The Unobvious Ones is a monthly look at movers and shakers who fly below the radar in the Canadian auto industry.
WILLIAM HA
HOW DID SPORTS NUTRITION LEAD TO HIS LOVE FOR CARS?
Dealers and automakers understand the importance of a Customer Satisfaction Index (CSI) and that’s the whole point of William Ha’s job.
As customer-experience supervisor for Kia Canada, Ha, 38, tracks CSI results through dealer surveys and J.D. Power data, looking for problems to solve.
Ha’s career path into automotive was hardly a straight line, however, as he studied nutritional sciences at university and spent half his career in sports nutrition.
“My specialty was in developing supplements, such as protein powders, but I always loved cars. I started detailing the family car when I was 10 years old. When I was a teenager, I got a job at Canadian Tire in the parts department.”
Seeking a change, Ha joined Kia and analyzed CSI under a two-year contract. He then took a temporary position in aftersales at MercedesBenz, then did another stint in nutrition before hearing that his previous role at Kia had opened up as a permanent spot.
“I don’t really have a typical day,” Ha said.
“I crunch numbers or do reports. I help our field staff with any questions or concerns. And I build long-term plans, such as setting quarterly targets for our field team, so dealers can improve certain metrics that are high impact.
“We have meetings as well, including with our executives, talking through customers’ issues to improve how our dealers operate.”
Helping dealers change means understanding the challenges they face, Ha said.
“The industry is way behind the times, because when someone’s buying a car, they still have to sign billions of papers, they can’t do it online, and they have to spend a lot of time at the dealership. What drives me is finding solutions to help our dealers improve, to drive loyalty and have people stay with the brand.”
DAVID ADAMS
STRATEGIES AIM TO ENGAGE POLICY MAKERS
While the president of the Global Automakers of Canada has a public profile, much of what he does happens behind closed doors.
“We’re a small office,” David Adams said, “so I get to do all the administration, from human resources and payroll to what I’m there to do, which is strategic direction to companies and staff. I have to plan strategies to engage government at the federal and provincial level, and these days a lot of those tend to be environmental.
“Our board is CEOs of the member [auto] companies, and they want to know about things that will impact their business, like the emissions regulations in B.C. and Quebec.”
Adams, 58, went to university for economics and psychology, but then studied for the ministry.
“I worked in a church and ran the youth program for a year, but you are either called or you are not, and after that, I didn’t feel compelled to go in that direction.
“My father was director of finance at American Motors, and he sat on a number of committees at what’s now the Canadian Vehicle Manufacturers’ Association. And he said, ‘They’re looking for a junior policy person, and you should apply.’ ”
Adams stayed there for more than 17 years, until his current position opened up.
“We were separate associations, but there was a lot of overlap and a coordinated approach on government files. Some at the senior level knew me and thought I would be good for this role.
“I need to see not only how issues relate to each other but how people need to connect to take advantage of their shared skill sets and the direction we have to take. I’m a good communicator, and that’s important with this job.”
WARREN ALI
STEERING CANADA THROUGH TECHNOLOGY ‘ICEBERGS’
As so-called smart vehicles increasingly become reality, parts suppliers need to be ready for a future shaped by connected and autonomous vehicles. This is the goal of Warren Ali, vice-president of innovation for Torontobased Automotive Parts Manufacturers’ Association (APMA).
“We’re in our 68th year, but this is the first type of this position ever,” said Ali, 47. “There was no playbook before I started. My role is to work with the Canadian supply sector on different ways to get better at making things.
“If you’re not investing in technologies, you’re missing the opportunity to grow.”
Armed with degrees in finance and business strategy, Ali built a web services and marketing company before working for a real estate developer. He then moved to Ontario’s Ministry of Economic Development, Job Creation and Trade. That experience was invaluable when he joined the APMA and worked on proposals for government to invest in advanced automotive technologies. He moved to his current position in 2018.
“There are companies developing software for autonomous vehicles; for infotainment, connectivity and cybersecurity, but if you’re a traditional supplier, you’re usually not involved. You’re not typically engaged with the startup community because your parts didn’t require them.
“My job is connecting them, in understanding the gaps and opportunities between automotive technology and traditional suppliers.”
Ali is working with “new sets of stakeholders,” which includes bringing new tech companies into the automotive fold. And when he meets with automakers, he’s talking with their technology side rather than their manufacturing departments.
“We have a significant role to play in demonstrating value to both sides,” Ali said. “We have to create connections and partnerships to grow the new automotive sector. My role is getting people moving and understanding where they’ll have to shift. There are icebergs ahead, and they have to make sure they can move before they get to the horizon.”
