Toyota North America’s Post

Six Months, Countless Lessons: Thank You, BMW After six transformative months, my chapter with BMW as a Digital Sales Intern has come to an end—and what a journey it’s been! It’s hard to put into words just how much I’ve gained from this experience, but I’ll try to do it justice here. First and foremost, I want to express my heartfelt gratitude to two extraordinary individuals who have shaped my time at BMW: Ema Skoko and Sascha Thimmel, my supervisor and my manager. Their mentorship went beyond professional guidance; they empowered me to think big, stay curious, and embrace challenges with confidence. Thank you both for inspiring me every step of the way. I believe that growth often lies beyond comfort zones. With that in mind, I’ve made the decision to embark on a new adventure: diving into the fast-paced and innovative world of a scale-up company. The prospect of contributing to a growing organization and witnessing its evolution firsthand is something that excites me deeply. To my incredible colleagues at BMW, thank you for creating an environment where learning was a constant and collaboration was second nature. You’ve shown me what it means to be part of a world-class team, and I will carry these lessons with me wherever I go. As I turn the page to this next chapter, I’m more motivated than ever to take on fresh challenges, make meaningful contributions, and continue pushing boundaries. If you have insights about scale-ups, advice for this journey, or simply want to connect, I’d love to hear from you. Here’s to growth, new horizons, and the courage to embrace change!

Celebrating 23 Years in the Automotive Industry This month marks 23 years since I began my journey in the automotive industry. Over the years, I’ve had the privilege of witnessing the company’s evolution—from DaimlerChrysler to Chrysler, through Fiat Chrysler Automobiles, and now becoming part of Stellantis, a global leader in the industry. Throughout my career, I’ve been fortunate to work across manufacturing, marketing & advertising, and international operations, spanning South America, North America, and Asia. These experiences have shaped my global perspective and broadened my understanding of diverse markets and cultures. If I could offer one piece of advice to my younger self, it would be this: believe in your potential and fuel your journey with unwavering positive energy. Stay resilient in pursuing your career goals, even when others say it can’t be done. Along the way, you will share memorable moments with extraordinary colleagues who will leave a lasting impression on your path. Treasure those moments, because change is inevitable, and they will follow their own paths. Embrace every step, because change will be the one constant guiding you to new destinations and opportunities you never expected. Welcome evolution and trust that each challenge is a gateway to something bigger and better. As I reflect on this milestone, I look forward to the road ahead with excitement. The journey continues, and I can’t wait to see what’s next! What’s one piece of advice you’d give your younger self? #23YearsStrong #CareerMilestone #GlobalExperience #Stellantis #AutomotiveIndustry #ProfessionalGrowth

It was an honour to kick off our first DE&I Supplier Conference in my role as Chief Diversity Officer for #Toyota's business in Europe. I've made it my personal commitment to lead a safety-first, #diverse, #equitable, and #inclusive culture, to drive tangible change across all Toyota businesses in Europe and support DE&I transformation across our valued business partners. At Toyota, our aim to develop ever better cars that exceed customer expectations and enrich lives is deeply ingrained in our DNA. As we transform into a #mobility company, we need to bring together diverse teams with diverse thoughts and ideas to successfully navigate the transformation in the #automotive industry. #Diversity and #inclusion are therefore critical business enablers. In Europe, we aim to be DE&I frontrunners for Toyota globally. With the support of our valued business partners, we want to go beyond and amplify the DE&I transformation across our entire supply chain. It was therefore heart-warming to see so many of our suppliers connected and engaged on this important topic.

Reflecting on 5.5 Wonderful Years at Scania : Exactly one month ago, I completed my journey with Scania. As I look back, I realize that life is indeed a marathon, not a sprint. Intense periods of work often leave little time for reflection, but I've learned that after every peak of productivity, it's essential to pause, rest, and rejuvenate. In today's world, we often feel the pressure to be relentlessly productive, but true success is not a one-size-fits-all concept. For me, success has evolved to mean being content, having a great quality of life, and not merely accumulating wealth. Scania has been more than just a workplace; it has been a place where culture thrives, and that culture is what sustains an organization through decades. I am deeply grateful for the experiences and memories I’ve made at Scania. The last 5.5 years have been splendid, and I carry forward the lessons and friendships with immense gratitude🙌 What's next? I won't be jumping into another job just yet. Instead, I'll be taking some time to invest in myself and my future.

再见 𝗮𝗻𝗱 𝗯𝘆𝗲 𝗯𝘆𝗲! ✈️ - 𝗞𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀 𝗮𝗳𝘁𝗲𝗿 𝟯 𝗺𝗼𝗻𝘁𝗵𝘀 𝗶𝗻 𝗖𝗵𝗶𝗻𝗮 After 3 months on a work project for Mercedes-Benz Management Consulting (Mercedes-Benz AG) in Beijing, China 🇨🇳 it is time for me to say goodbye and return to Germany 🇩🇪 This project has been an incredibly valuable experience, both personally and professionally. Here are some of my key takeaways: 🚙 𝟭. 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀: Being in China allowed me to experience competitor vehicles firsthand and better understand industry trends, especially the strong focus on infotainment. 🗣️ 𝟮. 𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Working across cultures and time zones taught me the importance of clear communication and effective stakeholder management. 👨🏼💻 𝟯. 𝗪𝗼𝗿𝗸 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀: Experiencing a different work culture highlighted the value of diverse work practices, emphasizing the benefits of combining German process-driven methods with pragmatic Chinese approaches. One final update: For those of you who read my last post, yes, the team and I did join one of the daily square dancing gatherings, so I successfully achieved one of my personal KPIs for this month: "Participate in Local Activities." 🕺🏼 A special thanks to my Chinese and German colleagues from MBMC who made this trip such an amazing experience (Simon Deutsch (德希蒙) Alexander Fehrle Jie Cheng Mengjie (Bessy) Ma Yuan ZHOU @Shen, @Mavis) 🙏🏼 #MBMC #ProfessionalGrowth #ProjectRecap

■ MotorPeople&more, Elena Alberti! ■ Elena Alberti, Managing Director | Board Member, Penske Automotive Italy: " Our ambition is not to be the largest but to be the best—for our customers, our employees, our shareholders, and our OEM partners." ■ Elena Alberti: "If someone had told me back when I was a young intern in Detroit in 1999 that by 2024, we would have built a thriving business in my own country, with nearly $1 billion in revenues, 23 locations, and 800 employees, I would have found it hard to believe. Today, seeing PAG Italy ranked as the #19 company in revenues in our region fills me with immense pride. ■ Elena Alberti: "When I was 22 and left for the USA, I always carried a sense of responsibility to give something back to my country. Italy gave me an outstanding, free education, and yet I left because I saw the USA as a place where merit and hard work were more recognized and rewarded. I was lucky to land in a great company that bought me that effort always equals results. ■ Elena Alberti: "Now, after 12 years of relentless effort in the Italian market with an outstanding team, I am proud of what we have achieved. Our ambition is not to be the largest but to be the best—for our customers, our employees, our shareholders, and our OEM partners. We strive to build the best team, a company where meritocracy thrives, one of the most rewarding yet challenging places to join—and the hardest to leave." ■ Elena Alberti: "A big part of our success has been uniting American meritocracy with Italian creativity and ability to navigate through complexity. This combination has been key to our growth and demonstrates how this approach can elevate Italy's standing in the global economic environment. Here’s to many more milestones ahead, and to contributing to Penske global success as well as Italy’s business excellence. 🇮🇹 #PAG #PenskeAutomotiveGroup #Leadership #Meritocracy #BusinessGrowth #Italy #HardWork #effortequalsresults #automotive #cars #PenskeAutomotiveItaly https://lnkd.in/eVaBwK9d

As I reach the 100-day mark in my new role Mercedes-Benz AG, I wanted to share some reflections on this unique and challenging journey. Transitioning from a background in projects, pilots, execution, and digital product management to a governance role has been a significant shift for me. I knew it would be a challenge, but I also recognized it as a necessary step for my growth. Leaving Mercedes-Benz Mobility AG was tough. I had to part ways with a team I loved, peers, and bosses who made every day enjoyable. However, my new role brings different opportunities. Governance brings me closer to upper management, ExComs and the decision-making power, offering a unique perspective which also brings on its own challenges. Managing a team I have inherited and who didn’t know each other, is a struggle. Building trust and understanding from scratch is no easy feat, which we work on continuously. I am fortunate to work with directors, who are incredibly knowledgeable and have a clear direction. Their support is invaluable, especially as we navigate the complexities of IT transformation. Working in IT governance is different from my previous roles at MS, MxD, and MBM. The culture and communication style are distinct, and as a woman without a formal technical education, finding my space here has been a journey. When it comes to marketing, branding, communication, and reporting activities, everyone has an idea, and everyone has another suggestion. It’s a highly debatable area, open to suggestions from all sides. Managing this many diverse stakeholders - is definetely a game with ever-changing rules and players. I’ve learned a lot in these 100 days, but here is a quick summary ☺️ : Initiatives and Marketing Communication: Developing ideas to get people on board with change management. Content Creation for Upper Management: Ensuring we have clear representation as a pioneering lever of the new IT strategy.  Storytelling and Creativity: Crafting engaging storylines with a small budget, leveraging AI technologies to streamline work.  Collaboration: Working with various external companies, each with different approaches and contracts. Team Dynamics: Moving from siloed product focus from my previous job, to an end-to-end approach, fostering a more collaborative environment among peers. I’m grateful for everything that I have learned, the many more opportunities to come and the chance to work with such a dedicated team. Here’s to the next 100 days and beyond! 🩷 #digitaltransformation #mercedesbenz #100days #IT

What does it take to break through one of the most male-dominated industries in the world? For Mary Barra, it began as an 18-year-old intern at General Motors, armed with ambition, resilience, and a vision for change. In 2014, Barra shattered glass ceilings as the first woman to lead a major global automaker as CEO of General Motors. But her journey to the top wasn’t without challenges. From navigating a global recall crisis that tested GM’s safety culture and reputation to leading the company through a seismic shift toward electric and autonomous vehicles, her leadership has been marked by courage and transformation. Barra faced fierce competition in the electric vehicle (EV) market, supply chain disruptions, and the immense challenge of aligning GM’s ambitious sustainability goals with evolving consumer demands. Yet, she leaned into these obstacles, demonstrating that innovation and resilience are the true keys to success. Her leadership isn’t just about breaking barriers; it’s about rewriting the rules of an industry. Today, GM stands as a leader in sustainability, driven by Barra’s bold vision of an all-electric future by 2035. Her story proves that breaking boundaries is just the start. The real impact lies in what you build after. How can you, like Mary Barra, transform challenges into opportunities and drive change in your industry? Share your thoughts below. Follow us for more success stories, proven strategies, and practical tips on creating inclusive, high-performing teams 🚀 #MergePlusInc #leadersmakingadifference #Leadership #Diversity #Equity #Inclusion #BusinessGrowth #DEIImpact #Sustainability

For me, truly listening means questioning what I hear and exploring it fully. Often, it’s in the depths of that exploration that new and unexpected paths emerge – ones we may not have initially seen. Take Henry Ford as an example. When people asked for faster horses, he didn’t just hear the request; he understood the underlying need. He looked beyond the obvious and revolutionised transportation with the automobile. Did you know ❓ 🚗 By introducing the moving assembly line, Ford transformed car production and changed the automotive industry forever. 🇮🇪 Henry Ford was the son of Irish immigrants. 👨🏭 Ford Motor Co. was one of the first companies to implement the 5-day, 40-hour working week. Listening, questioning, and understanding are the keys to innovation. What lessons have you learned by looking beyond the obvious?