4-min read
Executing with Discipline, Delivering Results
I’m process-oriented and thinking in steps from the moment I wake up at 6:15. The first thing I do after I feed my 3 whippet dogs and have my first cup of coffee is check my “action list” by Magna group, function, and name. It’s an important practice as we deal with 19 customers and 135 launches in five regions and 26 divisions.
I also keep a list of every time I’ve worked out since 2020 – with a minimum goal of five days a week. If you want to achieve something in life, write it down. I recommend it for everyone. It helps drive discipline, something I learned in the U.S. Marine Corps Reserves and as a past marathon runner.
Discipline is a crucial element for organizational transformation and personal success. It’s the core of effective teams and leadership. Just like in the military and on the marathon course, when we’re prepared, focused and united, we deliver. When we’re not, we risk misaligned expectations, resource gaps, poor quality and high launch costs with low returns. I’ve launched global programs across divisions and customers in my 13 years at Magna. I’ve seen firsthand what happens when we don’t get it right up front.
"It starts with developing personal relationships and building trust in small but meaningful ways – like empowering program managers to make decisions."
That’s why we are reinforcing discipline, structure and accountability in Program Management.
This isn’t just a corporate initiative. It’s a cultural reset. We’re simplifying how we work. We’re driving systems, standards and process all the way down to the shop floor. This includes elevating face-to-face engagement, standardizing evidence and ensuring leadership is present when issues arise. And we’re empowering program managers to truly lead – owning profitability, driving technical resolution and delivering flawless launches.
The lessons I’ve learned about teamwork in the military can help us execute with discipline. Success is built through teamwork. That mindset still drives me today. Trust is a key element in high-functioning teams, whether you’re training for combat in a live ammunition drill or positioning yourself as a relevant market leader. It starts with developing personal relationships and exhibiting trust in small ways, such as allowing program managers to make decisions. It says, “I trust you to handle this stuff.”
In effect, a program manager is a “mini-General Manager,” responsible for everything from the financials to the technical side.
Back to Basics means building teams with the right skills and discipline. When everyone understands their role and function, we open the door to growth, innovation and opportunity.
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