Ennis & Co as a new Associate, Julie said: “Having worked as a client of Ennis & Co, I was struck how aligned our ethos, values, genuine curiosity and desire to deliver the right outcomes was. I am delighted to be joining Lynda and team as an Associate and look forward to contributing and continuing to learn from the team and fellow Associates.” To find out more about Julie’s profile, please visit: **Categories:** News **Tags:** Associate, HRinsights, Julie, Leadership, Stayte, Team --- ### [Ennis & Co to judge Auto Trader's Retailer Awards](https://ennisco.com/ennis-co-to-judge-auto-traders-retailer-awards/) **Published:** August 28, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to be judging [Auto Trader UK](https://www.linkedin.com/company/auto-trader-uk/)‘s Retailer Awards 2020, alongside [Google](https://www.linkedin.com/company/google/), [Rightmove](https://www.linkedin.com/company/rightmove/) and [The Specialist Works](https://www.linkedin.com/company/the-specialist-works/). We will be judging the self-nomination categories, which include Business Initiative of the Year Award and the People and Culture Award; two awards that are actually very close to us in terms of our values. Particularly, of course, in terms of our advocacy of people and culture within our commitment to diversity and inclusion. As one of the UK’s most recognised consumer brands, having an Auto Trader Retailer Award trophy in your cabinet (as well as window stickers, digital logos for your ads and website, not to mention photos, videos, press releases and social media assets), is an incredibly effective way to stand apart from your competitors, and build trust and confidence with you customers, which in today’s current challenging retail landscape is more important than ever. There is still time to enter so please take a look at the criteria by clicking [here](https://www.autotraderretailerawards.co.uk/self-nominations-1), or why not share with someone you think really deserves one of these accolades. Ennis & Co wish every entrant the very best of luck and look forward to the announcement of the winners. **Categories:** News **Tags:** AutoTrader, Awards, peopleandculture, RetailerAwards --- ### [Patricia Taylor joins Ennis & Co as new Associate](https://ennisco.com/patricia-taylor-joins-ennis-co-as-new-associate/) **Published:** October 7, 2020 **Author:** Comms Team **Content:** Ennis & Co are delighted to welcome Patricia Taylor, Operating Partner at Acresis LLC and Founder of CoAdAct & Mocheck, as the newest Associate of Ennis & Co. Patricia is a proven Board Adviser and P&L leader, harnessing 30 years’ experience in leading organisations through high growth in fast changing markets from concept to profit to scale. She is an established Board member and advisor within the software and services markets, having advised over ten founder-based businesses and four private equity firms in the past five years. Patricia has advised on 100% shareholder sales to trade buyers, investor platform buy and build, and growth funding strategies. Patricia retains a strong presence in the Board room and with investors and her strengths include the capability to: expand global presence, support and guide entrepreneurial drive, understand drivers of product/market match, innovate commercial models to accelerate profitable sales. She is adept at working with medium sized growth businesses as well as large multi-country corporations. On her appointment as Ennis & Co’s newest Associate, Patricia said: “I have always admired the approach that Ennis & Co takes towards its clients with a true desire to contribute to their success through strategic insight as well as talent management. I look forward to joining an impressive group of Associates to offer expertise and experience while gaining insights and enjoyment along the journey.” Ennis & Co’s Founder, Lynda Ennis, said: “I am absolutely delighted to welcome Patricia on board as our newest Associate, having had the pleasure of working together previously. Patricia’s wealth of experience across a variety of different markets and sectors help provide Ennis & Co with the thought leadership and knowledge to navigate industry fluctuations and her dynamism, energy and enthusiasm are greatly respected by the Ennis & Co team. I am very much looking forward to working with Patricia again and I know our other Associates feel the same.” To find out more, please visit: **Categories:** News **Tags:** Associate, BoardAdvisor, Leadership, Patricia, Taylor, Team --- ### [Automotive News](https://ennisco.com/automotive-news-15/) **Published:** October 30, 2020 **Author:** Comms Team **Content:** Our fortnightly news update from Ennis & Co brings you the very latest topical insights within the automotive industry and beyond, from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive retail · Automotive trends · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449506%3Fmethod%3Demail%26token%3D1955517yy6-I&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258156533%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Hze1v%2Fx9b1RHd5OFbTUmk7yyD2u0QOq3QeAoLFCZkCE%3D&reserved=0) **Lisa Brankin appointed Managing Director, Ford of Britain and Ireland** ![](https://ennisco.com/wp-content/uploads/2020/11/1LisaBrankin.jpg) Lisa Brankin has been appointed as managing director, Ford of Britain and Ireland, effective Nov. 1, 2020. In this role, Brankin will be responsible for all of Ford’s marketing, sales and service activities in the United Kingdom and Ireland, and will report to Jon Williams, vice president, Sales, Ford of Europe. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https:%2F%2Fr.pblc.it%2Fc%2F207449506%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fmedia.ford.com%252Fcontent%252Ffordmedia%252Ffeu%252Fgb%252Fen%252Fnews%252F2020%252F10%252F26%252Flisa-brankin-appointed-managing-director--ford-of-britain-and-ir.html%2523%253A~%253Atext%253DLISA%252520BRANKIN%252520APPOINTED%252520MANAGING%252520DIRECTOR%25252C%252520FORD%252520OF%252520BRITAIN%252520AND%252520IRELAND%252C-26%25252DOct%25252D202&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258156533%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=WOL1jfrBIct%2FLhJ%2BHs0H4KfGX9qvld2op4jH%2FKTyV3s%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212793675%3Fmethod%3Demail%26token%3D1959687nU.ix&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258166491%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=2f%2B8wmtBozVbkz15a%2FhHbIaocyA5NwlmHmjh5DlwIrA%3D&reserved=0) **Kia Motors appoints Won Kyu Kang as Head of Design Innovation Division** ![](https://ennisco.com/wp-content/uploads/2020/11/1kyu-kang.jpg) Kia Motors Corporation has appointed Won Kyu Kang as Vice President and Head of the Kia Design Innovation Group. Starting in his new role in November, Mr. Kang will be based at the brand’s design headquarters, Kia Design Center in Namyang, Korea and will report to Karim Habib, Senior Vice President and Head of Kia Design Center. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212793675%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fkia-motors-appoints-won-kyu-kang-as-head-of-design-innovation-division%252F&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258166491%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=BIwQ6PhF1eG0tTA25pnQU0bMl5w20FSWpMXLvSxIK8w%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212799446%3Fmethod%3Demail%26token%3D19588792WEi8&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258176448%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=K0tLZgEbAquXikjwNoMDcFwVJSnOroem2XoyNBvref4%3D&reserved=0) **Professor Jim Saker appointed as new President of the Institute of the Motor Industry** ![](https://ennisco.com/wp-content/uploads/2020/11/1Jim-Sakee.jpg) The Institute of the Motor Industry’s Annual General Meeting (27th October 2020) saw the announcement of its new President, Professor Jim Saker, as well as the appointment of two new Vice Presidents: Linda Jackson (PSA) and Sandy Burgess (SMTA). Kevin Finn and Tony Tomsett were also confirmed as Chairman and Honorary Treasurer respectively. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212799446%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.fenews.co.uk%252Fpress-releases%252F57632-professor-jim-saker-appointed-as-new-president-of-imi&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258176448%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=lEytmPAqz2QY0ZsAc5GTlsfgJVb1mZbGo4g2ZLeE4Fs%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213447212%3Fmethod%3Demail%26token%3D195967560iqi&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258176448%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ZkKVZdcIgDQun7N9oa2w9Df2DFF%2F%2FnM05HyuicxeOrA%3D&reserved=0) **Seat appoints Lucas Casasnovas as new Head of Urban Mobility** ![](https://ennisco.com/wp-content/uploads/2020/11/1Lucas-casasnovas.jpg) Seat has appointed Lucas Casasnovas as its new Head of Urban Mobility. His role will include all projects related to new urban mobility, including XMOBA and Respiro. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213447212%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.fleetnews.co.uk%252Fnews%252Flatest-fleet-news%252F2019%252F10%252F30%252Fseat-appoint-lucas-casasnovas-as-new-head-of-urban-mobility&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258186400%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=STDtt%2Bq4XIPWspGyCipanmBDmsMFcc7cRCbfyB%2FVIM8%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213454603%3Fmethod%3Demail%26token%3D1959686.-aBe&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258186400%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=v9MXSneVEo55SPGg5KKT1dGhdg2ErW59mnRHJMSs4x8%3D&reserved=0) **Electric vehicle company Canoo announces appointment of Tony Aquila as Executive Chairman** ![](https://ennisco.com/wp-content/uploads/2020/11/1tony-aquila.jpg) Mr. Aquila is the Founder, and former Chairman and CEO of Solera Holdings, Inc., a global technology company that develops next-generation solutions which manage and protect both businesses and consumers within the automotive, mobility, financial and cybersecurity industries in over 90 countries. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213454603%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.prnewswire.com%252Fnews-releases%252Felectric-vehicle-company-canoo-announces-appointment-of-tony-aquila-as-executive-chairman-301156240.html&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258186400%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=FTvOGMicCh2xhDhUSRKBDd%2Bhw8pv57B05r7NacrvmB0%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213545088%3Fmethod%3Demail%26token%3D1959873LGekC&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258196349%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=sCHHbMuZ8HwDXPEC%2FSaUdKMNVCoP00W7DaEoGgTpGJo%3D&reserved=0) ***Retail*** ![](https://ennisco.com/wp-content/uploads/2020/11/1ssangyong.png) **Dealers welcome news SsangYong parent company is in talks to distribute Mitsubishi in UK** Dealers have welcomed the news that SsangYong GB’s owner is in the running to take over the distribution of Mitsubishi in the UK. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213545088%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fcardealermagazine.co.uk%252Fpublish%252Fdealers-welcome-news-ssangyong-parent-company-is-in-talks-to-distribute-mitsubishi-in-uk%252F206946&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258196349%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=yEv5uOvxswkvtuCan3L54fa%2FQ5dUcShrdAwrFLxErR0%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449490%3Fmethod%3Demail%26token%3D1959883nnDMp&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258206311%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=X22YL1AQTEN3tQlxGk6Rxn4Pau1b3m1voMwfFCYmjDc%3D&reserved=0) **Automobile sales are moving online** Cox Automotive reported that two out of three vehicle shoppers were now more likely to complete an automotive purchase entirely online than they were before the pandemic. Willingness to complete an automobile purchase online rose 73 percent as compared to sentiments before the outbreak. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449490%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.practicalecommerce.com%252Fautomobile-sales-are-moving-online&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258206311%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ty8XCbAwpUxnjruhOPSUpP5Y%2BuU8ZBX1dFEt%2BJ17KeE%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449502%3Fmethod%3Demail%26token%3D1959670D.oWU&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258206311%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=7wahMKnsrFUN5y0yIGmO9wcknBIF7Viljk3svCN%2Bx5o%3D&reserved=0) ***Automotive Trends*** ![](https://ennisco.com/wp-content/uploads/2020/06/VolvoBadge.jpg) ***Digital*** **New app from Volvo Canada allows for remote service appointment pickup & drop-off** Through Volvo Valet, which is available on iOS and Android smartphone devices, vehicle owners can schedule a service appointment with a participating retailer, who will send an employee to pick up the vehicle for service. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449502%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autoremarketing.com%252Farcanada%252Fnew-app-volvo-canada-allows-remote-service-appointment-pickup-drop&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258216268%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=5oI6VKKhNXWgvU79jhyEo%2FybktObutM5adKWRJUR5%2FY%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213565549%3Fmethod%3Demail%26token%3D1959913gXB6Z&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258216268%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=65XmZsoGthwVex5kjW2yMJ0It2GngJnM9qkigK52G04%3D&reserved=0) ***Mobility*** **TRATON and Hino start e-mobility joint venture** TRATON SE and Hino Motors, Ltd. have signed a joint venture agreement for e-mobility in order to plan and provide e-mobility products that will be based on the two companies’ strategic partnership to offer customers the highest value. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213565549%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Ftraton-and-hino-start-e-mobility-joint-venture%252F&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258216268%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=jX5FcvlIiEIjULmDR2%2FvY2Kdo1Zlzl6GQW478Niyif4%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213569730%3Fmethod%3Demail%26token%3D1959917kKSRn&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258226225%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Qz5yChSsubHJsBOEg1bBjpDLNX7zo4T67%2F5w%2FlfzKBI%3D&reserved=0) **Global market leaders Wejo and Cosworth partner to innovate with connected car data** ![](https://ennisco.com/wp-content/uploads/2020/11/1Wejo.png) Wejo, the pioneering connected car data company, today announces an exciting new partnership with iconic automotive specialists Cosworth. Wejo is collaborating with Cosworth to identify and investigate intelligent mobility and vehicle data concepts which will help drive future innovations and enhance the overall experience for the benefit of drivers and car manufacturers. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213569730%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.wejo.com%252Fpress%252Fwejo-partners-with-cosworth-to-innovate-with-connected-car-data&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258226225%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ObRQfQ5NwUfuxm5wsstd3C12vwAeaidjjyqaNA90fcY%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213578246%3Fmethod%3Demail%26token%3D1959935rH20o&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258226225%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Bmj74TfYPJQtBBMLIph0iBdhTbnuAMhGXdeP0lHulAs%3D&reserved=0) ***Technology*** ![](https://ennisco.com/wp-content/uploads/2020/11/1EV.jpg) **Electrified car registrations overtook diesels in Europe for first time** Last month was the first time in history that registrations of electric, plug-in and hybrid cars overtook diesel cars across Europe, new figures reveal. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213578246%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Fnew-cars%252Felectrified-car-registrations-overtook-diesels-europe-first-time&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258236181%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Vu1FEdE5vG6kf4qRuG5b%2F4k8iD1y95MY287S40b0DBY%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213559015%3Fmethod%3Demail%26token%3D1959906iMVZ7&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258236181%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=MV17YQaTyvilwVLvB1NRR0NbIP9rZPQfqgqU7xmiOhg%3D&reserved=0) ***Ones to WATCH*** **MQ! Virtual Innovation Summit** 10th & 11th November 2020 Join the MQ! community to discuss, co-create and push the envelope on mobility, together with other experts, thought leaders, scientists, visionaries, forward thinkers. Key topics include sustainability, electric mobility, smart cities and technology ethics. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213559015%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fthe-mobility-quotient.com%252F&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258246137%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=XAGzNJz%2FCyMz9KpDKWregFR9UA7lCYGBhTFRnPfWvc8%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449505%3Fmethod%3Demail%26token%3D1959925AGvRK&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258246137%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=tPVcy2n2%2FA4NAnoB%2BFvldwUC%2B%2F76QmPQth8ujvcwLd4%3D&reserved=0) **Auto Trader – Mystery Shopping Findings 2020** 20th November 2pm With over 1000 of top performing retailers being shopped, the program was slightly different this year with judging categories including: Email, Phone and Video Viewings (previously face to face). [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449505%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fevent.on24.com%252FeventRegistration%252FEventLobbyServlet%253Ftarget%253Dreg30.jsp%2526partnerref%253Dtradesite%2526eventid%253D2770106%2526sessionid%253D1%2526key%253DB16AC16FAD3EDF24CDFC1D8061C28D95%2526regTag%253D%2526sourcepage%253Dregister&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258246137%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=eoiF%2BLlVYoMSxUcxr8JGJg8c4G4hn9MzR27%2Bh7Ep3JQ%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213575854%3Fmethod%3Demail%26token%3D1959931_ly27&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258256095%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=9iyUYCI5W5%2Be8D%2Fln1mIteEkPq8h1XT2vHbUvZGRpHs%3D&reserved=0) **SMMT – Business Preparedness Programme** 3rd November 3pm SMMT will be joined by one of its consultancy partners to cover tariffs and rules of origin. This webinar will walk you through the UK’s Global Tariff schedule which will come into effect from 1st January 2021. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213575854%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fregister.gotowebinar.com%252Fregister%252F5333054017771324686&data=04%7C01%7Cmichaela.rowland%40ennisco.com%7Ca179f148bbc54d9cf63a08d87cfa6a8e%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637396762258256095%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=OjvQaObTuP823qeTkMp9iHCYiReE1cSETOzVsfwxZkI%3D&reserved=0) **Categories:** News **Tags:** appointments, automotive, automotivenews, digital, retail, technology, transformation, trends --- ### [Facebook's EMEA Automotive Summit](https://ennisco.com/facebooks-emea-automotive-summit/) **Published:** November 6, 2020 **Author:** Comms Team **Content:** **17 November, 9am GMT** Our Founder, Lynda Ennis, will be joining [Facebook](https://www.linkedin.com/company/facebook/)‘s EMEA Automotive Summit on 17 November to deliver a (rare) keynote speech on diversity & inclusion. Amongst an impressive line-up of leading industry figures within automotive and beyond, Lynda will be presenting at this virtual event, which looks to explore the trends that are accelerating in business, media and technology. Lynda will be offering her own valuable insights surrounding the question: “Is Diversity an Option in Automotive?” Diversity and inclusion is part of Ennis & Co’s DNA, and this year has shone a serious spotlight on the D&I agenda in so many different ways. Lynda will investigate how and why this has happened… with a look back on the data we have collated as a company surrounding the topic over the past few years… To find out more, and to register for this free event, please click [here. ](https://autoexceleratesummit.splashthat.com/) **Categories:** News **Tags:** automotive, DiversityandInclusion, EMEA, Facebook, inclusion --- ### [Automotive News](https://ennisco.com/automotive-news-16/) **Published:** November 13, 2020 **Author:** Comms Team **Content:** Our fortnightly news update from Ennis & Co, aims to provide you with the very latest information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive partnerships · Automotive trends · Diversity and Inclusion · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449506%3Fmethod%3Demail%26token%3D19762375azDG&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787659046%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=RWxOqSi1HgdMLifMFe%2BFHOxVZLrn6XKxQm7er28mFko%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/Veoneer.png) **Auto tech firm Veoneer appoints Ray Pekar as new CFO** Automotive technology group Veoneer has appointed company veteran Ray Pekar as its new Chief Financial Officer, replacing Mats Backman, who will leave the company in March “to seek new opportunities”. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449506%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fuk.reuters.com%252Farticle%252Fus-veoneer-cfo-idUKKBN27K0VM&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787669041%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=8SXVyx4a1oA0k1YxC9I69WgmPk42qhvBNrZq69Yu8%2BE%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212793675%3Fmethod%3Demail%26token%3D1976239ddalL&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787669041%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Rmu4mjZyZIjv7gBqCdqze2x%2BZ2UnOY%2BZWN3vv8l2nBU%3D&reserved=0) ![](https://ennisco.com/wp-content/uploads/2020/11/Denise_Dealerware.jpg) **Dealerware names Denise Iglesias as vice president of engineering** Connected car platform Dealerware has appointed Denise Iglesias as vice president of engineering, noting her track record of defining and delivering hardware and software products. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212793675%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autoremarketing.com%252Ftechnology%252Fdealerware-names-iglesias-vice-president-engineering&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787679036%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=JtOrr0HW4fRXwLtkXiwSUuRgS6E57xtd4QR%2FBldA9Do%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212799446%3Fmethod%3Demail%26token%3D19765127ih9B&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787679036%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=tfeN6re9U1XTdmOj384tPXTmmz1D%2BitoJZnq97gKMnM%3D&reserved=0) ![](https://ennisco.com/wp-content/uploads/2020/11/chris-harris.jpg) **Vertu Motors appoints Chris Harris as retail marketing director** In his new role, Harris will assume responsibility for building the marketing and brand capability of premium and specialist brands including Jaguar Land Rover (JLR), Audi and Mercedes-Benz to drive growth in the division. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F212799446%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F11%252F05%252Fvertu-motors-appoints-chris-harris-as-retail-marketing-director&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787689028%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=r8AdS8bYKfRgRrVpAWbnxIXScuz8vlrUQcNzt9su2yU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213447212%3Fmethod%3Demail%26token%3D1976523trUS1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787689028%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=f%2FWh3x7ttIvGWwkc5rS35PR3Z5emqzwrM3omZJgDbTI%3D&reserved=0) ![](https://ennisco.com/wp-content/uploads/2020/11/musk-e1605286316802.jpg) **Kia Motors (UK) appoints Jonathan Musk as dealer PR officer** Kia Motors (UK) has created a new focused role to support its dealerships with public relations as they continue their electrified vehicle push in the UK. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213447212%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F10%252F26%252Fkia-hires-jonathan-musk-to-help-dealers-with-pr&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787689028%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=mrPg8KaawfDrCgwdYIdWtRsAzFosr43vDYziXF4G920%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213454603%3Fmethod%3Demail%26token%3D1976529F6-rq&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787699019%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=DTmcGEP0V449D4JINaGbVNnuZuQBiE1eCl4mVCX2oQQ%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/bez.jpg) **Dr Ulrich Bez appointed chairman in Bizzarrini revival** As chairman of Bizzarrini, Bez will work alongside CEO Christopher Sheppard, who was previously the boss of Aston Martin Middle East North Africa, and chief marketing office Janette Green, who held a similar role at Aston Martin from 2005-2014. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213454603%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Findustry%252Fex-aston-martin-ceo-dr-ulrich-bez-head-bizzarrini-revival%253Futm_source%253D20201112%2526utm_medium%253DEMAIL%2526utm_campaign%253D%2526utm_content%253DAutocar%252520Business%252520%252812%252520Nov%2525202020%2529%252520%25281%2529%253A%253Astory5_title&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787699019%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Q6HYZT%2F5EIMemIbfmxgRlsg1BIYe7nP08fv8vItFSEA%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219980145%3Fmethod%3Demail%26token%3D1976563kEk8N&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787709017%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=AezedJKpZVhNiVG9W8Ye%2Fkzet3yYLaIdJzz6CzI4UH4%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/kirsten-garen.jpg) **CDK Global names Kirsten Garen Chief Information Officer** CDK Global, a leading retail automotive technology company, announced that Kirsten Garen has joined the company as chief information officer (CIO). She will also be a member of the executive leadership team. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219980145%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.businesswire.com%252Fnews%252Fhome%252F20201112005014%252Fen%252FCDK-Global-Names-Kirsten-Garen-Chief-Information-Officer&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787709017%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=UA%2Fn%2BpEPO8dggBdPRrVWzu4vJ8ytDyJGNCbLbZ5KJrQ%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213545088%3Fmethod%3Demail%26token%3D1976531ann6-&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787719008%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=13yfRx8nrPGluOr8dRAImxRUtnyTFk%2FHoSWlEcJnJCY%3D&reserved=0) ***Partnerships*** ![](https://ennisco.com/wp-content/uploads/2020/11/LEVC.png) **New LEVC and Santander partnership to offer attractive range of finance packages in Germany** The agreement sees Santander become the retail finance provider for the German market. LEVC customers now have access to a whole new suite of finance products, including Leasing on the electric TX taxi and TX Shuttle, making it easier and more attractive than ever to make the switch to green transportation. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213545088%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fnew-levc-and-santander-partnership-to-offer-attractive-range-of-finance-packages-in-germany%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787719008%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Vn3%2FaYiI40FnpQS9zAKhUsoAhYbGvxx0Q6tsrj9nAp0%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219995007%3Fmethod%3Demail%26token%3D1976661ERa3I&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787729008%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ZvgKbk6GdcjcZsl6pvbE7g6KHdrwhgCNApufeSA7BDM%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/suzuki.jpg) **Suzuki’s partnership with Toyota yields fresh fruit in the shape of the Corolla-based Swace hybrid estate car** To help cut its fleet average CO2 figures Suzuki has teamed up with Toyota to create a range of efficient hybrid cars, saving on development costs. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219995007%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autotrader.co.uk%252Fcontent%252Fnews%252Fcoming-soon-suzuki-swace&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787729008%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=JyEfL5M2PCF5xfipmmRPYCHMQTiOnn5EQ6pR3crxIt8%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449502%3Fmethod%3Demail%26token%3D1976538h5SUD&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787739000%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=g7xHPO2NW%2Fso1xiOTraFJ0ScXYBgw%2FbPMWJCz%2FBFnB8%3D&reserved=0) ***Automotive Trends*** ***Technology*** ![](https://ennisco.com/wp-content/uploads/2020/11/bentley.jpg) **Bentley to go carbon neutral by 2030 with fully electric fleet** Bentley Motors has announced it plans to become a global leader in sustainable luxury mobility with what it calls its Beyond100 strategy. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F207449502%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autobodynews.com%252Findex.php%252Findustry-news%252Fitem%252F21409-bentley-to-go-carbon-neutral-by-2030-with-fully-electric-fleet.html&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787739000%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ByvD0QsPeVJeOOh7wZ2Ytl5OcFoW1JlBxsQh4C6t9AI%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219973070%3Fmethod%3Demail%26token%3D1976546srLx.&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787748996%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=KzAkoz90zZrkoRxPERk3cM%2FJQGYX5%2FsvygzPEcvWBuU%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/zpn-energy.jpg) **ZPN Energy launches new generation of smart networks for the electric vehicle charging market** ZPN Energy, the fast-growing energy tech company, has today launched a new EV charging system for the Electric Vehicle (EV) market, which delivers maximum charging capability drastically decreasing the reliance from the grid and solving the problem of grid constraints [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219973070%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fzpn-energy-launches-new-generation-of-smart-networks-for-the-electric-vehicle-charging-market%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787748996%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=%2BgVXpxu%2FS1TatAkTRX461kz%2Fimfm12hU1k9e%2F0FpC3o%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213565549%3Fmethod%3Demail%26token%3D1976549FaGi4&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787758985%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=cMg3SQz0CCoX45LiPS9Fa%2BEMUazlYOZtxVjUvCoEgZM%3D&reserved=0) ***Digital*** ![](https://ennisco.com/wp-content/uploads/2020/11/daimler-connectivity.jpg) **Daimler Trucks establishes global Connectivity Services Group based in the United States** Daimler Truck AG has established the new Connectivity Services Group (CSG) global division to develop the next generation of vehicle connectivity solutions and digital services for customers across the globe. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213565549%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.automotiveworld.com%252Fnews-releases%252Fdaimler-trucks-establishes-global-connectivity-services-group-based-in-the-united-states%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787758985%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=KhgVHEjUy4PuM21k0Jvr3Zt6yr8J459GDSYIINbVbXM%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F220119164%3Fmethod%3Demail%26token%3D1976929zjO0g&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787768984%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=xBOax8yg18wTxBQav86Q%2FaQT49DstmFWeSRyKH4gPgA%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/cybercrime.jpg) **Lessons In cybersecurity from a hotbed of digital growth** As Asia Pacific moves to cloud-based systems and switches on connection-rich 5G telecommunications networks, network traffic is expected to grow, which presents more opportunities for cybercriminals. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F220119164%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.forbes.com%252Fsites%252Fmitsubishiheavyindustries%252F2020%252F11%252F11%252Flessons-in-cybersecurity-from-a-hotbed-of-digital-growth%252F%253Fsh%253D7f9a36696c33&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787768984%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=j6DB6dGBxL%2BIhsyNXZFGKRG%2FP58P%2BYMJio5ABt6SJIk%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213578246%3Fmethod%3Demail%26token%3D19765549dUuP&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787778981%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=STZCeTVwNYSPHJfkRyXgjjhliRP4oxHSc47PkoRNIh8%3D&reserved=0) ***Mobility*** ![](https://ennisco.com/wp-content/uploads/2020/11/kinto-mobility.jpg) **Kinto UK targets fleets with new mobility services** Toyota’s Kinto mobility division has partnered with Fleetondemand to offer a business Mobility-as-a-Service (MaaS) solution for UK fleets. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213578246%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.fleetnews.co.uk%252Fnews%252Flatest-fleet-news%252Fconnected-fleet%252F2020%252F11%252F09%252Ftoyota-to-target-uk-fleets-with-new-mobility-services&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787778981%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=LVj7E%2F69RpE3Ivl%2B1xY43Jm4ODTg9pA4oPRmTvLXjnU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219983657%3Fmethod%3Demail%26token%3D1976571apsc7&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787788967%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=wj3nfmOQbGqs1ReuR4t%2FB8l9xCI9dK6zksoF4zWvaLM%3D&reserved=0) ***Diversity and Inclusion*** ![](https://ennisco.com/wp-content/uploads/2020/11/deloitte.jpg) **Deloitte and Automotive News study finds the need for change in Driving Diversity, Equity and Inclusion in the automotive workforce** Women continue to represent an underutilized resource for automotive companies looking to gain a competitive advantage [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219983657%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.prnewswire.com%252Fnews-releases%252Fdeloitte-and-automotive-news-study-finds-the-need-for-change-in-driving-diversity-equity-and-inclusion-in-the-automotive-workforce-301168101.html&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787788967%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=EzrYdjBSekqUXerY%2FyGqfoSCG2%2FRF%2BRDmG5iXWXYcgs%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219988503%3Fmethod%3Demail%26token%3D1976624teDCJ&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787798967%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=j5tZwIOkLQmU4k9D2f4%2FEA2MU%2F5vOfYs17mR1C%2BBNxU%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/11/automotive-news.jpg) **100 leading women in the North American auto industry** For the fifth time since 2000, Automotive News honors 100 Leading Women in the North American Auto Industry. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F219988503%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autonews.com%252Fawards%252F100-leading-women-north-american-auto-industry&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787798967%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=sgvbr5rq7nL8klXSuLLkAl26kyjz5bEChDxl3BQAqiI%3D&reserved=0)![](https://pblc.it/i/951x308x9.f.S3/8cafd/facebook-1726289-1.jpg) ***Ones to WATCH*** **Facebook – EMEA Automotive Summit** 17th November 2020 10am – 1pm CET Join us at the EMEA Automotive Summit on the 17th November 2020 from 10:00am until 1:00pm CET, where we will explore the trends that are accelerating in business, media and technology. Conversations throughout the morning will focus on shifts in consumer behaviour, industry shifts and how our platforms play into these trends. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F213559015%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fautoexceleratesummit.splashthat.com%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7C0f29aebf29604001d5d708d887f1c710%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408819787808961%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=nFwF3X00vTlRjX%2FJ%2FE%2FRBp8R%2BFBiZa5xKTVfD1DivMw%3D&reserved=0) **Categories:** News **Tags:** appointments, auto, automotive, connectivity, D&I, electric, EV, Facebook, fleet, mobility, retail, technology, vehicle --- ### [SMMT November 2020, Drivers of Change announcement](https://ennisco.com/smmt-november-2020-drivers-of-change-announcement/) **Published:** November 18, 2020 **Author:** Comms Team **Content:** We are delighted to announce that our partnered initiative with Autocar, the Drivers of Change competition, will feature during the SMMT event on the 24th November 2020 as our three deserving winners will officially be announced. Following the huge success of our judging day event, we would like to thank our incredible finalists within the digital, retail and technology categories for presenting their ideas so successfully in front of our sponsor judges. We are genuinely so proud of the level of talent these individuals have shown and cannot wait for our winners to be announced within this great industry. Our finalists have proven without a shadow of a doubt that fresh talent is needed and welcomed within automotive. We received a vast number of applications for this new initiative over the past year, ranging from university students and apprentices to experienced professionals from both within and outside of the sector, evidencing the benefits of sourcing talent from a broader scope across the nation. We are excited to share that details of next year’s competition will also be revealed during the announcement, so be sure to watch this space for further updates as we continue this superb initiative into the future. Though this may not be the SMMT dinner we have grown accustomed to, this inclusive virtual event is free to attend and you can register now by clicking the following link: [https://www.smmt.co.uk/events/smmt2020updatelive/](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.smmt.co.uk%2Fevents%2Fsmmt2020updatelive%2F&data=04%7C01%7CBernadette.Jones%40ennisco.com%7C67be05f1d0b040693c9a08d887d638eb%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637408701428188212%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=MYqU4fz20ns65a%2FIBpJ9V79EN2GcQK76pJsypTrvYEE%3D&reserved=0) With special thanks to the SMMT for hosting us as well as our fantastic sponsors for their ongoing support. **Categories:** News **Tags:** autocar, automotive, change, drivers, final, manufacturers, motor, of, smmt --- ### [Is Diversity an Option? Facebook Auto Summit 2020](https://ennisco.com/is-diversity-an-option-facebook-auto-summit-2020/) **Published:** November 24, 2020 **Author:** Comms Team **Content:** In case you missed our Founder, Lynda Ennis, delivering her key-note speech on 17 November for the Facebook EMEA Automotive Summit, you can now see her insightful presentation in full surrounding the question: Is Diversity an Option in Automotive? Joined by Facebook’s Group Director DACH, Marie-Eve Schroeder, Lynda delves into tried and tested diversity and inclusion strategies within the automotive industry, utilising data collated over the past few years from senior leaders within the sector. Click the link below to view the video in full… [![](https://ennisco.com/wp-content/uploads/2020/11/Auto-Summit-snip-1024x578.jpg)](https://www.facebook.com/business/m/autoexceleratesummit?locale=en_US&draft=398767641287304&deeplink=3606210082800768)[https://www.facebook.com/business/m/autoexceleratesummit?locale=en\_US&draft=398767641287304&deeplink=3606210082800768](https://www.facebook.com/business/m/autoexceleratesummit?locale=en_US&draft=398767641287304&deeplink=3606210082800768) **Categories:** News **Tags:** AutomotiveSummit, CEOInsights, diversity, DiversityandInclusion, EMEA, Facebook, Leadership --- ### [Season's Greetings from Ennis & Co...](https://ennisco.com/seasons-greetings-from-ennis-co/) **Published:** December 8, 2020 **Author:** Comms Team **Categories:** News **Tags:** Christmas, SeasonsGreetings --- ### [Automotive News](https://ennisco.com/automotive-news-18/) **Published:** December 11, 2020 **Author:** Comms Team **Content:** Please see below for the fortnightly news update from Ennis & Co, where we aim to bring you the very latest information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive news · Automotive trends · “Ones to Watch”: the latest automotive webinars **New appointments within automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927434%3Fmethod%3Demail%26token%3D20109535Gtl0&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089658978161%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=THy9U6D4stkzTdLMH9Q2%2FMehiQxHaHbb79KZJ4QkXMU%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/Yutaka-Yano.jpg) **Yutaka Yano appointed as President of Mitsubishi Motors Middle East and Africa** Yano was previously the general manager for the Middle East at Mitsubishi Motors Corporation in Tokyo. Yano will oversee the GCC, Levant and Africa regions, and will be based in Dubai. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927434%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fgulfbusiness.com%252Fyutaka-yano-appointed-as-president-of-mitsubishi-motors-middle-east-and-africa%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089658988155%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=mMNYHkjk6jSGV%2BVvegAeBQoHh7G8mvtHZbnB%2BwXPjWo%3D&reserved=0) [](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927557%3Fmethod%3Demail%26token%3D2010954wGMPu&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089658988155%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=WDEw5QYlzSYgqWFJiU3M5HzvmMHix02M83qN8X%2BYoZo%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/David-Myers.jpg) **David Myers appointed new Rivus CEO** Rivus has named David Myers, a former regional managing director of Wolseley, as its new CEO. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927557%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.fleetnews.co.uk%252Fnews%252Fpeople-news%252F2020%252F11%252F27%252Fdavid-myers-appointed-new-rivus-ceo&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089658998151%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=UVMkU1U8AnyubM3czin5ni3H9gGoKIrY%2FZ6LhpxJG0Y%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927592%3Fmethod%3Demail%26token%3D2010956iTt8g&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089658998151%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=yPsXhmNcCtNIbhmiVyyEM1X1Uszsh95C%2BFZcz2frZcI%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/Charles-Martin.jpg) **PSA Group appoints Charles Martin as Citroen UK sales director** PSA Group UK’s Charles Martin will join Citroën UK as its new sales director in the new year as the brand begins to implement its new ‘Citroën Advance UK’ retail strategy. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233927592%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F12%252F02%252Fpsa-group-appoints-charles-martin-as-citroen-uk-sales-director&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659008147%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=GI9DVg8YGsp9rtsNQkHhdfiSoid3DhsKnoT6wizumb0%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233930269%3Fmethod%3Demail%26token%3D2010959OO-Mr&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659008147%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=koFjc2au9bha6zbEyiTiNuIyrD4pzzTu3S1t8NAM560%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/Michael-Clarke.jpg) **Hero MotoCorp appoints Michael Clarke as Chief Operating Officer** Hero MotoCorp has appointed global mobility expert Michael Clarke to the newly created position of Chief Operating Officer (COO), with the additional role of Chief Human Resources Officer (CHRO). [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233930269%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocarindia.com%252Fbike-news%252Fhero-motocorp-appoints-michael-clarke-as-chief-operating-officer-419321&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659018146%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=lCQRFCxgvTthWVMYwDj%2B%2BYZJWJ43XDU0srho0gOdPIE%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233931173%3Fmethod%3Demail%26token%3D2010961Az-j6&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659018146%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=sSML7la9O61t%2BmoDUljMt1pGboJpgARVy60PWWQ%2F%2FjQ%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/Alison-Jones.jpg) **PSA Group UK MD Alison Jones appointed as SMMT vice-president** The Society of Motor Manufacturers and Traders (SMMT) has appointed PSA Group UK’s managing director, Alison Jones, as its new vice-president. The MD of the French carmakers Citroen, DS Automobiles and Peugeot brands, and the current holder of Cox Automotive’s Barbara Cox Woman of the Year Award, took up her new post on 1st December. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233931173%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F11%252F30%252Fpsa-group-uk-md-alison-jones-appointed-as-smmt-vice-president&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659028136%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=kNry%2Bl47nXlr7t0YGbmoOZmIukqog6LJEGXxF%2BHwezs%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233931829%3Fmethod%3Demail%26token%3D2010964Bgso8&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659028136%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=8u10YmKS2yIwJybOYAsUDzxJWBDUISLqYGa5OYq4jgI%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/Jules-Tilstone.jpg) **DS Automobiles UK appoints Jules Tilstone as new managing director** DS Automobiles UK has appointed the PSA Group-owned premium brand’s European commercial director, Jules Tilstone, as its new managing director. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233931829%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F12%252F08%252Fds-automobiles-uk-appoints-jules-tilstone-as-new-managing-director&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659038129%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=YBDZZ04lI93FErckHTRsMU9XAIFkB8jlj89%2FS%2BMLlNo%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233932092%3Fmethod%3Demail%26token%3D2010967FU7BA&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659038129%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=cUJTysgGZAF4Os%2FVTtJOVBHvOC59IjnzsqsYQd2WMc4%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2020/12/MG-Motor-UK.jpg) **MG Motor UK appoints former Richmond Motor Group Operations Director** MG Motor UK has appointed former Richmond Motor Group operations director and Hyundai Motor UK sales director Guy Pigounakis as one of two senior hires designed to help drive its electric vehicle (EV) sales push. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233932092%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fpeople-news%252F2020%252F12%252F08%252Fmg-motor-uk-appoints-former-richmond-motor-group-operations-director&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659048122%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Mhdr7e9rH6bIg7GBduqFkHkDkimEJ%2FYIcfPTvFTIemM%3D&reserved=0) **Automotive Trends** *Technology*[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233933649%3Fmethod%3Demail%26token%3D2010970h9WTH&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659048122%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=p%2FbNLvnu9O5R2KgDcQnisxgKl8HqlIXO8Hgo9rbAsfk%3D&reserved=0) **Volvo uses gaming technology to develop safer cars** Volvo Cars engineers call it ‘the ultimate driving simulator’, but it is not just an excuse for them to indulge their inner basement gamer. Instead, the Swedish company’s ground-breaking mixed-reality simulator is used to make new strides in safety and autonomous driving technology. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233933649%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.carandbike.com%252Fnews%252Fvolvo-uses-gaming-technology-to-develop-safer-cars-2334968&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659048122%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=gEaQMftUt2ORIMCZPiSbxOmOFIvt1EDAXOWN1igNlgc%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233934211%3Fmethod%3Demail%26token%3D2010972Nqva8&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659058122%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ZhgFXQYg49hvPfTmVRgv%2FDBRcmq%2FXHmy%2Frk3jSFyyqU%3D&reserved=0) **Used car platform Carzam launches in U.K.** New online automotive platform was launched in the UK on the 3rd December, adding to the competitive UK online automotive marketplace. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233934211%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Faimgroup.com%252F2020%252F12%252F03%252Fused-car-platform-carzam-launches-in-u-k%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659058122%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=gf9VaJfmQaeVI%2BDFq5mi%2FDFhFCg0cLjyWOCxZ4SSjjI%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233935103%3Fmethod%3Demail%26token%3D2010974EOhLi&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659068116%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=LX%2FW%2BZm8DxK65EiNqjD5hyUfkn5phwBsXjMDnBUsThg%3D&reserved=0) **Cox Automotive and Rivus to support EV brand Fisker’s UK expansion** US car brand Fisker is planning to launch a fully electric SUV in the UK by 2023, with aftersales and logistical support from Cox Automotive and Rivus. In a similar model to that of Polestar, the electric car will be sold directly to consumers via online channels. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233935103%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.am-online.com%252Fnews%252Fnew-car-news%252Fcar-model-news%252F2020%252F12%252F10%252Fcox-automotive-and-rivus-to-support-ev-brand-fisker-s-uk-expansion&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659068116%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=8IqY35Liy6T7Q2xLgdSpcsmsZfPVTFzCFA6Cpy19AXw%3D&reserved=0) *Automotive retail*[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233935809%3Fmethod%3Demail%26token%3D2010975vAZNZ&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659078111%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=pMrTp0u7jYjHAQl8Twftfi0%2ByXSK2v8nGqdF1wcPaXI%3D&reserved=0) **Rolls-Royce London takes services online from temporary Mayfair location** Rolls-Royce Motor Cars London now offers a full virtual showroom experience from its temporary location, which will be carried over to its permanent Mayfair home on Berkeley Street. Its most popular service is a full virtual ‘walkaround’ briefing via secure video conferencing, familiarising existing and prospective clients with the manifold hidden-until-requested technologies within all products in the marque’s portfolio. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233935809%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.motortrader.com%252Fmotor-trader-news%252Fautomotive-news%252Frolls-royce-london-takes-services-online-temporary-mayfair-location-03-12-2020&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659078111%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=yDxEdmw1CfGJ63cK3rPTtqsa2dC2ZAbWZ8MwviZqBc0%3D&reserved=0) *Mobility*[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233936771%3Fmethod%3Demail%26token%3D20109760x80i&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659088104%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=I7FwT9UYduF6nqsfVCZ30IE2p2FFyzWd29%2F%2Bjutw6WE%3D&reserved=0) **Toyota announces the launch of KINTO Europe – a new mobility services company for the region** KINTO is evolving its mobility services brand from a project to a business with the launch of a new mobility company, KINTO Europe. A joint venture between Toyota Motor Europe (TME) and Toyota Financial Services (TFS) KINTO Europe will be based in Cologne, Germany, and commence operations in April 2021, managing a growing range of KINTO mobility services and products across the region. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233936771%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fnewsroom.toyota.eu%252Ftoyota-announces-the-launch-of-kinto-europe---a-new-mobility-services-company-for-the-region%252F&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659088104%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=6WLRfmxdQuXO%2B26KINCrldDZp0I3OWJopTs9vcIjQqs%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233937800%3Fmethod%3Demail%26token%3D20109795a3tf&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659098101%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=QICONDftlQem0Huw%2BLQGIcGLSGKE0SfbODFrwXZMCWc%3D&reserved=0) **Uber sells self-driving arm to American firm** Uber has sold its self-driving development arm to autonomous technology company Aurora. Set up by the mobility firm when it hired 40 roboticists from Carnegie Mellon in 2015, the Pittsburgh-based Advanced Technologies offshoot has been bought for an undisclosed sum. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233937800%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fwww.autocar.co.uk%252Fcar-news%252Findustry-news%252Fuber-sells-self-driving-arm-american-firm%253Futm_source%253D20201210%2526utm_medium%253DEMAIL%2526utm_campaign%253DEnews%252520Bulletin%2526utm_content%253DAutocar%252520Business%252520%252810%252520Dec%2525202020%2529%252520%25281%2529%253A%253Astory4_button&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659098101%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=0nnQEGob4035jYk3EDMgcfDPUF0Tnpp0R6eQhhfz1vg%3D&reserved=0) **Ones to Watch**![](https://pblc.it/i/951x308x9.f.S3/1aa95/auto-trader-webinar-1760031-1.png) **Auto Trader: Planning for 2021, Independent Special** **16th December 2020, 10-11am GMT** ‘As 2020 draws to a close we’ll be joined by some of our independent retailers to discuss what 2021 might look like for automotive.’ [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fr.pblc.it%2Fc%2F233939476%3Falt_obj%3Dcta%26method%3Demail%26url%3Dhttps%253A%252F%252Fevent.on24.com%252FeventRegistration%252FEventLobbyServlet%253Ftarget%253Dreg30.jsp%2526partnerref%253Dtradesite%2526eventid%253D2816426%2526sessionid%253D1%2526key%253D83A52D806B83B6E4DE90A807097902BA%2526regTag%253D%2526sourcepage%253Dregister&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659108092%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=eAiNE3mMtENJegyCP1kNIQiEhTzmGj2VBfyF9fic%2Big%3D&reserved=0) [](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fpublicate.it%2F%3Fe%3D149775&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cb29f8fbcf1514bc2baa308d89e048c31%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637433089659108092%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=PQQ7b3qAOVLaYPN7zt4trIYvf2TKW9hcuFQ%2FrBYcSrw%3D&reserved=0) **Categories:** News **Tags:** appointments, automotive, mobility, retail, technology, trends, webinar --- ### [Automotive News](https://ennisco.com/automotive-news-19/) **Published:** January 8, 2021 **Author:** Comms Team **Content:** Please see below for the fortnightly news update from Ennis & Co, where we aim to bring you the very latest information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive trends · Diversity and inclusion · “Ones to Watch”: the latest automotive webinars **New appointments within automotive**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D67cb45011f%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819329080%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=w2CZNZ8L3Gy%2Bzr7z3vRoAnF3y1kZIiM6hxDdtEsdHbA%3D&reserved=0) ![](https://ennisco.com/wp-content/uploads/2021/01/PSA-Retail-Louis.jpg) **Appointment of Louis-Marie Chevalier, Director of PSA Retail France** Louis-Marie Chevalier is appointed Director of PSA Retail France. He will report to Anne Abboud, Senior Vice President of PSA Retail. He succeeded Eric Basset who leaves the group for personal reasons. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dd053367753%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819339036%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=FWUhBoI33wb%2BeDPz6FRVFiMIeloYDOXbY1FcoFyVT8I%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D8008d60d3d%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819339036%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=shvl4j77UL7Dl6hgG%2BJzAWbDnXI63yAIfREn6yrNY9k%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2021/01/JulieDavid-Peugeot-UK.jpg) **Groupe PSA appoints new Peugeot UK managing director** Julie David is appointed as managing director for Peugeot UK effective 8th January following David Peel’s decision to pursue his career outside of Groupe PSA. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dd7c0ea3e3a%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819348994%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=GHrFXsFQ9sKxsGEdZcbEEjrnqNNlwW0800EtCDIi%2BpU%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D516de96236%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819348994%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=Bwi7stfLjvBo81lQBrG3qtKa%2FBVxd2Wa4KycvqubI%2Fc%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2021/01/Ken-Ramirez-hyundai.jpg) **Ken Ramirez to head Central and South America for Hyundai Motor** Hyundai Motor has named Ken Ramirez president and CEO of both Hyundai Motor Brazil and Hyundai Motor Central and South America as the company continues to strengthen its regional management team. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dac98788747%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819348994%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=2SQZjdYlqD2vYkKHTKomH38%2FL7QKT%2FlM4Vea7wV0c78%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dc9150374f8%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819358953%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=BFoVSLaDrMxR6kKy57SDqiTTeQec94F%2Bk0Tk%2FN6fJAY%3D&reserved=0)![](https://ennisco.com/wp-content/uploads/2021/01/Gary-Curran-Kia.jpg) **Kia promotes Gary Curran to new role as leasing and rental manager** Gary Curran has been given a new role at Kia Motors UK as leasing and rental manager, following a stint as RV and fleet operations manager. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Daf578bee2e%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819358953%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=LFWVRAHz7FAKyFVfGv0H1eNdmxJFmqbybpW4UcHMz%2BE%3D&reserved=0) **Automotive Trends** *Mobility and Technology*[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D74541a9dfa%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819368899%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=ykGN0aepRM9j3%2FN7258FznxBdLY7nX%2FIHSEY0pjnNgM%3D&reserved=0) **Cox Automotive Mobility & Motional work toward bringing robotaxis to market** Motional, a driverless vehcle technology company, will utilize Cox Automotive Mobility’s Pivet program as its fleet service provider — a collaboration the companies say lays the foundation for Motional’s path to market for robotaxis in major U.S. cities. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dee19f91ca1%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819368899%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=N3td%2FkgmLogDLnEKi%2FOlrzmkR%2Bo7huD9ibONnz3F%2BmY%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D222c3d200a%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819368899%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=fA3Sfsd%2FxKyAHRj1FmUJW%2B89pBw1E3uyIc%2BHuAEq0rE%3D&reserved=0) **Norway becomes first country where EVs outsell combustion cars** In 2020, 54.3% of all new cars sold in Norway were fully electric, up from 42.1% in 2019. This marks the first time such cars have comprised more than 50% of new car sales in a country across a full year. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D3acff486f9%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819378860%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=to0eDhFoegGv76A6aAfuzpMqn3zDT2FBnS9Zo%2FF6SGE%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D3971597090%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819378860%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=dt7theYMtjGIkOvjRW0%2FYGWDZ%2FGXj2v6ykjzmPVydfs%3D&reserved=0) **Car industry: ‘massive investment’ needed in EV charging** Mike Hawes, the head of the Society of Motor Manufacturers and Traders (SMMT), said that while the growth in EVs is hugely encouraging, it needs to be considered in context of the UK government’s 2030 ban on most non-zero-emissions vehicles. Certain hybrids will be allowed until 2035. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Df5bfa201e1%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819378860%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=5lu3vC0Ld%2FGzhTDQ2IjhQTSAXU1hczQncCXVmUThzWo%3D&reserved=0) *Automotive trade*[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D6513869db4%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819388824%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=bStXhRk7QVn38XrNFfP4WGp1SkHBji7xosKvvkL0pgY%3D&reserved=0) **Brexit deal makes UK EV battery production essential** The Brexit trade deal makes it essential for the UK to invest in EV battery production, says Andy Palmer, formerly CEO of Aston Martin and COO of Nissan Motor. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D97932e3553%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819388824%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=bu6Fg4K1lxnRY7XUK2NmH3ZVpa00Olis%2FG0So3vlSV4%3D&reserved=0)[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Dffb9722d49%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819398772%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=LunCxpQrTb8Pt3HGn6sIZPxgm8Rwhg%2FXpRFZ5wX6HnE%3D&reserved=0) **Analysis: Will the Japanese car industry cut ties with Europe?** Mitsubishi’s surprise announcement in July that it will throw in the towel and exit Europe highlights the wide-reaching problems that Japanese manufacturers – with the notable exception of Toyota – are facing in the region. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D4db66f0b2c%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819398772%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=%2FmjNZpwyLR8htRcMNUhQXkdT6SgLIHuK3SP0NPlXH5Y%3D&reserved=0) **Diversity and Inclusion**[](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D948fbce438%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819398772%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=gU3z9g43y69gj%2BE5KBMtLGGYbkGLTBltMN7k3pHv8Mg%3D&reserved=0) **In case you missed it…** **2020: The year that changed everything** **Our diversity and inclusion leaders within automotive and mobility** Ennis & Co have collected the following insights into the strategies and activities of our key automotive leaders in 2020. These individuals have proven themselves during what is arguably the most challenging time of our lives. [**Read the full article here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D3997aa60cd%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819408735%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=9ApgLGnGTeXjOu2jk6rTalR1nkLQ3OYnR4XkbFlQ4nI%3D&reserved=0)![](https://pblc.it/i/950x306x9.f.S3/9e213/dofc-sponsor-logo-1784124-1.jpg) **Ennis & Co and Autocar’s Drivers of Change competition 2021** We are delighted to share that our partnered initiative with Autocar, the Drivers of Change competition, was officially launched at the November 2020 SMMT Live Event. This will be the initiative’s second consecutive year, following its huge success in 2020. The competition seeks to attract talent within automotive by encouraging those from all backgrounds and sectors to enter our incredible industry. For further details and to discuss sponsorship opportunities, please email: ![](https://pblc.it/i/950x306x9.f.S3/a54d8/cox-auto-wwd-1784171-1.jpg) **Barbara Cox ‘Woman of the Year’ 2021 Award** Cox Automotive UK is currently seeking nominations for the 2021 Barbara Cox Woman of the Year Award, which will honour an inspirational woman within the automotive industry. Ennis & Co is delighted to be involved in this incredible initiative as our Founder Lynda Ennis is supporting the judging of the nominees. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3D64ee269566%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819418684%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=b7cBHFuFvUZuaieJ2Tih%2FDSh8VZAjuE7Ry3V2%2BdnQnU%3D&reserved=0) **Ones to Watch**![](https://pblc.it/i/950x306x9.f.S3/5be94/auto-trader-webinar-1760031-1.png) **Auto Trader Update on Lockdown 3.0** **13th January 2021, 9:30am GMT** In the first webinar of 2021, the session will update retailers on how Auto Trader will support them throughout the third national lockdown while their showroom doors remain shut. [**Find out more here**](https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fennisco.us17.list-manage.com%2Ftrack%2Fclick%3Fu%3D34f8b7ba17ae1ab920fbadf45%26id%3Deabc49c796%26e%3Da73a2e33b1&data=04%7C01%7Cbernadette.jones%40ennisco.com%7Cfbf2a9340c0e48ce598a08d8b40574ef%7C5946f89a4d8f45b080292df6087666a8%7C0%7C0%7C637457282819418684%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=aYjws%2FPYg2%2FBpdx1Y0RmY1DTSpO3bM%2FCEfKuFUfQN%2FI%3D&reserved=0) **Categories:** News **Tags:** appointment, automotive, diversity, executive, executivesearch, inclusion, recruitment, technology, trade --- ### [Covid-19 has accelerated diversity and inclusion agenda, Fleet News](https://ennisco.com/covid-19-has-accelerated-diversity-and-inclusion-agenda-fleet-news/) **Published:** January 14, 2021 **Author:** Comms Team **Content:** “There are some amazing women out there, they juggle not only their home lives, but their working lives, too. The ones that don’t shout about it, are the ones who are the real stars. The people who are the unsung heroes are shaping the industry.” Lynda Ennis discussed in a recent interview with Fleet News her upcoming participation and support in the judging of the Barbara Cox Woman of the Year Awards. A true advocate of D&I, Lynda is delighted to be promoting and finding future talent for the industry. “I’ll be looking at where people have driven real change, real development and real progression, whatever level you are in the organisation.” Nominations are currently open for any woman working in the automotive sector (excluding employees of Cox Automotive) and the winner will receive **£5,000** to spend on her own development. Nominate an outstanding female leader here: **** Click [**here**](https://www.fleetnews.co.uk/news/fleet-industry-news/2021/01/13/covid-19-has-accelerated-diversity-and-inclusion-says-ennis-and-co-founder?utm_campaign=14_01_2021_FN_daily_newsletter&utm_medium=email&utm_content=FN%20-%20Newsletter%20-%20Daily&utm_source=adestra&utm_term=Covid-19%20has%20accelerated%20diversity%20and%20inclusion%20agenda%2C%20says%20Ennis%20%26%20Co%20founder&gutid=15313%C2%A0) for the full article. **Categories:** News **Tags:** diversity, executive search, inclusion --- ### [Drivers of Change mentoring, Kelsie's experience](https://ennisco.com/drivers-of-change-mentoring/) **Published:** January 28, 2021 **Author:** Comms Team **Content:** Kelsie Osborne, Drivers of Change Technology Award Finalist 2020 shared her experience of reaching the final of the Drivers of Change competition and the subsequent mentoring opportunities generously offered to her by members of our sponsor organisations. Kelsie said: “Since competing in the Autocar Driver of Change Award I have received a huge amount of support from many of the judges for which I’m very grateful and built some brilliant relationships which I hope to grow as I embark on my professional career. The competition provided me with some invaluable exposure to the automotive industry and I have since secured professional mentorship from one of the judging panel. Jo Evans from the APCUK has very generously offered her time as an official mentor, and although we are still in the early stages, she has helped me navigate some difficult career decisions and boosted my confidence greatly, as I set out from education and into industry. We have established some set goals for me to work towards, and over the new few months we will be identifying my individual strengths and addressing areas where I could improve to aid my professional development. Jo has been a wonderful sounding board for my ideas and her mentorship has only further encouraged me to pursue a career in the automotive industry. I’m already looking forward to our next session! In addition to the help I am receiving from Jo, I have also had the privilege of meeting with (remotely of course) a further inspiring female leader, who was able to give me some great insight into the automotive industry and guidance on the specific areas that might best suit my interests. I have since subscribed to her organisation and receive regular updates about industry activities and upcoming webinars. This sponsor provided me with some brilliant feedback on my performance in the competition and what extra activities I can do to make sure I stand out as an applicant. I have also been able to expand my professional network thanks to Lynda Ennis, the Founder of Ennis & Co the award sponsors, who has offered her assistance as I look to break into the automotive industry. Lynda has very generously shared with me some of her industry contacts, who I’ve been able to reach out to regarding their early careers recruitment processes, and offered her support in interview preparation to help me secure a position in the current climate, for which I cannot thank her enough. I was also fortunate enough to receive some kind words of encouragement from Steve Fletcher, the Director of Body, Trim, Chassis & CAE at Group Lotus, who also provided me with some great advice and insight into his early career. The whole experience has been extremely positive, and I encourage everyone to get involved! You never know what is going to happen, and regardless of the outcome I can guarantee a really rewarding experience. I have gained a huge amount of confidence, some great insight into the automotive industry and a truly supportive network of industry professionals.” **A huge thank you to Kelsie for sharing her experience and to our sponsors for going above and beyond to support this initiative and our talented finalists.** **Categories:** News **Tags:** DriversofChange, executivesearch, Leadership, mentoring, talent --- ### [Drivers of Change mentoring, Lilly's experience](https://ennisco.com/drivers-of-change-mentoring-lillys-experience/) **Published:** February 9, 2021 **Author:** Comms Team **Content:** Lilly Ann Hulse, Drivers of Change Retail Award Finalist 2020 shared her experience of reaching the final of the Drivers of Change competition and the subsequent mentoring opportunities generously offered to her by members of our sponsor organisations. Lilly said: “Following my presentation of my proposal with the Autocar Drivers of Change judging panel I was offered mentorship from multiple individuals from these organisations. In one instance, with an automotive video organisation, we discussed where I see myself in the future and what I wish to achieve both with my project proposal and also my wider career. Through these initial discussions I was then put in contact with their Head of App Development to give me further advice. I have also had a few mentoring calls with a marketing professional from an automotive dealership. These sessions have been focusing on my development and giving advice on how I can progress in my career. And I have had a call with a HR expert from another automotive retailer to start my mentoring with her as well. All my sessions have really helped me especially in this current climate – being able to spend time reflecting and then planning ahead for my future is really motivating. The opportunity to have mentors from different areas in the automotive industry with a lot of experience has shown me the range of opportunities available to young talent.” **A huge thank you to Lilly for sharing her experience and to our sponsors for going above and beyond to support this initiative and our talented finalists.** **Categories:** News **Tags:** automotive, competition, DiversityandInclusion, DriversofChange, executivesearch, Leadership, mentoring, talent --- ### [AUTOCAR GREAT WOMEN: RISING STARS 2021](https://ennisco.com/autocar-great-women-rising-stars-2021/) **Published:** February 12, 2021 **Author:** Comms Team **Content:** We are delighted to announce that Ennis & Co Founder, Lynda Ennis, will be supporting in the judging of the **Autocar Great Women: Rising Stars 2021**, an initiative run by Autocar in association with the Society of Motor Manufacturers and Traders. Ennis & Co is proud to support initiatives such as this which further gender equality and inclusivity within the automotive sector. We are excited to see the talented individuals this year’s event brings forward and are thrilled to be involved. The industry’s top rising stars will be announced in June 2021 at a virtual event that will celebrate all winners and host several keynote speeches and debates. The top candidates will be selected from the following areas of the car industry: aftersales and workshop, design, manufacturing, marketing, mobility and digital solutions, operations, people development, PR and communications, purchasing, sales and vehicle development. In addition, there will be an apprentice category. A winner will be selected in each category, with an overall victor then chosen from that shortlist. Individuals can put themselves forward for consideration, or can be nominated by friends, colleagues and employers. For more information about this initiative, please click here: **Categories:** News **Tags:** aftersales, apprentice, autocar, AutocarGreatWomen, automotive, AutomotiveIndustry, diversity, DiversityandInclusion, Leadership, RisingStars, smmt, winner, workshop --- ### [Automotive News](https://ennisco.com/automotive-news-12/) **Published:** August 7, 2020 **Author:** Comms Team **Content:** Here’s this week’s latest news update from Ennis & Co, where we aim to bring you information within automotive from various UK-based and international media sources. This week’s update covers the following topics: · New appointments in the industry · Automotive trends · Ennis & Co’s charity challenge · Diversity & inclusion · “Ones to Watch”: the latest automotive webinars **New Appointments in Automotive**[](https://r.pblc.it/c/167411268?method=email&token=1856561hqwzS) **New CEO takes over at Aston Martin** ![](https://ennisco.com/wp-content/uploads/2020/08/1Tobias-Moers.jpg) Tobis Moers has joined the Warwickshire-headquartered listed company from his role as chief executive of Mercedes-AMG. The appointment was first announced in May with the departure of predecessor Andy Palmer. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.insidermedia.com%2Fnews%2Fmidlands%2Fnew-ceo-takes-over-at-aston-martin)[](https://r.pblc.it/c/167411258?method=email&token=1856565NCisp) **Harley-Davidson Announces New Chief Digital Officer** ![](https://ennisco.com/wp-content/uploads/2020/08/1JagdishHD.jpg) Harley-Davidson, Inc. announced that Jagdish Krishnan will join the company as Chief Digital Officer. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.globenewswire.com%2Fnews-release%2F2020%2F08%2F04%2F2072848%2F0%2Fen%2FHarley-Davidson-Announces-New-Chief-Digital-Officer.html)[](https://r.pblc.it/c/167411265?method=email&token=1856567RRpx6) **Hannah Burgess appointed Director of New Vehicle Sales Volvo Trucks UK and Ireland** ![](https://ennisco.com/wp-content/uploads/2020/08/1HannahBurgess.jpg) Volvo Trucks UK and Ireland has appointed Hannah Burgess to the newly created position of Director of New Vehicle Sales, based at the company’s head office in Warwick. [**Read the full article here**](https://r.pblc.it/c/167411265?alt_obj=cta&method=email&url=https%3A%2F%2Fmhwmagazine.co.uk%2Fhannah-burgess-appointed-director-of-new-vehicle-sales-volvo-trucks-uk-and-ireland.html)[](https://r.pblc.it/c/178413063?method=email&token=1856568JgNU0) **Former Cox Automotive chief sales officer now Affinitiv CEO** ![](https://ennisco.com/wp-content/uploads/2020/08/1SidNair.jpg) Sid Nair, who spent a little less than a year as chief sales officer at Cox Automotive, on Monday became chief executive officer at Affinitiv, a leading provider of data-driven marketing and software solutions to the automotive market. [**Read the full article here**](https://r.pblc.it/c/178413063?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.autoremarketing.com%2Ftechnology%2Fformer-cox-automotive-chief-sales-officer-now-affinitiv-ceo)[](https://r.pblc.it/c/178415881?method=email&token=18565727qM63) **Ford CEO Jim Hackett is retiring** ![](https://ennisco.com/wp-content/uploads/2020/08/1JimHackett.jpg) Ford CEO Jim Hackett is retiring, the company announced on Tuesday, and he will be replaced by current chief operating officer Jim Farley. Hackett will stay with Ford until October to help with the transition and remain a “special advisor” through March 2021. [**Read the full article here**](https://r.pblc.it/c/178415881?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.theverge.com%2F2020%2F8%2F4%2F21353950%2Fford-ceo-jim-hackett-retiring-replaced-restructuring)[](https://r.pblc.it/c/178503340?method=email&token=18567831d_CE) **New global president for Cox Automotive** ![](https://ennisco.com/wp-content/uploads/2020/08/1SteveRowleyCox.png) COX Automotive has appointed a new global president with current vice-president of Cox Business, Steve Rowley, succeeding Sandy Schwartz. [**Read the full article here**](https://r.pblc.it/c/178503340?alt_obj=cta&method=email&url=https%3A%2F%2Fpremium.goauto.com.au%2Fnew-global-president-for-cox-automotive%2F)[](https://r.pblc.it/c/170241583?method=email&token=1856582R0mgo) ***Automotive Trends*** ***Technology*** ![](https://ennisco.com/wp-content/uploads/2020/08/1Yamaha.jpg) **Yamaha is jumping into the electric motor game** Like so many mobility companies, Yamaha is looking to bolster its EV nous. Unlike so many of those companies, however, the motorcycle giant is looking to bring that technology in-house. [**Read the full article here**](https://r.pblc.it/c/170241583?alt_obj=cta&method=email&url=https%3A%2F%2Fdriving.ca%2Fyamaha%2Fauto-news%2Fnews%2Fyamaha-is-jumping-into-the-electric-motor-game)[](https://r.pblc.it/c/167411254?method=email&token=1856769wpkzu) **Vehicle to grid technology could address UK’s energy storage challenge** The UK government recently announced the removal of planning barriers to building energy storage projects over 50MW in England and 350MW in Wales. This, the government feels, will enable the creation of significant new energy storage capacity. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.theengineer.co.uk%2Fvehicle-to-grid-technology-could-address-uks-energy-storage-challenge%2F)[](https://r.pblc.it/c/167411255?method=email&token=18472730rDfU) ***Electric Vehicles*** **Groupe PSA Announces New eVMP Platform For Electric Vehicles** Groupe PSA is looking very closely at the electric vehicle segment globally. The group will launch from 2023, adding sedans and SUVs in different regions of the world. These vehicles will benefit from the new eVMP or Electric Vehicle Modular Platform. [**Read the full article here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.carandbike.com%2Fnews%2Fgroupe-psa-announces-new-evmp-platform-for-electric-vehicles-2272889)[](https://r.pblc.it/c/178504503?method=email&token=1856787Gayzw) **World first as Nissan accept electricity as payment for parking** Electric vehicle drivers will be able to discharge power from their car’s battery pack to pay for parking while visiting the Nissan Pavilion exhibition space in Yokohama. The venue opens to the public tomorrow. The plan is to expand this across the world in the next few years. [**Read the full article here**](https://r.pblc.it/c/178504503?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.businessleader.co.uk%2Fworld-first-as-nissan-accept-electricity-as-payment-for-parking%2F95799%2F)[](https://r.pblc.it/c/178515885?method=email&token=18568187Ag8x) ***Digital*** ![](https://ennisco.com/wp-content/uploads/2020/08/1Hyundai-WhatsAPp.jpg) **‘Hyundai on WhatsApp’ promises these benefits during car servicing: Registers over 1.2 million users** Hyundai Motor India Ltd has announced an overwhelming response to Industry First Transactional Chat-Based Medium called Hyundai Service on WhatsApp. Some noteworthy features of this service include like service reminders, service booking, in-service updates, invoice, online payment and feedback ensure a 360° Digital and contactless Service experience to customers. [**Read the full article here**](https://r.pblc.it/c/178515885?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.financialexpress.com%2Fauto%2Fcar-news%2Fhyundai-on-whatsapp-promises-these-benefits-during-car-servicing-registers-over-1-2-million-users-creta-tucson-verna-grand-i10-maintenance%2F2045938%2F)[](https://r.pblc.it/c/175993107?method=email&token=1856903TMzaB) ***Ennis & Co’s Charity Challenge*** ***The Not Forgotten*** ![](https://ennisco.com/wp-content/uploads/2020/08/Bunny-day-3.jpg) We’re currently at day five of our fundraising challenge for The Not Forgotten Association, who help combat the causes of isolation and loneliness for the injured and disabled Armed Forces community through social activities and challenges. Bunny has been fantastic this week and has cycled over 10km, which has been matched by the Ennis & Co team, assisted by some very special supporters from Jardine Motors Group. Bunny has featured on BBC Radio Solent this week, as well as on the front page of The Daily Echo and The Hampshire Chronicle. His efforts have raised over £2,700 to date and there are two days left of the challenge. We’d like to say a special thank you to those who have supported and donated. It truly means the world to Bunny, Lynda and the Ennis & Co team. Ennis & Co would be so grateful for any additional support from the wider community, either through donations or in raising further awareness of The Not Forgotten. To find out more or to donate please visit: [www.justgiving.com/fundraising/ennisco](https://r.pblc.it/c/175993107?alt_obj=hre&method=email&url=https%3A%2F%2Fwww.justgiving.com%2Ffundraising%2Fennisco) [**Find out more here**](https://r.pblc.it/c/175993107?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.justgiving.com%2Ffundraising%2Fennisco) [](https://r.pblc.it/c/167411270?method=email&token=1856921kAXqy) ***Diversity & Inclusion*** ![](https://ennisco.com/wp-content/uploads/2020/08/1CDK-Women.png) **How the Customer Experience is Improved by Women in Automotive** According to CDK Global, “research shows women are natural CX leaders.” In many of the critical aspects of CX, women tend to perform better than man on average. [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.cbtnews.com%2Fhow-the-customer-experience-is-improved-by-women-in-automotive%2F)[](https://r.pblc.it/c/167411264?method=email&token=1856932NLewe) **Cox Automotive UK raise £10,000 for mental health charity Mind** ![](https://ennisco.com/wp-content/uploads/2020/08/1CoxAM.jpg) A 100-strong team of staff from across Cox Automotive’s UK operations have succeeded in raising over £10,000 for the mental health charity, Mind. [**Read the full article here**](https://r.pblc.it/c/167411264?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.am-online.com%2Fnews%2Fdealer-news%2F2020%2F08%2F06%2Fcox-automotive-uk-raises-10k-for-mind)[](https://r.pblc.it/c/167411263?method=email&token=1856934oHDEC) ***Ones to Watch*** ***Webinars*** **MQTT: The key to scalable reliable connected car platforms** 11th August 2020 11:00 AM EDT The connected car has been around for over 2 decades. However, unreliable cellular networks, the limitation of HTTP for bi-directional communication and now the requirement for handling spikes in connectivity traffic have created growing challenges. Increasingly the automotive industry is focused on the need to deliver better user experience, create new revenue streams and improve vehicle performance. To do this the industry is turning to MQTT, a lightweight publish/subscribe protocol, to create a reliable and scalable connected car platform to reach millions of cars. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.tu-auto.com%2Fwebinar%2Fmqtt-the-key-to-scalable-reliable-connected-car-platforms%2F)[](https://r.pblc.it/c/167411267?method=email&token=1848383FN1z4) **Autonomous Vehicles Online** **August 11 – 12, 2020 | Online Event** The Infrastructure and Technologies Enabling AVs in the Public Domain COVID-19 has disrupted our supply chains and accelerating the need to deploy contactless Autonomous Vehicles. Learn how to advance safety and automation to meet new demands. Automotive IQ’s distinguished speaker faculty comprising of safety and design leaders comprises of safety, autonomous, and design leaders that will guide you through the ins and outs of the industry. They have technical sessions ranging from connectivity to simulation to panels to discuss industry roadmaps and advancing testing and prototyping. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.automotive-iq.com%2Fevents-autonomous-vehicles-online-event%2F%3Fmac%3DAUIQ_WebinarIndex_EOI_Title_Listing%26utm_medium%3DPortal%26utm_source%3Dautomotive-iq) **Categories:** News **Tags:** appointments, diversity, DiversityandInclusion, inclusion, news, trends, webinar --- ### [Automotive News](https://ennisco.com/automotive-news-13/) **Published:** August 21, 2020 **Author:** Comms Team **Content:** Your latest news update from Ennis & Co brings you insights from UK-based and global media sources, looking at new appointments in automotive, partnerships and acquisitions, automotive trends and “ones to watch: the latest automotive webinars”. We hope you enjoy this week’s collation of news and welcome any discussion at: hello@ennisco.com **New Appointments in Automotive**[](https://r.pblc.it/c/167411268?method=email&token=18729258NHWc) **Hyundai Motor America Names Fred DePerez Vice President of Product Line Management and Sales Planning** ![](https://ennisco.com/wp-content/uploads/2020/08/1FredDePerez.jpg) Hyundai Motor America has appointed Fred DePerez as the new vice president of Product Line Management and Sales Planning. This newly created division will allow Hyundai to react more rapidly to market conditions and improve decision making across the enterprise. [**Read the full article here**](https://r.pblc.it/c/167411268?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.prnewswire.com%2Fnews-releases%2Fhyundai-motor-america-names-fred-deperez-vice-president-of-product-line-management-and-sales-planning-301113312.html%23%3A%7E%3Atext%3DFOUNTAIN%2520VALLEY%252C%2520Calif.%252C%2520Aug%2Cdecision%2520making%2520across%2520the%2520enterprise)[](https://r.pblc.it/c/167411258?method=email&token=1872998N2lRe) **GKN Automotive has announced Dirk Kesselgruber as the new president of its ePowertrain division** ![](https://ennisco.com/wp-content/uploads/2020/08/1headofepowertrain.jpg) Kesselgruber will be tasked with boosting the already rapidly expanding GKN eDrive business. [**Read the full article here**](https://r.pblc.it/c/167411258?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleetnews.co.uk%2Fnews%2Fpeople-news%2F2020%2F08%2F11%2Falphabet-names-clive-buhagiar-as-interim-coo)[](https://r.pblc.it/c/170241583?method=email&token=1872878N8vhn) ***Partnerships and Acquisitions*** ![](https://ennisco.com/wp-content/uploads/2020/08/1LEVC.jpg) **LEVC adds 20 service centres with new partnership** LEVC (London Electric Vehicle Company) has grown its authorised service and maintenance network by signing a partnership with Rivus Fleet Solutions. These additional 20 authorised service centres join LEVC’s existing 17 sites, increasing the British brand’s existing UK network to 37 locations by the end of October. [**Read the full article here**](https://r.pblc.it/c/170241583?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motortrader.com%2Fmotor-trader-news%2Fautomotive-news%2Flevc-adds-20-servixe-centres-new-partnership-19-08-2020)[](https://r.pblc.it/c/167411254?method=email&token=1872879kXVSs) **Jumptech partners with Pod Point to help accelerate growth** ![](https://ennisco.com/wp-content/uploads/2020/08/1PodPoint.jpg) Pod Point has become the most recent company to partner with Jumptech, to use its platform for electric vehicle (EV) charger installations. [**Read the full article here**](https://r.pblc.it/c/167411254?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.current-news.co.uk%2Fnews%2Fjumptech-partners-with-pod-point-to-help-accelerate-growth)[](https://r.pblc.it/c/181032208?method=email&token=1872881s7R5j) **Marshall Motor Holdings gears up for fresh acquisitions** ![](https://ennisco.com/wp-content/uploads/2020/08/1Daksh.jpg) CEO Daksh Gupta told Business Weekly the company has £150 million of liquidity, remains highly cash generative despite the backdrop of the coronavirus pandemic and believes it is well placed to add to its portfolio of prime dealerships. [**Read the full article here**](https://r.pblc.it/c/181032208?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.businessweekly.co.uk%2Fnews%2Flocal-sharewatch%2Fmarshall-motor-holdings-gears-fresh-acquisitions)[](https://r.pblc.it/c/167411255?method=email&token=1872887c-cBv) ***Automotive Trends*** ![](https://ennisco.com/wp-content/uploads/2020/08/1BoschPower.jpg) ***Technology*** **Bosch expands its e-bike PowerStation business** Bosch eBike Systems managing director Claus Fleischer says: “Our PowerStations are an important contribution to the e-bike infrastructure. In the long term, we want to improve charging options not only in vacation regions such as the Swabian Alps, but also in urban areas.” [**Read the full article here**](https://r.pblc.it/c/167411255?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.bike-eu.com%2Fhome%2Fnieuws%2F2020%2F08%2Fbosch-expands-its-e-bike-powerstation-business-10138501%3F_ga%3D2.242891338.97364461.1597942501-1764327460.1597942501)[](https://r.pblc.it/c/178504503?method=email&token=18728975nhOi) **Volvo Ranks Highest For Tech Innovation Among Consumers: Study** ![](https://ennisco.com/wp-content/uploads/2020/08/1VolvoRecharge.jpg) Following recent analysis by J.D. Power regarding brand loyalty and initial quality, the data analytics and consumer intelligence company has issued the fifth edition of a study which combines the level of adoption of new technology with how well it’s implemented. Volvo claimed the overall number one spot with an index score of 617, followed by BMW (583) and Cadillac (577). [**Read the full article here**](https://r.pblc.it/c/178504503?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.motor1.com%2Fnews%2F439991%2Fjd-power-tech-innovation-2020-study%2F)[](https://r.pblc.it/c/183619645?method=email&token=1872900XYfX1) **UK to consult on tech that could see self-driving vehicles on freeways by 2021** The U.K. government has started a consultation on the use of Automated Lane Keeping System technology on Britain’s freeways. [**Read the full article here**](https://r.pblc.it/c/183619645?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.cnbc.com%2F2020%2F08%2F19%2Fuk-to-consult-on-tech-that-could-see-self-driving-vehicles-on-freeways.html)[](https://r.pblc.it/c/183634102?method=email&token=1873024RQV2y) **Tesla is working on a sensor that can detect a child left behind in a hot car** According to Reuters, the company is seeking approval from the Federal Communications Commission (FCC) to market the technology, which would use unlicensed millimeter-wave radar sensors designed to operate at higher power levels than allowed under existing rules. [**Read the full article here**](https://r.pblc.it/c/183634102?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.theverge.com%2F2020%2F8%2F20%2F21377981%2Ftesla-radar-sensor-child-hot-car-fcc)[](https://r.pblc.it/c/178515885?method=email&token=1872905Um7eY) ***Mobility*** ![](https://ennisco.com/wp-content/uploads/2020/08/1Fiat500.jpeg) **Updated: Leasys launches pay-as-you-go funding for cars and vans** FCA’s funding operation Leasys has launched a pay-as-you-go contract hire plan for corporate and private customers. Called Leasys Miles, it is initially available on the Fiat 500 and Doblo Cargo. [**Read the full article here**](https://r.pblc.it/c/178515885?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fleetnews.co.uk%2Fnews%2Fmanufacturer-news%2F2020%2F07%2F22%2Fleasys-launches-pay-as-you-go-for-fiat-500-hybrid)[](https://r.pblc.it/c/181022743?method=email&token=18729119LLC_) **Maruti Suzuki partners with IIM Bangalore to incubate mobility startups** Maruti Suzuki will co-create technology-led mobility business solution with startups. [**Read the full article here**](https://r.pblc.it/c/181022743?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.livemint.com%2Fcompanies%2Fnews%2Fmaruti-suzuki-partners-with-iim-bangalore-to-incubate-mobility-startups-11597902805681.html)[](https://r.pblc.it/c/167411270?method=email&token=1872916NxuZI) ***New Talent*** ![](https://ennisco.com/wp-content/uploads/2020/08/1JoHollingdale.jpg) IMI reports increased interest from Careers Advisors in automotive apprenticeships Jo Hollingdale, Careers & Student Membership Manager at the IMI says: “We believe the fact that automotive offers such a wide range of job roles – from vehicle technicians on light and heavy vehicles including the new generation of electric vehicles, to sales and training positions – is one of the key reasons it is attracting increased interest from students, and their Careers Advisors, this year.” [**Read the full article here**](https://r.pblc.it/c/167411270?alt_obj=cta&method=email&url=https%3A%2F%2Fwww.fenews.co.uk%2Fpress-releases%2F53451-imi-reports-increased-interest-from-careers-advisors-in-automotive-apprenticeships) [](https://r.pblc.it/c/167411263?method=email&token=1873025oLh5A) ***Ones to Watch*** ***Webinars*** **Auto Beat: User Interfaces Explained** Thu, Aug 27, 2020 7:00 PM – 8:00 PM BST User experience (UX) has become increasingly important not only to car and truck buyers, but also to automakers looking to differentiate their vehicles. How can you maximize the user experience and avoid pitfalls? Learn more about the evolution of infotainment systems and related technologies that will impact future of UX. [**Find out more here**](https://r.pblc.it/c/167411263?alt_obj=cta&method=email&url=https%3A%2F%2Fregister.gotowebinar.com%2Fregister%2F5225278786209379339%3Fsource%3Dweb)[](https://r.pblc.it/c/167411267?method=email&token=1873027TsRvh) **Deep insight into ripple currents, the hottest topic in xEV testing** August 25, 2020, 10am EDT | 4pm CET Batteries, inverters and other electrical components need to be thoroughly tested before they can be operated. However, the emulated currents on a testbed and the signals measured in a real electric vehicle are different. Mostly because of ripple currents. But how can we emulate them? In this free, 60-minute webinar, Jan Rocnik, Group Product Manager at AVL provides unique insight into ripple currents, the hottest topic in xEV testing. [**Find out more here**](https://r.pblc.it/c/167411267?alt_obj=cta&method=email&url=https%3A%2F%2Fmobex.io%2Fwebinars%2Fdeep-insight-into-ripple-currents-the-hottest-topic-in-xev-testing%2F)[](https://r.pblc.it/c/181040109?method=email&token=1873029v5HDa) **Auto Trader: An update on wholesale & how to use Auto Trader data when buying and pricing stock** 2nd September 10:00am Joined by Sarah Marley, Sales Director at Dealer Auction to update on all things wholesale. [**Find out more here**](https://r.pblc.it/c/181040109?alt_obj=cta&method=email&url=https%3A%2F%2Fevent.on24.com%2FeventRegistration%2FEventLobbyServlet%3Ftarget%3Dreg30.jsp%26partnerref%3Dtradesite%26eventid%3D2541924%26sessionid%3D1%26key%3DEE4906A7E58A0CE53AAA6621924BC2D4%26regTag%3D%26sourcepage%3Dregister) **Categories:** News **Tags:** automotive, digital, mobility, news, talent, technology, trends --- ### [Barbara Cox Award 2021](https://ennisco.com/barbara-cox-award-2021/) **Published:** December 1, 2020 **Author:** Comms Team **Content:** We are delighted to share that our Founder, Lynda Ennis will be judging the Barbara Cox ‘Woman of the Year’ 2021 Award. Nominations are currently open for an outstanding female leader or manager from the automotive industry to win the UK’s Barbara Cox Woman of the Year Award. The winner will be announced on International Women’s Day at the next *Women with Drive* event on March 8th 2021. Further details to be announced shortly. The award is named after a business pioneer who served as a Director of Cox Enterprises – Cox Automotive’s parent company, and will recognise someone who shares the traits of its namesake: - Embraces innovation and advances the industry - Inspires others through a commitment to great leadership - Gives back to her community Nominations are open for any woman working in the automotive sector (excluding employees of Cox Automotive) and the winner will receive **£5,000** to spend on her own development. You can find out more about the award and how to nominate here: **Categories:** News **Tags:** 2021, automotive, award, barbara cox, Cox, industry, woman, women with drive --- ### [Job candidates in their 50s can add real value to businesses – so why is ageism still so rife?](https://ennisco.com/job-candidates-in-their-50s-can-add-real-value-to-businesses-so-why-is-ageism-still-so-rife/) **Published:** August 30, 2019 **Author:** Lynda Ennis **Content:** Imagine a scenario where the selection panel for a senior executive role rejected a shortlisted candidate purely on the grounds that they were female, black or disabled. Seems pretty unthinkable, doesn’t it? Now consider a scenario where a candidate is turned down because they are in their fifties, despite having all the necessary experience and skills for the job. Just as unimaginable? Well no, apparently, judging by the experiences of the many candidates in their fifties or older who write to me about the struggles they face in applying for jobs. Only last week, a mature job-seeker with heaps of senior-level experience in the automotive sector emailed me for help and advice, saying, “I have been surprised at how little impact I have been able to make when applying for roles – surprising to me considering the level of experience and the skill set I would bring to any business.” It’s a story that we at Ennis & Co, an executive search company for the automotive industry, often hear from older candidates, though it is an issue that stretches far beyond the automotive sector. A report published last year by MPs on the Women and Equalities Committee claimed that more than a million people aged over 50 are effectively locked out of the workplace in the UK, even though discrimination is unlawful under the Equality Act 2010. Despite the progress that has been made in advancing the diversity and inclusion agenda when it comes to hiring strategies, there seems to be a widespread perception that excluding candidates on the grounds of age is not as discriminatory as racism, sexism or disablism. As the World Health Organisation states its definition of ageism: “Ageism is everywhere, yet it is the most socially ‘normalized’ of any prejudice, and is not widely countered – like racism or sexism.” All of which makes me very sad. Sad not just for the rejected candidates but for the companies who are turning their backs on a section of society that could add real value to their business. It’s as frustrating as it is inexplicable. Why wouldn’t you want to hire someone with 25 years’ solid, highly relevant skills and experience? I am a case in point myself. Business contacts who have only spoken to me on the phone rather than face to face are often shocked when they find out I’m 56. The perception is that I’m a good deal younger because of my energy levels and work ethic, which speaks volumes for the stereotypical attitudes towards older people. The truth is that there are thousands of people just like me who have masses of energy, sharp brains, a powerful desire to work hard, finely honed skills and tons of knowledge and industry experience. That’s why I practise what I preach at Ennis & Co, where approximately half of the people who work for the company either full or part time are aged over 50. The key thing they bring to the organisation is balance. For the younger staff members who are still maturing into their careers, their older colleagues are an invaluable sounding board and source of learning, filling in gaps in their knowledge and developing their professional skills. For the more mature staff members, there is the satisfaction of passing on their wisdom and applying their experience to new challenges at a time in their life when using their skills in a fulfilling way is more important to them than chasing job titles. There is a mutual respect between the different age groups, and none of the egotistical and ultra-competitive toxicity that I’ve experienced in less diverse, less balanced working environments. By bringing different ideas and perspectives on life and work, there is also a dynamic cross-pollination that raises the performance of everyone. The team spirit is palpable. Within my specialist area of the automotive industry, I am aware of some companies that do embrace age diversity and understand the importance of a balanced workforce. More power to their elbow. But in too many companies across all sectors there seems to be an unspoken rule that senior executives are most productive in their late thirties or early forties, and that everything is downhill after that. To them I would simply say: keep an open mind about older candidates. If you don’t you could miss out on someone who would be superb for your organisation. According to a Government report, the proportion of people in the UK aged between 50 and the state pension age is projected to rise to 35 per cent by 2050 – an increase of 8 million people compared to 2012. The time will come when corporations will rely on this growing demographic to fill their leadership roles, so why not get ahead of the population curve and start now. It’s not about ticking boxes in a diversity and inclusion strategy but making sensible hiring decisions that will enhance your business. There’s a pool of fantastic talent out there. Why would you want to miss out? **By Lynda Ennis** **Categories:** News **Tags:** ageism, automotive, candidate, executivesearch, recruitment --- ### [Too old to get hired? Here are 5 practical ways to enhance your employment prospects](https://ennisco.com/too-old-to-get-hired-here-are-5-practical-ways-to-enhance-your-employment-prospects/) **Published:** September 16, 2019 **Author:** Lynda Ennis **Excerpt:** What I had thought was a problem for job-seekers in their fifties and older is, apparently, now being experienced by some candidates in their mid-to-late forties – a worrying trend at a time when the UK population is getting older. **Content:** Is ageism getting younger? It is a question I am putting out there because feedback I’ve received on my recent article about age discrimination in the recruitment market suggests, rather alarmingly, that it might be. What I had thought was a problem for job-seekers in their fifties and older is, apparently, now being experienced by some candidates in their mid-to-late forties – a worrying trend at a time when the UK population is getting older. Could it be that ageism is becoming even more pervasive, despite the progress we have made in other areas of the diversity and inclusion agenda? As some of you have pointed out, the issue is really a societal one rather than being specific to recruitment and involves entrenched attitudes towards youth and growing older. But for a mature candidate who is suddenly unable to land job interviews after a hitherto smooth and successful career journey, it’s hard not to take it personally. Frustration, bewilderment and ultimately loss of self-esteem are reactions that I have encountered all too frequently when coaching mature candidates caught up in the process. The temptation is for them is to lower their career ambitions, or even give up job-hunting altogether and head into early retirement. But it doesn’t have to be like that. As the founder of Ennis & Co, an executive search company for the automotive industry, I’ve prepared countless mature candidates to help them secure senior executive positions. Based on my experiences, here are five practical things you can do to tackle ageism head on and really enhance your employment prospects: 1. Don’t mention your 25 or 30 years of experience at the top of your CV. That might sound like pandering to ageist prejudices but you need to get yourself through the front door before you can deliver your sales pitch. Your experience is probably something the hiring company want to buy, but expressing it as a black-and-white number in your opening sentence could send it straight to the rejections pile. Instead, use your CV to control the narrative of your experience. Talk about it lower down and in the right way – not as a simple number but related to your achievements (e.g. ‘I delivered this result in this year’ or ‘I delivered that result during a recession’). It’s saying exactly the same thing, but it changes the narrative. It’s no longer about age but about performance and driving results. 2. Be proactive and don’t just wait for job adverts to appear. Instead, use all your strategic experience to get on the front foot. Ageism is baked into the recruitment process through the widespread use of online application portals, which disadvantage those older candidates who are more comfortable with interacting directly. So, get ahead of the game. Think carefully about how far you are prepared to travel to work and then do your due diligence on suitable companies where you think you can add value. Research the chief executive, who may be someone you have a connection with. Look at the company’s performance as well as its recruitment activity. Then write to them, but don’t just say ‘I want a job’. Write and say, ‘I know your organisation is keen to support certain things or is involved in certain initiatives. My skills and experience can add value to this and here is the evidence’. So, you make it specific, and you show them that you have gone that extra mile in terms of your preparation. You have been strategic and proactive. You’ve sold yourself and made yourself stand out from the crowd. Of course, there is no guarantee that this will lead to an appointment, but you stand a better chance than if you make a standard application via the portal. 3. Use your network. When you find yourself looking for a job your later life, the relationships and contacts you have made can be one of your most powerful tools. Don’t just think about your closest or most immediate contacts. Take a broad perspective and really think hard about all the many connections you have made over your lifetime – professional and personal. It may be quite a few years since you have had contact with some of them, but now is the time to rekindle relationships. You’ll soon find out who your real friends are. Not everyone will be supportive but keep at it. There will be people out there who will be happy to open doors or point you in the right direction. I really do believe that people don’t network properly and cleverly enough but I have learned through my own experience how important it is. At Ennis & Co, for example, I have used my personal and professional networks to hire automotive industry and communications experts whom I have known for years – one since childhood! It’s all about who you know. 4. If you are looking to work with a recruitment company or head-hunters, make sure you choose them wisely. If you have used a company in the past to look for your own staff, they should probably be your first point of call. Having a ready-made relationship with them should help you get their attention, though nothing is guaranteed, of course. Failing that, try to get someone you know to recommend you as a candidate to the recruitment agency or head-hunters, just to separate you from the crowd. A firm of head-hunters won’t always want to talk to you because they work on a strictly retained basis, putting all of their time and effort into working for their corporate clients. If they don’t have a suitable role that they are recruiting for you, they will probably want to end the conversation as quickly as possible. Personally, I have always been against that. If a senior-level candidate gets in touch on spec, I will always try, where possible, to find time to talk to them about their ambitions and give them a steer about possible strategies, even if we don’t have an appropriate role. This could include advising them to contact a contingent (non-retained) recruitment company. If you do your homework properly, you will get a better idea of the best and most efficient route to take. Look at the recruiters’ profiles, their areas of specialism and the level of seniority of the jobs they offer. At Ennis & Co, for example, we recruit specifically for senior roles in the automotive sector. You’d be surprised how many candidates I have come across who haven’t even done that basic level of research. 5. Be resilient. I know that is easier said than done when your efforts to find employment are constantly being rebuffed, but there are practical things you can do to get through the dark days. Don’t just sit in isolation combing job sites. Seek out friends and try to surround yourself with people who have a positive, glass-half-full attitude to life. And keep busy. There are only so many DIY projects you can do to keep yourself occupied, so think about some voluntary work or offer your services to a company for free. It could lead to employment and, importantly, it avoids any troubling gaps in your CV. A lot of this is common sense but when you are experiencing rejection for the first time in your career, it’s easy to end up descending into a spiral, where you are unable to see the wood from the trees. The important thing is not to give up. Do whatever you can to keep a positive outlook. You’ll need it when a job opportunity finally opens up. **Categories:** News **Tags:** ageism, automotive, business, employment, executive, job, recruitment, search --- ### [Ennis & Co partner Autocar to launch Drivers of Change talent competition](https://ennisco.com/ennis-co-partner-autocar-to-launch-drivers-of-change-talent-competition/) **Published:** November 27, 2019 **Author:** Comms Team **Content:** Ennis & Co has teamed up with Autocar to launch a nationwide competition aimed at attracting fresh talent to the automotive industry. The new Drivers of Change competition will seek to identify and promote the brightest talents across three key areas: technology, digital and retail. It will also highlight the exciting employment opportunities available in the industry as it undergoes a period of unprecedented change, driven by the drive towards electrification, autonomy and digitalisation. Competition entrants must be working or studying outside the automotive industry or be working in a different automotive discipline to the one for which they are applying. The winner in each of the three categories will take home £5,000 in prize money as well as the chance to network with representatives from a prestigious line-up of competition sponsors, who were revealed at the Society of Motor Manufacturers and Traders’ (SMMT) 2019 Annual Dinner on Nov 26. The sponsors are: Advanced Propulsion Centre (APC), Allianz Partners, Bentley, CitNOW, HORIBA MIRA, Jardine Motors Group, JATO, Lotus, McLaren Automotive, Polestar, Toyota, TrustFord, Volvo and Volkswagen Group UK. Lynda Ennis, founder of Ennis & Co, said: “Helping automotive leaders acquire fresh new talent is in the lifeblood of what we do, and to focus on such fast-paced, fast-changing sectors in the industry is a great way to uncover hidden gems in their fields. “The line-up of sponsors is incredible, which underlines just how eager the industry is to attract bright new talent. We are all already looking forward to hearing some of the fresh, exciting ideas that applicants can put in front of the Drivers of Change judging panel.” Steve Cropley, Autocar’s editor-in-chief, said: “With the automotive industry changing so rapidly and in so many exciting ways, there has never been a better time for fresh talent with new ideas and different ways of working to break through and make a difference. “Applicants might be coming out of university or they might be a couple of roles into their careers. There’s no upper age limit, just a desire to hear from anyone who has an ability to look at problems from fresh angles and create opportunities from them.” Mike Hawes, Chief Executive of the SMMT, said: “The global car industry is experiencing a period of rapid change and it’s important that the UK remains at the forefront of these developments. Research & Development, design, retail and manufacturing are all looking at how new technologies will change established business models. “By recognising and assisting potential talent across key industry sectors, Autocar and Ennis & Co’s Drivers of Change Award should help the UK remain a leader in the global automotive industry. I would like to wish all of the applicants the best of luck.” The lower age limit for entries is 18. To enter, participants will need to submit a short written piece on why they should win, as well as a creative video. Shortlisted candidates will be invited to an exclusive assessment day, where a specialist panel comprising of leading industry figures from technological, digital and retail fields will judge the candidates. Three finalists from each category will be invited to attend the annual SMMT dinner in November 2020, where the winners will be announced. To find out more, visit: [www.autocar.co.uk/driversofchange](http://www.autocar.co.uk/driversofchange) **Categories:** News **Tags:** autocar, automotive, change, competition, diversity, drivers, inclusion, of, sponsors, talent --- ### [Survival of the Fittest: Redefining Success](https://ennisco.com/2019-07-02-survival-of-the-fittest-redefining-success/) **Published:** July 2, 2019 **Author:** Comms Team **Content:** ![](https://ennisco.com/wp-content/uploads/2019/08/marathon.jpg) Investigating the complex topic of success these days means reflecting as much on our past to understand how we got here as finding our way forward. Times are a’changing at break-neck speed . We’re faced with the evolution of social norms beyond our control – yet how does this relate to how we judge success? And how does this relate to diversity and inclusion? I spoke to Carol Borghesi – Customer Strategist and Speaker with a wealth of experience in consumer culture, plus I have added my own views on the topic… ## Human superpowers as an imperative of success – Carol’s view Apparently, Darwin wasn’t the author of the survival of the fittest quotation – although he most certainly inspired the many variations on the theme. Like this one, for example: “The law of evolution is that the strongest survives!’ Yes. And the strongest, in the existence of any social species, are those who are most social. There is no greater evidence of the urgent need to redefine success than the realisation that we are way beyond brute strength and hunting prowess as the benchmarks of ‘fittest of our species.’ As the 25-year-old daughter of theologian and host NPR’s of “On Being”, Krista Tippett, told her mother: “We are revisiting the definition of what fit means, taking in that the genius of our species is as much in its superpowers of cooperation & interdependence, of generosity beyond kin and tribe, as in our muscles of fighting and winning”. This opens the door to a very different interpretation and composition of workforce capabilities and talent. A very significant departure from command and control; power concentration and winner- take- all approaches. And what an ideal time to seize upon diversity and inclusion – human superpowers as an imperative of success… There is a connection between how we judge success: title; size of salary; and accomplishments and the people we recruit. We see people as “what they do” and “what they’ve done.” I cringe at the prominence of my own credentials in any introduction, because it doubles down on this message that you have to have a big career; that you have to be number one; that “you are what you do”. It is a myth and an ideal that applies to very few roles in life. The wisdom of the ages applies after all: what we do for a living is in service being human. The good life isn’t guaranteed by the externalities, it’s despite them. There’s an ocean of evidence that points out correlation between values; character; and aptitude and being a good employee. And yet we persist in following the same recipe in recruitment. Now is the time to move away from salary & perks that have little or no impact on the overall wellbeing of employees and create working environments that enable living well. Diversity and Inclusion begins to take hold when we change recruitment processes have become even less human centered and more algorithmically driven. The problem with algorithms, of course, is they tend produce what you already have. Not what you don’t yet know you need. That’s why we struggle so much to shift the mix of backgrounds and thinking styles and representations of our customers from “same old same old” to substantially diverse and inclusive workplaces. Struggle, however, is what ensures survival of the fittest. ## The evolution of workplace diversity – Lynda’s view In the 1960’s, social and political changes resulted in the passage of civil rights legislation that prohibited discrimination on the basis of race, colour, sex and even age. Arguably, the ‘beginning’ of diversification. Fast forward to the 80’s, the concept of workplace diversity has evolved in both scope and complexity. On the simplest level, this evolution has added more demographic characteristics to be considered in the workplace—for example, religious practices, family status, and sexual orientation. Yet why it that this quote: “It’s hard to define what diversity is because everyone has an opinion.” – (Goldman Sachs diversity ad, 2000)… absolutely speaks volumes… although this ad appeared almost twenty years ago. What has changed during this time? From seeing so many different levels of working styles, there is such an expansive definition of diversity. There’s so much more emphasis now on mental wellbeing – how people think, feel and behave at work and their acceptance, performance at work, satisfaction within a role, opportunity to progress… there are so many factors to consider. So how are we adapting to the changes? What shift in paradigm will lead to a more integrated, diverse and inclusive culture? Following this year’s \_Making Diversity & Inclusion a Business Reality event\_, we discussed this in detail and for me, the main point is that D&I shouldn’t just be a ‘box ticking’ exercise. It needs to fundamentally become integrated within the workplace. It’s not simply about employing what might be deemed as an adequate number of women, minorities or disabled people in the workplace and moving on… rather, it’s a much more profound company-wide shift in mindset that redefines the culture and approach. This is what will redefine success… and ultimately ensure the ‘fitness’ of future managers and CEOs. **Categories:** News **Tags:** automotive, fittest, industry, redefining, success, survival --- ### [Age is just a number: Catching up with Ennis & Co's Client Relationship Manager, Freddie Keyworth](https://ennisco.com/age-is-just-a-number-catching-up-with-ennis-cos-client-relationship-manager-freddie-keyworth/) **Published:** July 10, 2019 **Author:** Comms Team **Content:** Oscar Wilde once said; “With age comes wisdom, but sometimes age comes alone.” And how relevant this is, so many years on… It doesn’t seem such a surprise now that younger people are advancing in their careers so quickly. Yet the barrier of which can, arguably, be ‘lack of experience.’ This is something quite consistently faced within the automotive industry. But what if someone lacking experience obtains many of the skills needed for the task at hand? When fresh-faced seventeen-year-old Freddie Keyworth was busy serving tables at Chewton Glen Country House Hotel; little did he know his natural charisma and people skills would kick-start his future career… resulting in him becoming one of the youngest client relationship managers within the executive search industry. Four years on, we’ve caught up with Freddie to gain an insight into how he tackles talent spotting from a head-hunter’s perspective and how he’s homed in on skills for the future. #### How did you get into executive search? It’s now a bit of a funny story how Ennis & Co’s founder, Lynda Ennis, took a chance and offered me the opportunity to join her company after I’d waited on her table while she celebrated her birthday. That night, I found her party of friends and family charming and such a great laugh (one of those tables you’re happy to go the extra mile for). I think with some people, there is just an instant connection and they collared me after the meal, encouraged me to send them my CV… which I did (at around 3am, after a closing shift, as you do) and the rest, as they say, is history. I have now been with Ennis & Co for almost half of the time they have been operating; which makes me feel like part of the furniture. Over the years, I have been involved in the successful placement of a range of senior roles, delivered talks to hundreds of CEOs and HR Directors within the automotive industry and met clients and secured new relationships from across the globe. #### How do you view the industry now? I don’t want to harp on about my age, but it has been a definite learning curve being a ‘young buck’ in the industry, having started out aged seventeen. Most senior roles within the industry are filled by people that have been working in the automotive sector for years, so I’ll constantly be meeting older clients and candidates. What usually strikes me is that I’ll be wondering whether they are weighing up my expertise in the field judging by my age – but more often than not, they just want to assess what you know , and not the year you were born, or if you remember what the number one single at the end of 1985 was. If they can see that you are knowledgeable and confident in the area you specialise in… the concept of age seems to melt away. I do think the industry has shifted in a sense that we’re now heading towards a great deal more roles involving more technological knowledge – which usually brings with it a lot of apprentices or university graduates specialising in this field. Often, they would have completed their further education straight from school… so they’re usually entering the industry at a young age, too. #### What challenges do you face with executive search? Passive candidate search is always a rollercoaster. Over the years I have encountered so many kinds of candidates and I think the most important aspects of the approach are clarity, building a great rapport and making sure the research is completed with as much detail as possible. I mean clarity in the sense that the candidate knows as much as possible about the role in question. I try and make sure I’m armed with all the possible responses or questions I could receive from the potential candidate so it’s as clear as can be. I try and schedule my calls with extra time so I can go over any further details; as some candidates will have an extensive list! Building rapport comes quite easily to me (blowing my own trumpet here), yet it can be difficult when candidates give very little away. I’ve spoken to enough people to understand the initial reluctance at times but trying to ascertain a common ground and proving I’ve tried to understand what drives and motivates them is a start. #### What is your greatest strength? I think with this kind of role; resilience is so important. There will be knock-backs and curve balls thrown left right and centre, and, for me, it’s having learned to deal with them and move on that has made me the way I am today. So, I’d say resilience and also, thinking on my feet! #### What advice would you give those wanting to become a client relationship manager? My role is a bit of a ‘hybrid’ as I manage accounts, but also work on business development. The account management side is all about the relationship management, being organised in terms of catch up meetings and reviews and being at the ‘forefront’ of the client’s mind. The BD side is, again, centred around being organised. It’s also about keeping up with the trends within the sector, who the movers and shakers of the industry are… and always seeking new opportunities. You always have to pick up the phone – emails are often too slow in this line of work! So, my advice would be to focus on your customer service and communication skills, be as organised as you possibly can and be tenacious – because not everyone will pick up the phone on the first ring. I’m still on such a ‘developmental’ journey with my role and what this has brought with it is the strengthening of my aspirations. Having started out after school and college with very little clue what I wanted to do, I feel like I’ve finally found my calling and have a great deal more to give with Ennis & Co. I’m excited to see what the future unfolds here, in so many different ways. All I can give away right now is that the dream has no limits… so watch this space. by Comms Team **Categories:** News **Tags:** automotive, client, diversity, inclusion, manager, relationship --- ## Pages ### [Home | Ennis & Co](https://ennisco.com/) **Published:** June 11, 2016 **Author:** Comms Team --- ### [Five themes that every automotive market entry must get right](https://ennisco.com/news/automotive-market-entry-white-paper/) **Published:** July 23, 2026 **Author:** Dulcie Ebert --- ### [Interim Clients](https://ennisco.com/interim-clients/) **Published:** July 28, 2026 **Author:** Natasha Navarro --- ### [Clients](https://ennisco.com/executive-search-clients/) **Published:** July 26, 2019 **Author:** Comms Team --- ### [Interim Candidates](https://ennisco.com/interim-candidates/) **Published:** July 4, 2025 **Author:** Comms Team --- ### [Interim candidate database](https://ennisco.com/interim-candidate-database/) **Published:** February 25, 2025 **Author:** Comms Team --- ### [Phil Moody](https://ennisco.com/phil-moody/) **Published:** July 9, 2026 **Author:** Polly Wedgbury --- ### [Jordan Workman](https://ennisco.com/jordan-workman/) **Published:** March 24, 2026 **Author:** Polly Wedgbury --- ### [The Bunny Ennis Fund](https://ennisco.com/the-bunny-ennis-fund/) **Published:** October 11, 2024 **Author:** Polly Wedgbury --- ### [The Bunny Ennis Fund Previously Winners](https://ennisco.com/the-bunny-ennis-fund-2/) **Published:** March 3, 2026 **Author:** Comms Team --- ### [Torque & Truth Whitepaper](https://ennisco.com/torque-truth-whitepaper-2/) **Published:** January 30, 2026 **Author:** Comms Team --- ### [Skills Evolution Roadmap 2025](https://ennisco.com/skills-evolution-roadmap-2025/) **Published:** July 21, 2022 **Author:** Comms Team --- ### [Torque & Truth](https://ennisco.com/torque-truth/) **Published:** January 8, 2026 **Author:** Comms Team --- ### [Executive Search](https://ennisco.com/executive-search/) **Published:** August 23, 2023 **Author:** Erica Brook --- ### [Contact](https://ennisco.com/contact/) **Published:** May 14, 2026 **Author:** Comms Team --- ### [Investment](https://ennisco.com/investment/) **Published:** July 20, 2023 **Author:** Erica Brook --- ### [Contact our Intelligence Team](https://ennisco.com/contact-our-intelligence-team/) **Published:** July 25, 2023 **Author:** Erica Brook --- ### [Skills Evolution Report - the cost of skills gaps](https://ennisco.com/skills-evolution-report-the-cost-of-skills-gaps/) **Published:** August 25, 2023 **Author:** Erica Brook --- ### [Charities and Affiliations](https://ennisco.com/charities-and-affiliations/) **Published:** January 14, 2021 **Author:** Comms Team **Content:** --- ### [Torque & Truth Whitepaper - Inspire](https://ennisco.com/torque-truth-whitepaper-inspire/) **Published:** March 20, 2026 **Author:** Polly Wedgbury --- ### [The Bunny Ennis Fund - Entry form](https://ennisco.com/the-bunny-ennis-fund-entry-form/) **Published:** October 11, 2024 **Author:** Polly Wedgbury --- ### [Our Team](https://ennisco.com/the-team/) **Published:** September 18, 2018 **Author:** Comms Team --- ### [Bespoke Talent Solutions](https://ennisco.com/bespoke-talent-solutions/) **Published:** April 16, 2025 **Author:** Polly Wedgbury --- ### [Flexible working: Business killer or corporate cure?](https://ennisco.com/flexible-working-report/) **Published:** April 26, 2025 **Author:** Polly Wedgbury --- ### [test](https://ennisco.com/test/) **Published:** May 27, 2025 **Author:** Polly Wedgbury --- ### [Outplacements](https://ennisco.com/outplacements/) **Published:** January 28, 2020 **Author:** Comms Team --- ### [Vision 2040](https://ennisco.com/vision-2040/) **Published:** November 26, 2024 **Author:** Polly Wedgbury --- ### [Investment resources](https://ennisco.com/investment-resources/) **Published:** October 6, 2023 **Author:** Polly Wedgbury --- ### [Assessing an investment opportunity](https://ennisco.com/how-does-it-work/) **Published:** October 6, 2023 **Author:** Polly Wedgbury --- ### [Who we invest in](https://ennisco.com/who-we-invest-in/) **Published:** October 6, 2023 **Author:** Polly Wedgbury --- ### [What we do](https://ennisco.com/what-we-do/) **Published:** January 23, 2020 **Author:** Comms Team --- ### [Our E-thos](https://ennisco.com/our-e-thos/) **Published:** January 23, 2020 **Author:** Comms Team --- ### [Client testimonials](https://ennisco.com/client-testimonials/) **Published:** March 19, 2021 **Author:** Comms Team --- ### [Our Associates](https://ennisco.com/our-associates-2/) **Published:** December 23, 2024 **Author:** Polly Wedgbury --- ### [FAQs](https://ennisco.com/faq/) **Published:** December 13, 2023 **Author:** Polly Wedgbury --- ### [The Ennis & Co story](https://ennisco.com/our-story/) **Published:** July 7, 2023 **Author:** Erica Brook --- ### [HR Services](https://ennisco.com/hr-services/) **Published:** July 18, 2023 **Author:** Erica Brook --- ### [Succession Planning](https://ennisco.com/succession-planning/) **Published:** July 18, 2023 **Author:** Erica Brook --- ### [Candidates](https://ennisco.com/candidates/) **Published:** July 26, 2019 **Author:** Comms Team --- ### [Intelligence](https://ennisco.com/intelligence/) **Published:** November 27, 2024 **Author:** Polly Wedgbury --- ### [News](https://ennisco.com/news/) **Published:** August 7, 2019 **Author:** Comms Team **Excerpt:** Find out more about the latest news, views and stories from the world of automotive; specifically surrounding executive search. --- ### [Competitor Activity Analysis](https://ennisco.com/competitor-activity-analysis/) **Published:** July 18, 2023 **Author:** Erica Brook --- ### [Salary Benchmarking](https://ennisco.com/intelligence-archive/salary-benchmarking/) **Published:** July 17, 2023 **Author:** Erica Brook --- ### [Talent Mapping](https://ennisco.com/talent-mapping/) **Published:** July 17, 2023 **Author:** Erica Brook --- ### [Autocar Drivers of Change 2025](https://ennisco.com/autocar-drivers-of-change-2024/) **Published:** June 6, 2024 **Author:** Erica Brook --- ### [Account](https://ennisco.com/account/) **Published:** April 10, 2024 **Author:** Erica Brook --- ### [Case study - OEM start-up](https://ennisco.com/case-study-rd/) **Published:** November 22, 2023 **Author:** Polly Wedgbury --- ### [Artificial Intelligence](https://ennisco.com/artificial-intelligence/) **Published:** December 22, 2023 **Author:** Erica Brook --- ### [Diversity & Inclusion](https://ennisco.com/diversityinclusion/) **Published:** December 1, 2019 **Author:** Comms Team **Excerpt:** A celebration of diversity and inclusion in the automotive industry... --- ### [Login](https://ennisco.com/login/) **Published:** April 10, 2024 **Author:** Erica Brook --- ### [Register](https://ennisco.com/register/) **Published:** April 10, 2024 **Author:** Erica Brook --- ### [Members](https://ennisco.com/members/) **Published:** April 10, 2024 **Author:** Erica Brook **Content:** --- ### [Logout](https://ennisco.com/logout/) **Published:** April 10, 2024 **Author:** Erica Brook --- ### [Password Reset](https://ennisco.com/password-reset/) **Published:** April 10, 2024 **Author:** Erica Brook **Content:** To reset your password, please enter your email address or username below. --- ### [User](https://ennisco.com/user/) **Published:** April 10, 2024 **Author:** Erica Brook **Content:** - [Upload a cover photo](javascript:void(0);) - [Cancel](javascript:void(0);) Change your cover photo [](javascript:void(0);)![]() [Upload](javascript:void(0);) Change your cover photo [](javascript:void(0);)![]() Upload [Apply](javascript:void(0);) [ Cancel](javascript:void(0);) [](javascript:void(0);) [](javascript:void(0);) - [Edit Profile](https://ennisco.com/user/dulcie+ebert/?um_action=edit) - [My Account](https://ennisco.com/account/) - [Logout](https://ennisco.com/logout/) - [Cancel](javascript:void(0);) [ ![Dulcie Ebert](https://ennisco.com/wp-content/plugins/ultimate-member/assets/img/default_avatar.jpg) ](https://ennisco.com/user/dulcie+ebert/ "Dulcie Ebert") Change your profile photo [](javascript:void(0);)![]() [Upload](javascript:void(0);) Change your profile photo [](javascript:void(0);)![]() Upload [Apply](javascript:void(0);) [ Cancel](javascript:void(0);) - [Upload photo](javascript:void(0);) - [Remove photo](javascript:void(0);) - [Cancel](javascript:void(0);) [Dulcie Ebert](https://ennisco.com/user/dulcie+ebert/ "Dulcie Ebert") This user account status is Approved [ About ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=main "About") [ About ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=main "About") [ Posts ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=posts "Posts") [ Posts ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=posts "Posts") [ Comments ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=comments "Comments") [ Comments ](https://ennisco.com/wp-admin/admin-ajax.php?profiletab=comments "Comments") Your profile is looking a little empty. Why not [add](https://ennisco.com/user/dulcie+ebert/?um_action=edit) some information! --- ### [Privacy Policy](https://ennisco.com/privacy-policy/) **Published:** August 6, 2019 **Author:** Comms Team **Content:** ### Privacy Policy & GDPR **EU General Data Protection Regulations and Privacy policy** **Policy objectives** The following document is directed to all individuals (web users, employees, clients and candidates) communicating and interacting with the Ennis & Co business by whatever channels and methods (written, email, internet, video conferencing etc). This policy sets out how we will receive, store and use the information you provide and your rights relating to our handling of your data throughout its lifecycle. This document forms the basis of the company’s Terms and Conditions of trade, Privacy statements, Contract of Employment and Consents. The EU General Data Protection Regulation enforced 25th May, 2018 requires all companies, like Ennis & Co, across the EU, to do this in a lawful, fair and transparent manner. **Basis of Lawfulness:** **Our employees.** We capture your personal information throughout the interview process, subsequent discussions and maintain records in order to have accurate information and undertake remuneration and expenses as well as tax and pension contributions. **Our clients.** We capture information on your behalf to assist us in understanding the profile of the individual being sought, searching the market, shortlisting and introducing the best candidates available in the Automotive industry. **Our candidates.** In the first instance, we may gain your contact details from publicly available information or from referrals from our industry contacts. If you are considered an appropriate fit for one of the assignments we are working on, you will be contacted by one of our team and then we will require your information in order to match and introduce you to a potential employer. The above categories cover the Personal Data processed by Ennis & Co. No “sensitive” data (Ethnic origin, Medical/ Health/ personal financial records) is kept or processed by the business. Under GDPR anyone interacting with Ennis & Co does so freely. We will formally ask you to give your consent and explain to you your rights and how your information is managed, processed, amended and archived. You are free to refuse to do this, however, it may hamper our efforts to service your requirements. This is the basis of our legitimate use of the data. **Management of your data.** Within Ennis & Co, we have individuals specifically appointed with responsibility for managing all aspects of information across the business, namely: **Data Controller** – A Board level member setting out the type of data required by the business and the rules on how it should be processed. **Chief Information Officer** – A Board level member who takes responsibility for all traditional information handling and undertakes to carry out all IT activities to capture, process and archive the information in the company’s possession. This individual working with the Information Security Manager oversees the insurance of data accuracy and the length of time it is kept. **Information Security Manager or Data Protection Officer** – A senior staff appointment with roles and responsibilities for overseeing and auditing our Data Management policy. This includes not only our own systems, but also those of our partners. **Storage, retention and your rights:** Information is stored on a secure, password-protected database and used over time to consider individuals for future career opportunities and maintain accurate career history. As many people only consider changing jobs after several years we may retain your details for this period without any contact. We also enjoy the benefit of repeat business and may keep your information on file for longer periods. All types of Individuals interacting with Ennis & Co have the right to: • Object to providing personal information • Be informed of any changes • Have access to their records • Have rectification of their records if needed • Have their information removed • Request to restrict its processing • Have portability, data/ files/ records returned if requested To have the above actions taken simply make your request via our office in writing or by email: hello@ennisco.com Your request will be completed within one calendar month at no extra charge. Please note that by removing your details from our database you may not be considered for further opportunities, marketing initiatives and general correspondence. **Processing / usage** Your information will only be used for the purposes of for which the information is intended. It will not be used for any other purposes. The personal data is not processed using technologies such as Artificial Intelligence, or Automated applications. **Passing your Personal data to third parties:** **Employees**. Information is passed on to external organisations so that payments to you may be made, tax deducted and statutory authorities such as HMRC have the information they require by law. **Clients.** No Personal data is shared with outside organisations or individuals. **Candidates**. Information or a subset of your full profile including, but not limited to your skills, qualifications, experience, achievements and general location may be shared with potential employers so that they may consider your suitability for roles or opportunities. **Cookies and browsing information** Whenever you visit a page of this Site, certain information may be automatically stored in a log file. This includes demographic data and browsing patterns but does not include data that may identify an individual user. This information is only used for statistical purposes to help improve this site. We may use “cookies” to identify you when you visit the Site. A cookie is a small file that can be placed on your computer’s hard disk or on a website server. Such cookies do not retrieve information about you stored on your hard drive and do not corrupt or damage your computer or computer files. You are not obliged to accept a cookie that we send you, and you can in fact modify a browser so that it will not accept cookies. However, this may affect your experience of using the site and may disable certain functionality. For more information about cookies including how to set your internet browser to reject cookies please go to www.allaboutcookies.org. **Privacy Policy** This privacy policy sets out how Ennis & Co Ltd uses and protects any information that you give Ennis & Co Ltd when you use this website. Ennis & Co Ltd is committed to ensuring that your privacy is protected. Should we ask you to provide certain information by which you can be identified when using this website, then you can be assured that it will only be used in accordance with this privacy statement. Ennis & Co Ltd may change this policy from time to time by updating this page. You should check this page from time to time to ensure that you are happy with any changes. This policy is effective from 1/1/15. **What we collect** We may collect the following information: - name and job title - contact information including email address - demographic information such as postcode, preferences and interests - other information relevant to customer surveys and/or offers - What we do with the information we gather We require this information to understand your needs and provide you with a better service, and in particular for the following reasons: - Internal record keeping - We may use the information to improve our products and services. - We may periodically send promotional emails about new products, special offers or other information, which we think you may find interesting using the email address you have provided. - From time to time, we may also use your information to contact you for market research purposes. We may contact you by email, phone, fax or mail. We may use the information to customise the website according to your interests. - Security We are committed to ensuring that your information is secure. In order to prevent unauthorised access or disclosure, we have put in place suitable physical, electronic and managerial procedures to safeguard and secure the information we collect online. **Links to other websites** Our website may contain links to other websites of interest. However, once you have used these links to leave our site, you should note that we do not have any control over that other website. Therefore, we cannot be responsible for the protection and privacy of any information, which you provide whilst visiting such sites and such sites are not governed by this privacy statement. You should exercise caution and look at the privacy statement applicable to the website in question. **Controlling your personal information** You may choose to restrict the collection or use of your personal information in the following ways: Whenever you are asked to fill in a form on the website, look for the box that you can click to indicate that you do not want the information to be used by anybody for direct marketing purposes If you have previously agreed to us using your personal information for direct marketing purposes, you may change your mind at any time by writing to or emailing us at [hello@ennisco.com](https://ennisco.com/hello@ennisco.com). We will not sell, distribute or lease your personal information to third parties unless we have your permission or are required by law to do so. We may use your personal information to send you promotional information about third parties, which we think you may find interesting if you tell us that you wish this to happen. You may request details of personal information, which we hold about you under the [EU General Data Protection Regulation 2018](https://gdpr.eu/what-is-gdpr/). A small fee will be payable. If you would like a copy of the information held on you please write to us at The Orchard, Sunnyside View, Stockbridge Road, Kings Somborne, Stockbridge, SO20 6PH If you believe that any information we are holding on you is incorrect or incomplete, please write to or email us as soon as possible, at our above address or e-mail us at [hello@ennisco.com](https://ennisco.com/hello@ennisco.com). We will promptly correct any information found to be incorrect. --- ### [Why choose Ennis & Co Group?](https://ennisco.com/why-choose-ennis-co/) **Published:** January 23, 2020 **Author:** Comms Team **Content:** ### **We deliver outstanding candidates** The automotive industry is transforming at a dizzying rate. The rapid evolution of electric vehicles, autonomous driving, ride-sharing and innovative mobility services are revolutionising the sector, while advances in digital technology are transforming everything from design and engineering to production and sales. Never has it been more critical to find smart, strategic senior leaders who can seize the initiative and keep your organisation ahead of the game. Meanwhile, workplace cultures are undergoing similarly seismic changes as automotive companies pursue proactive HR strategies to broaden the diversity of their leadership teams, ensuring they attract the best talent from inside and outside the industry to fill traditional and next-generation roles. In such disruptive times, you need an established [executive search](https://ennisco.com/executive-search/ "Executive Search") company who are not just acknowledged experts in all aspects of the automotive and mobility sectors but who are one of the industry’s most prominent and vocal advocates of diversity and inclusion. It’s why Ennis & Co Group are trusted by so many of the world’s leading automotive brands to find the best candidates to fill their leadership roles. We understand your business goals, and the people you need to drive them. And we deliver. --- ### [Investment Case study - OEM](https://ennisco.com/case-study-oem/) **Published:** November 22, 2023 **Author:** Polly Wedgbury --- ### [Terms & Conditions](https://ennisco.com/terms-and-conditions/) **Published:** August 6, 2019 **Author:** Comms Team --- ### [Ennis & Co's Game Changers](https://ennisco.com/ennis-cos-game-changers/) **Published:** November 30, 2021 **Author:** Comms Team --- ### [COVID-19](https://ennisco.com/covid-19-the-ways-of-working-in-the-mobility-industry/) **Published:** June 3, 2020 **Author:** Comms Team **Excerpt:** A celebration of diversity and inclusion in the automotive industry... --- ## Personnel ### [Lynda Ennis](https://ennisco.com/personnel/lynda-ennis/) **Published:** May 13, 2016 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Richard Gordon](https://ennisco.com/personnel/richard-gordon/) **Published:** January 23, 2020 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Mandeep Dhatt](https://ennisco.com/personnel/mandeep-dhatt/) **Published:** October 29, 2025 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Nick Ford](https://ennisco.com/personnel/nick-ford/) **Published:** August 6, 2025 **Author:** Polly Wedgbury **Personnel Category:** Ennis & Co --- ### [Simon Hart](https://ennisco.com/personnel/simon-hart/) **Published:** January 23, 2020 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Al Clarke](https://ennisco.com/personnel/al-clarke/) **Published:** January 23, 2020 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Jamie Ashman](https://ennisco.com/personnel/jamie-ashman/) **Published:** January 23, 2020 **Author:** Comms Team **Personnel Category:** Ennis & Co --- ### [Natasha Navarro](https://ennisco.com/personnel/35033/) **Published:** June 10, 2026 **Author:** Dulcie Ebert **Personnel Category:** Ennis & Co Marketing --- ### [Dulcie Ebert](https://ennisco.com/personnel/dulcie-ebert/) **Published:** May 7, 2026 **Author:** Dulcie Ebert **Personnel Category:** Ennis & Co Marketing --- ### [Polly Wedgbury](https://ennisco.com/personnel/polly-wedgbury/) **Published:** July 11, 2023 **Author:** Erica Brook **Personnel Category:** Ennis & Co Marketing --- ### [Charlotte Croad](https://ennisco.com/personnel/charlotte-croad/) **Published:** June 5, 2026 **Author:** Dulcie Ebert **Personnel Category:** Ennis & Co - Interim, Ennis & Co Search --- ### [Terry Rideout](https://ennisco.com/personnel/terry-rideout/) **Published:** February 19, 2026 **Author:** Comms Team **Personnel Category:** Ennis & Co - Interim, Ennis & Co Search --- ### [Bethan Hart](https://ennisco.com/personnel/bethan-hart/) **Published:** May 1, 2025 **Author:** Comms Team **Personnel Category:** Ennis & Co - Interim, Ennis & Co Intelligence --- ### [Jo Church](https://ennisco.com/personnel/jo-church/) **Published:** January 23, 2020 **Author:** Comms Team **Personnel Category:** Ennis & Co Intelligence --- ### [Tarryn May](https://ennisco.com/personnel/tarryn-may/) **Published:** January 4, 2021 **Author:** Comms Team **Personnel Category:** Ennis & Co - Interim, Ennis & Co Search --- ### [Ilona Simpson](https://ennisco.com/personnel/ilona-simpson/) **Published:** March 30, 2022 **Author:** Comms Team **Personnel Category:** Associates --- ### [Thomas Kiesele](https://ennisco.com/personnel/thomas-kiesele/) **Published:** January 12, 2026 **Author:** Comms Team **Personnel Category:** Associates --- ### [Patrik Westerlund](https://ennisco.com/personnel/patrik-westerlund/) **Published:** May 2, 2023 **Author:** Comms Team **Personnel Category:** Associates --- ### [Ken Smart](https://ennisco.com/personnel/ken-smart/) **Published:** November 16, 2021 **Author:** Comms Team **Personnel Category:** Associates --- ### [Rob Lindley](https://ennisco.com/personnel/rob-lindley/) **Published:** February 16, 2022 **Author:** Comms Team **Personnel Category:** Associates --- ### [Mark Kenworthy](https://ennisco.com/personnel/mark-kenworthy/) **Published:** January 8, 2024 **Author:** Erica Brook **Personnel Category:** Associates --- ### [Olivia Goss](https://ennisco.com/personnel/olivia-goss/) **Published:** May 2, 2023 **Author:** Comms Team **Personnel Category:** Associates, Associates PR Marketing --- ### [Gill Crowther](https://ennisco.com/personnel/gill-crowther/) **Published:** December 16, 2021 **Author:** Comms Team **Personnel Category:** Associates --- ### [Geraldine Ingham](https://ennisco.com/personnel/geraldine-ingham/) **Published:** April 25, 2025 **Author:** Comms Team **Personnel Category:** Associates --- ### [Richard Aucock](https://ennisco.com/personnel/33101/) **Published:** July 2, 2025 **Author:** Comms Team **Personnel Category:** Auto Market Insight --- ### [Eirini Marou](https://ennisco.com/personnel/eirini-marou/) **Published:** July 2, 2025 **Author:** Comms Team **Personnel Category:** Auto Market Insight --- ### [Andrea Baker](https://ennisco.com/personnel/andrea-baker/) **Published:** April 11, 2022 **Author:** Comms Team **Personnel Category:** Associates, Associates PR Marketing --- ### [Polly Wedgbury](https://ennisco.com/personnel/polly-wedgbury-2/) **Published:** July 2, 2025 **Author:** Comms Team **Personnel Category:** Auto Market Insight --- ### [Tristan Young](https://ennisco.com/personnel/tristan-young/) **Published:** July 2, 2025 **Author:** Comms Team **Personnel Category:** Auto Market Insight --- ### [Claire Miller](https://ennisco.com/personnel/claire-miller/) **Published:** May 30, 2024 **Author:** Erica Brook **Personnel Category:** Associates --- ### [Julie David](https://ennisco.com/personnel/julie-david/) **Published:** November 1, 2023 **Author:** Erica Brook **Personnel Category:** Associates --- ### [Michael Van der Sande](https://ennisco.com/personnel/michael-van-der-sande/) **Published:** February 15, 2024 **Author:** Erica Brook **Personnel Category:** Associates --- ### [David Harden](https://ennisco.com/personnel/david-harden/) **Published:** December 14, 2023 **Author:** Polly Wedgbury **Personnel Category:** Associates --- ### [Patricia Taylor](https://ennisco.com/personnel/patricia-taylor/) **Published:** October 6, 2020 **Author:** Comms Team **Personnel Category:** Associates --- ### [Julie Stayte](https://ennisco.com/personnel/julie-stayte/) **Published:** August 3, 2020 **Author:** Comms Team **Personnel Category:** Associates --- ### [Jolyon Nash](https://ennisco.com/personnel/jolyonnash/) **Published:** June 3, 2021 **Author:** Comms Team **Personnel Category:** Associates, Associates PR Marketing --- ### [Lorna Brown](https://ennisco.com/personnel/lorna-brown/) **Published:** July 21, 2020 **Author:** Comms Team **Personnel Category:** Associates --- ## Categories ### [News](https://ennisco.com/category/news/) --- ## Tags ### [automotive](https://ennisco.com/tag/automotive/) --- ### [diversity](https://ennisco.com/tag/diversity/) --- ### [inclusion](https://ennisco.com/tag/inclusion/) --- ### [client](https://ennisco.com/tag/client/) --- ### [relationship](https://ennisco.com/tag/relationship/) --- ### [manager](https://ennisco.com/tag/manager/) --- ### [industry](https://ennisco.com/tag/industry/) --- ### [redefining](https://ennisco.com/tag/redefining/) --- ### [success](https://ennisco.com/tag/success/) --- ### [survival](https://ennisco.com/tag/survival/) --- ### [fittest](https://ennisco.com/tag/fittest/) --- ### [ageism](https://ennisco.com/tag/ageism/) --- ### [recruitment](https://ennisco.com/tag/recruitment/) --- ### [candidate](https://ennisco.com/tag/candidate/) --- ### [executivesearch](https://ennisco.com/tag/executivesearch/) --- ### [executive](https://ennisco.com/tag/executive/) --- ### [search](https://ennisco.com/tag/search/) --- ### [employment](https://ennisco.com/tag/employment/) --- ### [business](https://ennisco.com/tag/business/) --- ### [job](https://ennisco.com/tag/job/) --- ### [drivers](https://ennisco.com/tag/drivers/) --- ### [of](https://ennisco.com/tag/of/) --- ### [change](https://ennisco.com/tag/change/) --- ### [competition](https://ennisco.com/tag/competition/) --- ### [autocar](https://ennisco.com/tag/autocar/) --- ### [sponsors](https://ennisco.com/tag/sponsors/) --- ### [talent](https://ennisco.com/tag/talent/) --- ### [new](https://ennisco.com/tag/new/) --- ### [mobility](https://ennisco.com/tag/mobility/) --- ### [digital](https://ennisco.com/tag/digital/) --- ### [trends](https://ennisco.com/tag/trends/) --- ### [Ford](https://ennisco.com/tag/ford/) --- ### [COVID19](https://ennisco.com/tag/covid19/) --- ### [working](https://ennisco.com/tag/working/) --- ### [appointments](https://ennisco.com/tag/appointments/) --- ### [retail](https://ennisco.com/tag/retail/) --- ### [EV](https://ennisco.com/tag/ev/) --- ### [technology](https://ennisco.com/tag/technology/) --- ### [Facebook](https://ennisco.com/tag/facebook/) --- ### [D&I](https://ennisco.com/tag/di/) --- ### [electric](https://ennisco.com/tag/electric/) --- ### [vehicle](https://ennisco.com/tag/vehicle/) --- ### [connectivity](https://ennisco.com/tag/connectivity/) --- ### [fleet](https://ennisco.com/tag/fleet/) --- ### [auto](https://ennisco.com/tag/auto/) --- ### [smmt](https://ennisco.com/tag/smmt/) --- ### [motor](https://ennisco.com/tag/motor/) --- ### [manufacturers](https://ennisco.com/tag/manufacturers/) --- ### [final](https://ennisco.com/tag/final/) --- ### [news](https://ennisco.com/tag/news/) --- ### [Ben](https://ennisco.com/tag/ben/) --- ### [petrol](https://ennisco.com/tag/petrol/) --- ### [diesel](https://ennisco.com/tag/diesel/) --- ### [vehicles](https://ennisco.com/tag/vehicles/) --- ### [Cox](https://ennisco.com/tag/cox/) --- ### [barbara cox](https://ennisco.com/tag/barbara-cox/) --- ### [woman](https://ennisco.com/tag/woman/) --- ### [award](https://ennisco.com/tag/award/) --- ### [women with drive](https://ennisco.com/tag/women-with-drive/) --- ### [2021](https://ennisco.com/tag/2021/) --- ### [webinar](https://ennisco.com/tag/webinar/) --- ### [appointment](https://ennisco.com/tag/appointment/) --- ### [trade](https://ennisco.com/tag/trade/) --- ### [cox automotive](https://ennisco.com/tag/cox-automotive/) --- ### [executive search](https://ennisco.com/tag/executive-search/) --- ### [#automotive](https://ennisco.com/tag/automotive-2/) --- ### [Leadership](https://ennisco.com/tag/leadership/) --- ### [RisingStars](https://ennisco.com/tag/risingstars/) --- ### [AutocarGreatWomen](https://ennisco.com/tag/autocargreatwomen/) --- ### [AutomotiveIndustry](https://ennisco.com/tag/automotiveindustry/) --- ### [winner](https://ennisco.com/tag/winner/) --- ### [aftersales](https://ennisco.com/tag/aftersales/) --- ### [workshop](https://ennisco.com/tag/workshop/) --- ### [apprentice](https://ennisco.com/tag/apprentice/) --- ### [DiversityandInclusion](https://ennisco.com/tag/diversityandinclusion-2/) --- ### [DriversofChange](https://ennisco.com/tag/driversofchange-2/) --- ### [mentoring](https://ennisco.com/tag/mentoring-2/) --- ### [SeasonsGreetings](https://ennisco.com/tag/seasonsgreetings/) --- ### [Christmas](https://ennisco.com/tag/christmas/) --- ### [women](https://ennisco.com/tag/women/) --- ### [EMEA](https://ennisco.com/tag/emea/) --- ### [AutomotiveSummit](https://ennisco.com/tag/automotivesummit/) --- ### [CEOInsights](https://ennisco.com/tag/ceoinsights/) --- ### [automotivenews](https://ennisco.com/tag/automotivenews/) --- ### [transformation](https://ennisco.com/tag/transformation/) --- ### [Patricia](https://ennisco.com/tag/patricia/) --- ### [Taylor](https://ennisco.com/tag/taylor/) --- ### [Associate](https://ennisco.com/tag/associate/) --- ### [Team](https://ennisco.com/tag/team/) --- ### [BoardAdvisor](https://ennisco.com/tag/boardadvisor/) --- ### [AutoTrader](https://ennisco.com/tag/autotrader/) --- ### [RetailerAwards](https://ennisco.com/tag/retailerawards/) --- ### [Retailer](https://ennisco.com/tag/retailer/) --- ### [Awards](https://ennisco.com/tag/awards/) --- ### [peopleandculture](https://ennisco.com/tag/peopleandculture/) --- ### [charity](https://ennisco.com/tag/charity/) --- ### [Julie](https://ennisco.com/tag/julie/) --- ### [Stayte](https://ennisco.com/tag/stayte/) --- ### [HR](https://ennisco.com/tag/hr/) --- ### [HRinsights](https://ennisco.com/tag/hrinsights/) --- ### [insights](https://ennisco.com/tag/insights/) --- ### [WW2](https://ennisco.com/tag/ww2/) --- ### [wellbeing](https://ennisco.com/tag/wellbeing/) --- ### [Associates](https://ennisco.com/tag/associates/) --- ### [CEO](https://ennisco.com/tag/ceo/) --- ### [Financial Services](https://ennisco.com/tag/financial-services/) --- ### [Hazel](https://ennisco.com/tag/hazel/) --- ### [Lorna](https://ennisco.com/tag/lorna/) --- ### [Strategy](https://ennisco.com/tag/strategy/) --- ### [COVID-19](https://ennisco.com/tag/covid-19/) --- ### [Heroes](https://ennisco.com/tag/heroes/) --- ### [furlough](https://ennisco.com/tag/furlough/) --- ### [leaders](https://ennisco.com/tag/leaders/) --- ### [culture](https://ennisco.com/tag/culture/) --- ### [people](https://ennisco.com/tag/people/) --- ### [webinars](https://ennisco.com/tag/webinars/) --- ### [outplacement](https://ennisco.com/tag/outplacement/) --- ### [service](https://ennisco.com/tag/service/) --- ### [bespoke](https://ennisco.com/tag/bespoke/) --- ### [support](https://ennisco.com/tag/support/) --- ### [CV](https://ennisco.com/tag/cv/) --- ### [Coaching](https://ennisco.com/tag/coaching/) --- ### [transition](https://ennisco.com/tag/transition/) --- ### [interview](https://ennisco.com/tag/interview/) --- ### [employer](https://ennisco.com/tag/employer/) --- ### [headhunters](https://ennisco.com/tag/headhunters/) --- ### [#news](https://ennisco.com/tag/news-2/) --- ### [#automotivenews](https://ennisco.com/tag/automotivenews-2/) --- ### [#trends](https://ennisco.com/tag/trends-2/) --- ### [VEDay](https://ennisco.com/tag/veday/) --- ### [Bunnt](https://ennisco.com/tag/bunnt/) --- ### [Bunny](https://ennisco.com/tag/bunny/) --- ### [WWII](https://ennisco.com/tag/wwii/) --- ### [VE](https://ennisco.com/tag/ve/) --- ### [Ennis&Co](https://ennisco.com/tag/ennisco/) --- ### [Coronavirus](https://ennisco.com/tag/coronavirus/) --- ### [MarshallMotorHoldings](https://ennisco.com/tag/marshallmotorholdings/) --- ### [MMG](https://ennisco.com/tag/mmg/) --- ### [electrification](https://ennisco.com/tag/electrification/) --- ### [EVs](https://ennisco.com/tag/evs/) --- ### [review](https://ennisco.com/tag/review/) --- ### [ICE](https://ennisco.com/tag/ice/) --- ### [greatwomen](https://ennisco.com/tag/greatwomen/) --- ### [britishcarindustry](https://ennisco.com/tag/britishcarindustry/) --- ### [Evolution](https://ennisco.com/tag/evolution/) --- ### [LyndaEnnis](https://ennisco.com/tag/lyndaennis/) --- ### [Zero-Emissions](https://ennisco.com/tag/zero-emissions/) --- ### [2020](https://ennisco.com/tag/2020/) --- ### [outlook](https://ennisco.com/tag/outlook/) --- ### [market](https://ennisco.com/tag/market/) --- ### [research](https://ennisco.com/tag/research/) --- ### [overview](https://ennisco.com/tag/overview/) --- ### [data](https://ennisco.com/tag/data/) --- ### [registrations](https://ennisco.com/tag/registrations/) --- ### [brand](https://ennisco.com/tag/brand/) --- ### [skills](https://ennisco.com/tag/skills/) --- ### [technological](https://ennisco.com/tag/technological/) --- ### [advisorygroup](https://ennisco.com/tag/advisorygroup/) --- ### [Richard](https://ennisco.com/tag/richard/) --- ### [Gordon](https://ennisco.com/tag/gordon/) --- ### [expert](https://ennisco.com/tag/expert/) --- ### [Non-Executive](https://ennisco.com/tag/non-executive/) --- ### [chairman](https://ennisco.com/tag/chairman/) --- ### [vertu](https://ennisco.com/tag/vertu/) --- ### [motors](https://ennisco.com/tag/motors/) --- ### [role](https://ennisco.com/tag/role/) --- ### [progress](https://ennisco.com/tag/progress/) --- ### [whitepaper](https://ennisco.com/tag/whitepaper/) --- ### [makingdiversityandinclusionabusinessreality](https://ennisco.com/tag/makingdiversityandinclusionabusinessreality/) --- ### [british](https://ennisco.com/tag/british/) --- ### [workplace](https://ennisco.com/tag/workplace/) --- ### [mentalhealth](https://ennisco.com/tag/mentalhealth/) --- ### [health](https://ennisco.com/tag/health/) --- ### [D-Day](https://ennisco.com/tag/d-day/) --- ### [75thAnniversary](https://ennisco.com/tag/75thanniversary/) --- ### [veteran](https://ennisco.com/tag/veteran/) --- ### [hero](https://ennisco.com/tag/hero/) --- ### [britain](https://ennisco.com/tag/britain/) --- ### [greatbritishwomen](https://ennisco.com/tag/greatbritishwomen/) --- ### [gbw](https://ennisco.com/tag/gbw/) --- ### [experts](https://ennisco.com/tag/experts/) --- ### [millennials](https://ennisco.com/tag/millennials/) --- ### [genz](https://ennisco.com/tag/genz/) --- ### [survey](https://ennisco.com/tag/survey/) --- ### [event](https://ennisco.com/tag/event/) --- ### [gallery](https://ennisco.com/tag/gallery/) --- ### [pressrelease](https://ennisco.com/tag/pressrelease/) --- ### [PR](https://ennisco.com/tag/pr/) --- ### [2019](https://ennisco.com/tag/2019/) --- ### [qlearsite](https://ennisco.com/tag/qlearsite/) --- ### [gender.](https://ennisco.com/tag/gender/) --- ### [equality](https://ennisco.com/tag/equality/) --- ### [LEVC](https://ennisco.com/tag/levc/) --- ### [commercial](https://ennisco.com/tag/commercial/) --- ### [skill](https://ennisco.com/tag/skill/) --- ### [brands](https://ennisco.com/tag/brands/) --- ### [autoretailnetwork](https://ennisco.com/tag/autoretailnetwork/) --- ### [wowfactor](https://ennisco.com/tag/wowfactor/) --- ### [McKinsey](https://ennisco.com/tag/mckinsey/) --- ### [marathon](https://ennisco.com/tag/marathon/) --- ### [justgiving](https://ennisco.com/tag/justgiving/) --- ### [sales](https://ennisco.com/tag/sales/) --- ### [innovation](https://ennisco.com/tag/innovation/) --- ### [davidbowie](https://ennisco.com/tag/davidbowie/) --- ### [2017](https://ennisco.com/tag/2017/) --- ### [reverseferret](https://ennisco.com/tag/reverseferret/) --- ### [senior](https://ennisco.com/tag/senior/) --- ### [exceptional](https://ennisco.com/tag/exceptional/) --- ### [brexit](https://ennisco.com/tag/brexit/) --- ### [goodwood](https://ennisco.com/tag/goodwood/) --- ### [womeninautomotive](https://ennisco.com/tag/womeninautomotive/) --- ### [volkswagen](https://ennisco.com/tag/volkswagen/) --- ### [connectedcar](https://ennisco.com/tag/connectedcar/) --- ### [servicing](https://ennisco.com/tag/servicing/) --- ### [conerence](https://ennisco.com/tag/conerence/) --- ### [toyota](https://ennisco.com/tag/toyota/) --- ### [customer](https://ennisco.com/tag/customer/) --- ### [focused](https://ennisco.com/tag/focused/) --- ### [promoted](https://ennisco.com/tag/promoted/) --- ### [candidates](https://ennisco.com/tag/candidates/) --- ### [valentines](https://ennisco.com/tag/valentines/) --- ### [gender](https://ennisco.com/tag/gender-2/) --- ### [behaviour](https://ennisco.com/tag/behaviour/) --- ### [nextgen](https://ennisco.com/tag/nextgen/) --- ### [nextgeneration](https://ennisco.com/tag/nextgeneration/) --- ### [diversityandinclusiom](https://ennisco.com/tag/diversityandinclusiom/) --- ### [law](https://ennisco.com/tag/law/) --- ### [management](https://ennisco.com/tag/management/) --- ### [employers](https://ennisco.com/tag/employers/) --- ### [employees](https://ennisco.com/tag/employees/) --- ### [ambitious](https://ennisco.com/tag/ambitious/) --- ### [holiday](https://ennisco.com/tag/holiday/) --- ### [career](https://ennisco.com/tag/career/) --- ### [engagement](https://ennisco.com/tag/engagement/) --- ### [employee](https://ennisco.com/tag/employee/) --- ### [london](https://ennisco.com/tag/london/) --- ### [networking](https://ennisco.com/tag/networking/) --- ### [freddie](https://ennisco.com/tag/freddie/) --- ### [keyworth](https://ennisco.com/tag/keyworth/) --- ### [evolve](https://ennisco.com/tag/evolve/) --- ### [launch](https://ennisco.com/tag/launch/) --- ### [inclusive](https://ennisco.com/tag/inclusive/) --- ### [initiative](https://ennisco.com/tag/initiative/) --- ### [autocardriversofchange](https://ennisco.com/tag/autocardriversofchange/) --- ### [insight](https://ennisco.com/tag/insight/) --- ### [female](https://ennisco.com/tag/female/) --- ### [progression](https://ennisco.com/tag/progression/) --- ### [internationalwomensday](https://ennisco.com/tag/internationalwomensday-2/) --- ### [inclusionm](https://ennisco.com/tag/inclusionm/) --- ### [mcatear](https://ennisco.com/tag/mcatear/) --- ### [volvo](https://ennisco.com/tag/volvo/) --- ### [sponsor](https://ennisco.com/tag/sponsor/) --- ### [diversity&inclusion](https://ennisco.com/tag/diversityinclusion-2/) --- ### [mercedes-benz](https://ennisco.com/tag/mercedes-benz/) --- ### [fitness](https://ennisco.com/tag/fitness/) --- ### [leader](https://ennisco.com/tag/leader/) --- ### [regime](https://ennisco.com/tag/regime/) --- ### [becky](https://ennisco.com/tag/becky/) --- ### [scott](https://ennisco.com/tag/scott/) --- ### [clare](https://ennisco.com/tag/clare/) --- ### [wright](https://ennisco.com/tag/wright/) --- ### [dealerships](https://ennisco.com/tag/dealerships/) --- ### [c-suite](https://ennisco.com/tag/c-suite/) --- ### [clients](https://ennisco.com/tag/clients/) --- ### [penny](https://ennisco.com/tag/penny/) --- ### [weatherup](https://ennisco.com/tag/weatherup/) --- ### [ennis](https://ennisco.com/tag/ennis/) --- ### [judge](https://ennisco.com/tag/judge/) --- ### [sharing](https://ennisco.com/tag/sharing/) --- ### [flexible working](https://ennisco.com/tag/flexible-working/) --- ### [60 seconds](https://ennisco.com/tag/60-seconds/) --- ### [polestar](https://ennisco.com/tag/polestar/) --- ### [game](https://ennisco.com/tag/game/) --- ### [changers](https://ennisco.com/tag/changers/) --- ### [investment](https://ennisco.com/tag/investment/) --- ### [dealer](https://ennisco.com/tag/dealer/) --- ### [omnichannel](https://ennisco.com/tag/omnichannel/) --- ### [Arval](https://ennisco.com/tag/arval/) --- ### [Athlon](https://ennisco.com/tag/athlon/) --- ### [National](https://ennisco.com/tag/national/) --- ### [Grid](https://ennisco.com/tag/grid/) --- ### [marketing](https://ennisco.com/tag/marketing/) --- ### [disruptor](https://ennisco.com/tag/disruptor/) --- ### [manufacturer](https://ennisco.com/tag/manufacturer/) --- ### [agency model](https://ennisco.com/tag/agency-model/) --- ### [andy goss](https://ennisco.com/tag/andy-goss/) --- ### [ennis & co](https://ennisco.com/tag/ennis-co/) --- ### [AI](https://ennisco.com/tag/ai/) --- ### [Artificial Intelligence](https://ennisco.com/tag/artificial-intelligence/) --- ### [Customer Support](https://ennisco.com/tag/customer-support/) --- ### [Human Resources](https://ennisco.com/tag/human-resources/) --- ### [design](https://ennisco.com/tag/design/) --- ### [science](https://ennisco.com/tag/science/) --- ### [finance](https://ennisco.com/tag/finance/) --- ### [robot](https://ennisco.com/tag/robot/) --- ### [software developer](https://ennisco.com/tag/software-developer/) --- ### [Santa](https://ennisco.com/tag/santa/) --- ### [Father Christmas](https://ennisco.com/tag/father-christmas/) --- ### [Career progression](https://ennisco.com/tag/career-progression/) --- ### [pay gap](https://ennisco.com/tag/pay-gap/) --- ### [Chief finance officer](https://ennisco.com/tag/chief-finance-officer/) --- ### [chief people officer](https://ennisco.com/tag/chief-people-officer/) --- ### [menopause](https://ennisco.com/tag/menopause/) --- ### [Engineering](https://ennisco.com/tag/engineering/) --- ### [career development](https://ennisco.com/tag/career-development/) --- ### [Bunny Ennis Fund](https://ennisco.com/tag/bunny-ennis-fund/) --- ### [Remote working](https://ennisco.com/tag/remote-working/) --- ### [Autocar Drivers of Change](https://ennisco.com/tag/autocar-drivers-of-change/) --- ### [hospitality](https://ennisco.com/tag/hospitality/) --- ### [leadership development](https://ennisco.com/tag/leadership-development/) --- ### [neurodiversity](https://ennisco.com/tag/neurodiversity/) --- ### [VE Day](https://ennisco.com/tag/ve-day/) --- ### [Keeping Stories alive](https://ennisco.com/tag/keeping-stories-alive/) --- ### [Bert Brown](https://ennisco.com/tag/bert-brown/) --- ### [Victoria Cross](https://ennisco.com/tag/victoria-cross/) --- ### [80th Anniversary](https://ennisco.com/tag/80th-anniversary/) --- ### [Remembrance](https://ennisco.com/tag/remembrance/) --- ### [World war two](https://ennisco.com/tag/world-war-two/) --- ### [Women in Motorsport](https://ennisco.com/tag/women-in-motorsport/) --- ### [Formula E](https://ennisco.com/tag/formula-e/) --- ### [Female Leaders](https://ennisco.com/tag/female-leaders/) --- ### [FIA Girls on Track](https://ennisco.com/tag/fia-girls-on-track/) --- ### [Leaders who drive automotive](https://ennisco.com/tag/leaders-who-drive-automotive/) --- ### [2025 Winner](https://ennisco.com/tag/2025-winner/) --- ### [Alison Jones](https://ennisco.com/tag/alison-jones/) --- ### [dianemiller](https://ennisco.com/tag/dianemiller/) --- ### [LisaRowles](https://ennisco.com/tag/lisarowles/) --- ### [horibamira](https://ennisco.com/tag/horibamira/) --- ### [horiba](https://ennisco.com/tag/horiba/) --- ### [#lisaarrowsmith](https://ennisco.com/tag/lisaarrowsmith/) --- ### [#CitNOWgroup](https://ennisco.com/tag/citnowgroup/) --- ### [#CitNOW](https://ennisco.com/tag/citnow-2/) --- ### [Jardine motors group](https://ennisco.com/tag/jardine-motors-group/) --- ### [Clare Wright](https://ennisco.com/tag/clare-wright/) --- ### [Jim Marsh](https://ennisco.com/tag/jim-marsh/) --- ### [RobHalloway](https://ennisco.com/tag/robhalloway/) --- ### [IanPlummer](https://ennisco.com/tag/ianplummer/) --- ### [Lesley Slater](https://ennisco.com/tag/lesley-slater/) --- ### [Athlon UK](https://ennisco.com/tag/athlon-uk/) --- ### [Lookers](https://ennisco.com/tag/lookers/) --- ### [Stratstone](https://ennisco.com/tag/stratstone/) --- ### [James Brearley](https://ennisco.com/tag/james-brearley/) --- ### [Automotive Industry](https://ennisco.com/tag/automotive-industry/) --- ### [Inchcape](https://ennisco.com/tag/inchcape/) --- ### [Global Auto Holdings](https://ennisco.com/tag/global-auto-holdings/) --- ### [Andrew Burn](https://ennisco.com/tag/andrew-burn/) --- ### [OEM](https://ennisco.com/tag/oem/) --- ### [Special Situations Group](https://ennisco.com/tag/special-situations-group/) --- ### [Grainger & Worrall](https://ennisco.com/tag/grainger-worrall/) --- ### [Porsche](https://ennisco.com/tag/porsche/) --- ### [JLR](https://ennisco.com/tag/jlr/) --- ### [Vertu Motors](https://ennisco.com/tag/vertu-motors/) --- ### [mike flewitt](https://ennisco.com/tag/mike-flewitt/) --- ### [McLaren Automotive](https://ennisco.com/tag/mclaren-automotive/) --- ### [mike hawes](https://ennisco.com/tag/mike-hawes/) --- ### [residual values](https://ennisco.com/tag/residual-values/) --- ### [brand credibility](https://ennisco.com/tag/brand-credibility/) --- ### [UK car market](https://ennisco.com/tag/uk-car-market/) --- ### [electric vehicles](https://ennisco.com/tag/electric-vehicles/) --- ### [car depreciation](https://ennisco.com/tag/car-depreciation/) --- ### [OEM strategy](https://ennisco.com/tag/oem-strategy/) --- ### [Simon Harris](https://ennisco.com/tag/simon-harris/) --- ### [Al Clarke](https://ennisco.com/tag/al-clarke/) --- ### [James Cameron](https://ennisco.com/tag/james-cameron/) --- ### [Mission Community](https://ennisco.com/tag/mission-community/) --- ### [Bonhams Cars](https://ennisco.com/tag/bonhams-cars/) --- ### [Jon Wakefield](https://ennisco.com/tag/jon-wakefield/) --- ### [Matt Wrigley](https://ennisco.com/tag/matt-wrigley/) --- ### [Lithia UK](https://ennisco.com/tag/lithia-uk/) --- ### [Chief Marketing Officer](https://ennisco.com/tag/chief-marketing-officer/) --- ### [Paul Philpott](https://ennisco.com/tag/paul-philpott/) --- ### [President](https://ennisco.com/tag/president/) --- ### [Kia UK](https://ennisco.com/tag/kia-uk/) --- ### [BVRLA](https://ennisco.com/tag/bvrla/) --- ### [Toby Poston](https://ennisco.com/tag/toby-poston/) --- ### [John Veichmanis](https://ennisco.com/tag/john-veichmanis/) --- ### [Carwow](https://ennisco.com/tag/carwow/) --- ### [Adam Chamberlain](https://ennisco.com/tag/adam-chamberlain/) --- ### [Mercedes-Benz USA](https://ennisco.com/tag/mercedes-benz-usa/) --- ### [Leasys](https://ennisco.com/tag/leasys/) --- ### [Sebastiano Fedrigo](https://ennisco.com/tag/sebastiano-fedrigo/) --- ### [Vice President](https://ennisco.com/tag/vice-president/) --- ### [Julie David](https://ennisco.com/tag/julie-david/) --- ### [Stellantis](https://ennisco.com/tag/stellantis/) --- ### [Sarah Noble](https://ennisco.com/tag/sarah-noble/) --- ### [Deloitte](https://ennisco.com/tag/deloitte/) --- ### [Lithia & Driveway](https://ennisco.com/tag/lithia-driveway/) --- ### [Katie Macaddino](https://ennisco.com/tag/katie-macaddino/) --- ### [Mandeep Dhatt](https://ennisco.com/tag/mandeep-dhatt/) --- ### [Mitsubishi](https://ennisco.com/tag/mitsubishi/) --- ### [Alessandro Dambrosio](https://ennisco.com/tag/alessandro-dambrosio/) --- ### [Darren Ardron](https://ennisco.com/tag/darren-ardron/) --- ### [Perrys Motor Sales](https://ennisco.com/tag/perrys-motor-sales/) --- ### [Robert Evans](https://ennisco.com/tag/robert-evans/) --- ### [Cenex](https://ennisco.com/tag/cenex/) --- ### [Geraldine Ingham](https://ennisco.com/tag/geraldine-ingham/) --- ### [range rover](https://ennisco.com/tag/range-rover/) --- ### [Simon Smith](https://ennisco.com/tag/simon-smith/) --- ### [Aston Martin Lagonda](https://ennisco.com/tag/aston-martin-lagonda/) --- ### [AION Auto UK](https://ennisco.com/tag/aion-auto-uk/) --- ### [Diana Torres](https://ennisco.com/tag/diana-torres/) --- ### [Teneo](https://ennisco.com/tag/teneo/) --- ### [Martin Forbes](https://ennisco.com/tag/martin-forbes/) --- ### [Nick Colledge](https://ennisco.com/tag/nick-colledge/) --- ### [Envisage](https://ennisco.com/tag/envisage/) --- ### [Rachel Clift](https://ennisco.com/tag/rachel-clift/) --- ### [Ben Automotive Charity](https://ennisco.com/tag/ben-automotive-charity/) --- ### [Phill Jones](https://ennisco.com/tag/phill-jones/) --- ### [Owen Edwards](https://ennisco.com/tag/owen-edwards/) --- ### [Andrew Benka](https://ennisco.com/tag/andrew-benka/) --- ### [Harley-Davidson](https://ennisco.com/tag/harley-davidson/) --- ### [Volvo Car UK](https://ennisco.com/tag/volvo-car-uk/) --- ### [Nicole Melillo Shaw](https://ennisco.com/tag/nicole-melillo-shaw/) --- ### [Gemma McNeill](https://ennisco.com/tag/gemma-mcneill/) --- ### [Pybus Recruitment](https://ennisco.com/tag/pybus-recruitment/) --- ### [Michael Leiters](https://ennisco.com/tag/michael-leiters/) --- ### [Interpath](https://ennisco.com/tag/interpath/) --- ### [Torque & Truth](https://ennisco.com/tag/torque-truth/) --- ### [Phil Moody](https://ennisco.com/tag/phil-moody/) --- ### [Interim](https://ennisco.com/tag/interim/) --- ### [Vindis Group](https://ennisco.com/tag/vindis-group/) --- ### [sport](https://ennisco.com/tag/sport/) --- ### [Rugby](https://ennisco.com/tag/rugby/) --- ## Personnel Category ### [Associates](https://ennisco.com/personnel_category/associates/) **Description:** Associates Ennis & Co Group Associates --- ### [Ennis & Co](https://ennisco.com/personnel_category/ennis-co/) --- ### [Associates PR Marketing](https://ennisco.com/personnel_category/associates-pr-marketing/) **Description:** Ennis & Co Associates whose area of expertise falls within PR and Marketing --- ### [Ennis & Co Search](https://ennisco.com/personnel_category/ennis-co-search/) --- ### [Ennis & Co Intelligence](https://ennisco.com/personnel_category/ennis-co-intelligence/) --- ### [Ennis & Co Marketing](https://ennisco.com/personnel_category/ennis-co-marketing/) --- ### [Auto Market Insight](https://ennisco.com/personnel_category/auto-market-insight/) --- ### [Ennis & Co - Interim](https://ennisco.com/personnel_category/ennis-co-interim/) **Description:** Interim Talent Team ---