Why did you choose a career in automotive — what interested you?

I chose a career in automotive because it's truly in my DNA. My dad worked in the industry, and my sister and I grew up guessing the make and model of cars just from their headlights on long stretches of highway. Even though my career initially took me somewhere else, it was only a matter of time before I came back to the industry I grew up loving.

Automotive blends passion, innovation, and purpose in a way that has always felt personal to me, and that's what keeps me here.

Stefanie with the Nissan Z at NNA headquarters

What changes have you noticed in the last 18 months across the industry?

Over the last 18 months, we have seen EV adoption slow while hybrids surge, driven by pricing pressures and shifting consumer preferences. At the same time, Chinese OEMs have expanded their global footprint and reshaped pricing and competitive dynamics.

AI has also accelerated across the entire value chain and has transformed everything from forecasting to retail, operations, and software defined vehicle development.

Stefanie presenting the 2025 Nissan Armada reveal

What technology are you most excited about in the next five years?

I am most excited about AI driven, software defined vehicles. They fundamentally change what a car is and what it can become over its lifecycle. We are already watching automakers shift from hardware to physical and context aware AI, with vehicles interpreting real world environments in real time and operating as intelligent, upgradable platforms.

Looking back at your leadership journey at Nissan, what moments of change or challenge shaped you most as a leader?

I once had a trial by fire on my very first day in a new role. We were scheduled to launch a major new platform, and a critical glitch caused us to miss every deadline. I spent hours fielding escalations and angry calls about a system I had inherited only a few hours earlier.

That moment taught me not to fear the stumble. Let everyone acknowledge the failure, reset the strategy with clarity, and execute with discipline. Today, that platform runs seamlessly, and only a handful of people even remember the turbulence of its launch.

What is the biggest leadership misconception holding mid-level women in automotive back?

The biggest misconception is that you need to feel fully ready before stepping into a bigger role. Many women underestimate their readiness, over prepare, or wait for perfect circumstances, but the industry rewards adaptability, influence without authority, and learning on the fly.

You do not need every box checked. You need clarity in your value, confidence in your voice, and the courage to move before you feel one hundred percent prepared. When readiness stops being equated with perfection, women rise, and the entire organization benefits.

Where is the biggest capability gap emerging as the industry transforms?

The biggest gap is not technical. It is the ability to lead through ambiguity while making fast, data informed decisions. As we shift into a world of software defined vehicles, AI enabled operations, and rapid change, many teams are still wired for linear processes and perfect information.

The leaders who will thrive are the ones who can interpret incomplete data, pivot quickly, influence across functions without full authority, and communicate the reason behind shifting priorities. Adaptive decision making is becoming the key differentiator.

What practical shifts can mid-level managers make to lead with more confidence?

Move from doing to framing the work. Set the goal, define boundaries, and let the team own the how.

Narrate your decision making. Explaining the reason behind a decision builds trust and sharpens judgment.

Replace perfection with iteration. Test, learn, adjust. Confidence grows with momentum.

Ask better questions. Shift from problem solver to thought partner.

Protect your team's focus. Filter the noise and keep the work meaningful.

Celebrate wins loudly and often. Progress deserves recognition, not just outcomes.

Nissan ARIYA Ride & Drive Experience, Texas Motor Speedway

Why does authentic storytelling matter in a metrics driven industry?

Numbers are numbers. They are directional, but they do not tell the full story. Metrics show what you achieved, but they do not explain the reason behind decisions or the leadership required to get there.

In a performance driven industry, that combination builds trust, influence, and accelerates leadership progression.

For someone in Detroit feeling stuck between ambition and responsibility, what should they leave with?

Define your balance, and protect it. Maybe it is five percent personal development and ninety-five percent day-to-day responsibilities, but make it concrete. Commit to a set number of networking conversations each quarter, schedule dedicated development hours, or say yes to one cross functional project.

Then tell your champions — your manager, mentors, and sponsors — exactly what you are aiming for. When you are clear about what you want, people help you find the right opportunities.

On the road: Nissan product training

What kind of leadership do you hope the next generation sees modeled by the women in Detroit?

I hope they see leadership that is confident, transparent, and deeply human. Leaders who communicate the reason behind decisions, adapt boldly, and do not pretend to have every answer. Women who uplift others, create space for new voices, and show that collaboration is a strength.

Most of all, I hope they see that you do not need to fit a mold to succeed. You can be ambitious and empathetic, direct and inclusive, strategic and authentic. When that is the model, the next generation learns they do not need to become someone else. They need to become the strongest version of themselves.