As the auto industry undergoes its most profound transformation in over a century, one thing is clear: the shift to electric vehicles (EVs) is more than a product pivot. It’s a change in process, culture, and identity. For manufacturing leaders, this transition demands more than new tools. It calls for a complete mindset shift. 

We’re just at the starting line of this journey. I’ve seen firsthand how one of the Southeastern region’s most established manufacturing plants is being transformed from the inside out. At this Mississippi facility, we’ve begun the essential work of preparing our people, processes, and culture for what’s ahead, which is evolving into a high-performing EV hub that meets rising consumer expectations while staying rooted in the values that have always defined us: quality, community, and innovation. 

Why Change Starts with Identity 

Before we install a single new piece of equipment, the journey begins with a fundamental question: who are we, and who do we want to become? 

In any transformation, especially one as sweeping as electrification, the most sustainable changes start with clarity of purpose. Our team doesn’t just need new training or systems. We need a shared vision that honors our legacy while preparing us for the future. 

The shift to EV production will eventually reimagine nearly every aspect of how we work, from workflows to supply chains. But the most important shift is internal. In Mississippi, that means cultivating a deep sense of pride and purpose around the opportunity ahead. Our people need to see themselves in the future we’re beginning to build. 

Training, Technology, and Trust 

From an operational standpoint, laying the foundation for EV readiness has already challenged us to rethink the balance between automation and human expertise, between innovation and institutional knowledge. 

We’re beginning to integrate tools like augmented reality and computer vision platforms to reimagine how we approach training and quality control. These technologies aren’t about replacing people. They’re about empowering them. 

Some of our most impactful early wins have come not from large-scale changes, but from revisiting legacy processes with fresh eyes. That means rethinking how tasks are assigned, how quality is measured, and how workers are supported. These shifts, though still in early stages, are already improving ergonomics, consistency, and employee ownership. 

Building a Culture of Learning 

Transformation doesn’t happen in a vacuum. As we prepare for EV production, we’re deepening our ties to the surrounding community and recognizing that our success depends on shared investment and understanding. 

Through partnerships with local energy providers and institutions, we’ve begun hosting workshops on EV technology, sustainability, and career pathways. These initiatives are helping to prepare the next generation of auto technicians and generate excitement across the region about what’s to come. 

Our employees are often our best ambassadors. Through ride-and-drive events and school visits, they’re helping to build trust and spark curiosity. When team members understand the broader impact of their work, from carbon reduction to community investment, they show up differently. 

From One Facility to a Regional Vision 

Although we’re still early in our transition, the vision has already fostered new types of collaboration across our broader manufacturing network. Sites that once operated independently are now sharing pilot insights, challenges, and ideas in real time. 

This proactive knowledge-sharing is building momentum, not because production has begun, but because the groundwork is being laid thoughtfully with buy-in across the board. 

One colleague put it best: “This process positively forced us to work together. And now, we’re better together.” 

Lessons for Industry Leaders 

For other manufacturing leaders preparing for an EV shift, the most important place to start isn’t machinery. It’s mindset. 

Ask: What do we value? What do we want to be known for? How do we define quality, and how do we measure it beyond numbers? When those questions are answered clearly, it becomes easier to align hiring, training, technology, and partnerships around a common purpose. 

Equally important is connecting the transformation to something bigger than profit. Whether it’s climate responsibility, workforce development, or community impact, purpose is what sustains momentum when challenges arise. 

And there will be challenges. Charging infrastructure, supply chain logistics, and evolving regulations remain complex. But the willingness to experiment, grounded in shared values, has been key to keeping our early progress steady and meaningful. 

Looking Ahead 

The path forward in the automotive industry will be defined by adaptability. Innovation no longer starts and stops with the vehicle. It lives in how we design systems, how we lead teams, and how we engage with our communities. 

Consumer expectations are changing fast. People want options. They want sustainability. And they want to know the companies behind those options are thinking long-term. 

And for leaders of color in this industry, there’s an added dimension. We’re not just shaping the future of manufacturing. We’re expanding the narrative of who gets to lead that future. 

When diversity meets innovation, the results don’t just benefit one company. They elevate the entire industry.