Leigh Smith on The Future of Automotive Launches: EVs, AI & Strategy

In this insightful conversation, Marian Fabian, Managing Partner at CE Interim, interviews Leigh Smith, an experienced leader in the automotive sector. With a career spanning the UK, Central and Eastern Europe, and China, Leigh shares his expertise on managing large-scale automotive launch projects, tackling challenges, and navigating the industry’s ongoing transformation.

1. Introduction: A Journey Through the Automotive Industry

Marian Fabian:

Leigh, it’s great to have you with us. Could you start by sharing a bit about your experience in the automotive industry?

Leigh Smith:

Thank you, Marian. It’s great to be here. I started my career as a mechanical engineer and later moved into manufacturing engineering. My early career was with Edwards, now known as Atlas Copco, where I worked on semiconductor equipment in the UK, South Korea, and the Czech Republic.

I then joined Ricardo, a technology consulting company, before moving to Jaguar Land Rover (JLR), where I spent seven years. I initially worked in program management in the UK before transitioning to Szlovákia to help launch the new Defender. My last role was in Kína, leading the introduction of UK-developed products into the local market.

Over time, we progressed from merely launching vehicles to engineering cars specifically for the Chinese market. Now, I am transitioning into ideiglenes irányítás, bringing my expertise to new challenges.

2. The Complexity of Automotive Launches

Marian:

You’ve worked across the UK, Europe, and China. Given your experience, how would you describe the scale and complexity of large-scale automotive launch projects?

Leigh:

Automotive launches are among the most complex industrial processes. A traditional internal combustion engine (ICE) vehicle consists of around 30,000 components, while an electric vehicle (EV) reduces that number to around 10,000.

Despite this reduction, the complexity remains due to new software integration, autonomous driving technologies, and evolving customer preferences.

A successful automotive launch requires a balance between engineering precision, supply chain coordination, and customer expectations. You must convert market demands into measurable engineering attributes, manage global suppliers, és ensure manufacturing plants adapt to new technologies—all while maintaining cost and quality.

3. Common Challenges in Automotive Launches

Marian:

What are the most common challenges automakers face during large-scale launches?

Leigh:

Several challenges consistently arise:

1. Silo Thinking – Different departments (engineering, marketing, finance, production) often work independently. Effective cross-functional coordination is key.

2. Time Pressure – The traditional five-year cycle for a new vehicle launch is shrinking, demanding faster development and production.

3. Risk Management – Deviations from the original plan introduce risks that need structured mitigation strategies.

4. Cultural Differences – Global teams operate under different leadership styles and expectations, requiring strong communication bridges.

At JLR, I worked on a program where a high-margin vehicle faced production delays due to misalignment between engineering changes and manufacturing realities. My role was to diagnose and resolve these issues, ensuring the vehicles could be shipped without additional fixes—saving both time and money.

4. Best Practices for Successful Automotive Launches

Marian:

You’ve seen best practices across different markets. What strategies work well in Europe versus other regions?

Leigh:

A oldalon. Európa, we emphasize structured risk management. My former manager at JLR put it well:
“Every deviation from the timeline introduces a risk. If we don’t mitigate it, we are out of control.”

A oldalon. Kína, decision-making is much faster. If leadership decides on a direction, execution happens azonnal, sometimes without structured risk analysis. My role in China was to blend both approaches—combining structured European processes with China’s fast-paced execution style.

5. The Role of Interim Managers in Automotive

Marian:

How can an interim manager make a significant impact in an automotive project?

Leigh:

As an interim leader, my goal is to inject energy, fresh perspectives, and specialized expertise into a project.

For instance, I was once assigned to a distressed vehicle program where manufacturing was struggling with high-margin models. By applying Six Sigma methodologies, challenging assumptions, and introducing new problem-solving techniques, we turned an “unmakeable” vehicle into a profitable production model.

The key is to quickly diagnose issues, build alignment across teams, and implement targeted interventions.

6. Trends Shaping the Future of Automotive Launches

Marian:

How are automotive launch projects evolving with industry trends?

Leigh:

The industry is undergoing a historic transformation:

Electrification is simplifying vehicle architectures but shifting complexity to battery technology and software integration.
Autonomous and Connected Vehicles require new skill sets, blending automotive, tech, and business expertise.
China’s Role is Expanding – The shift from “China for China” to “China for Global” means that Chinese plants are leading launches that set standards worldwide.

OEMs need agile leaders who can break traditional processes and adapt to these shifts.

7. Advice for Automotive Executives

Marian:

What advice would you give executives preparing for large-scale automotive launches?

Leigh:

My advice is simple: Hire people who understand the current processes—but encourage them to break them.

Automakers must embrace change as a constant. Those who succeed will be the ones who balance structured execution with the flexibility to pivot.

8. Quick Insights: Lightning Round

Marian:

Let’s wrap up with some rapid-fire questions:

Biggest mistake in large-scale launches?
Reinforcing siloed thinking instead of fostering cross-functional collaboration.
Ensuring smooth global collaboration?
Hiring leaders who can bridge cultural and language gaps.
Most innovative launch strategy?
Measuring production readiness at the Alpha stage instead of waiting for manufacturing.
Impact of electrification?
Faster launches, greater software dependency, and new quality benchmarks.
Biggest lesson from past projects?
Data discipline is key—bad data leads to wasted time and poor decisions.
Role of digital transformation?
It should deliver insights, not just data—otherwise, it creates inefficiencies.
Best tool for managing complexity?
Personal productivity systems like “Getting Things Done” to handle massive information flow.