You've spent over 20 years building brands and leading teams in the automotive industry. What first drew you to this space, and what has kept you here?

Kim Ito

I was drawn to automotive because it's an industry where the work is genuinely complex, the kind of complexity that forces you to stretch. You have to understand the product, the customer, the retail environment, the competitive landscape, and the cultural moment all at once. That challenge appealed to me early in my career.

What's kept me here is the pace of change and the opportunity to build. Automotive never stands still. New technologies, new expectations, new ways of reaching customers. Every few years, the industry reinvents itself, and that constant evolution has pushed me to grow as a strategist and as a leader.

As an Asian American woman in a senior leadership role in automotive, you bring a perspective that is still underrepresented at this level. What has that experience been like, and how has it shaped the leader you've become?

Kim Ito

Being an Asian American woman in automotive has meant spending a lot of time as the only one like me in the room. Early on, that was intimidating. I felt the pressure to prove myself and the weight of being "different." But that experience ultimately shaped my leadership in meaningful ways. It taught me to be intentional with my voice, to listen deeply, and to create space for others who might not naturally take it.

It also gave me a strong sense of responsibility. That perspective has made me a more empathetic and values driven leader, and it's a big part of why I stay committed to this industry and the culture I want to help build.

Your leadership philosophy centres on empathy, empowerment, and radical candor. How do those three things work together in practice and has the balance between them shifted as you've moved into more senior roles?

Kim Ito

For me, those three principles aren't separate, they reinforce each other. Empathy helps me understand what people need to do their best work. Empowerment gives them the ownership and confidence to actually do it. And radical candor ensures we're honest with each other about what's working and what isn't, so we can move forward quickly and respectfully.

As I've stepped into more senior roles, the balance has definitely evolved. Early in my career, I leaned heavily on empathy because I wanted people to feel supported. Over time, I learned that support also means being clear, direct, and willing to have the harder conversations. At this level, people deserve both honesty and trust, not one or the other.

You'll be joining a panel in Detroit exploring what defines effective leadership in today's fast evolving automotive landscape. In your view, what does effective leadership actually look like right now and how is the answer changing?

Kim Ito

Effective leadership today is defined by adaptability. The industry is changing at a pace we haven't seen before, and staying relevant means being willing to evolve, not just reacting to change, but anticipating it. Leaders have to read the moment, adjust quickly, and help their teams do the same.

The automotive industry is navigating significant shifts in technology and the talent skills required to meet them. How do you approach aligning what an organisation needs with the growth of the individuals within it?

Kim Ito

The challenge is always how to balance promoting the one over the many. Without strong and successful individuals, the company will always struggle, but the greater success of the company is generally a result of individuals who've stepped up and grown, often into roles that are a stretch and a learning experience.

The reason this is hard is that it's up to the leader to balance what individual employees need, while also focusing on the needed strengths of the whole company. Neither can, well, neither should, take priority over the other, to ensure the success of both. Too often, leaders are laser focused on sales goals, metrics or KPIs, and we lose sight of the importance of building an incredibly strong team.

I'm certainly not perfect in this area, but I'm doing what I can to show up for my team, to help them be better employees, to train them to be the future leaders of my company, and to set the whole organization up for success.

You've spoken about the duty that women in senior roles carry toward those who will follow. What does honouring that duty look like in your day to day leadership, beyond formal programmes or speaking engagements?

Kim Ito

For me, honoring that responsibility shows up in the everyday stuff, not just the big moments. I try to be really aware of the dynamics in the room. Who's getting airtime, who's getting the stretch assignments, and who's quietly carrying the administrative load. And if something feels off, I address it right then.

Sometimes that means making sure different voices are part of a strategic conversation. Other times it's as simple as saying, "Let's rotate note taking," so it doesn't always fall to the women.

Mentorship is something you're deeply committed to. From your experience both as someone who has been mentored and as a mentor yourself, what does meaningful mentorship actually require from both sides?

Kim Ito

For me, this question is personal. Early in my career, it was hard to find a mentor. Not many people were willing to open doors for me, and I didn't always know how to ask. We talk a lot about the importance of mentorship, but no one tells you how to actually find a mentor, especially if you don't already have access.

That experience shaped how I show up now. I try to be the person I needed back then. Sometimes that means formal mentorship, but often it's much smaller. Responding to a recent grad on LinkedIn, taking a call with someone who's trying to break into the industry, or offering context that helps someone navigate a situation they've never faced before. Those small gestures matter.

From both sides, meaningful mentorship requires openness, effort, and follow through. But it also requires someone being willing to make the first move, to open the door. Now that I'm in a position to do that, I take it seriously.

You've said leadership should be based on capability, drive, passion and experience. When you're developing talent within your team, how do you identify and nurture those qualities, particularly in people who may not yet see them in themselves?

Kim Ito

I've learned that a lot of talented people don't recognize their own strengths, so part of my job is to see what they can't yet see.

Once I see that potential, I try to create moments that help people step into it. Sometimes that's giving them a stretch assignment, sometimes it's putting them in the room for a conversation they wouldn't normally be part of, and sometimes it's simply saying, "I think you're ready for this." That kind of belief can change how someone sees themselves.

I also try to give people context. Why their work matters, what strengths I see in them, and where I think they can grow. When people understand the bigger picture and feel genuinely supported, they start to build confidence and momentum.

When you look at the women entering the automotive industry today, what gives you genuine confidence about the direction things are heading, and where do you believe the work still needs to be done?

Kim Ito

What gives me real confidence is the way women entering the industry today show up with clarity about who they are and what they want. They're not waiting for permission to lead. They're asking sharper questions, taking bigger swings earlier in their careers, and expecting workplaces to meet them with transparency and opportunity. That level of self advocacy and ambition is something I didn't always see when I was starting out, and it signals a shift in what leadership can look like in this industry.

At the same time, the work isn't finished. Representation at the top still lags, and too many women, especially women of color, are navigating environments where they're the only one in the room. We also need to keep pushing on sponsorship, not just mentorship. Women don't just need advice; they need people who will open doors, put their names forward, and create real pathways to leadership.

You're speaking at the Women Automotive Summit Detroit this June. What do you hope the people in that room, at whatever stage of their career, leave the day thinking or feeling?

Kim Ito

I hope people walk out feeling a little more inspired and a little more confident. Not just in themselves, but in the idea that there are smart, strong, generous people in this world who want to see them win. I want them to feel like they're not doing this alone.