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Time of India
4 days ago
- Automotive
- Time of India
For ZF, the Indian aftermarket is ripe for the picking
Andre Scholle handles business in some of the world's most conflict-hit regions today which include Ukraine, Iran, Russia, Yemen, Israel and Palestine. Yet, the Vice President & Head of Region India, Turkiye, MEA, CIS at ZF Group (Aftermarket Division) does not make such a big deal out of this because the show will have to go on. 'So if there is any political upheaval in some part of my region, we will find ways to overcome it. I think that is a good thing for my aftermarket team in that region. We are very used to dealing with these kind of upheavals and need to find pragmatic solutions,' he told ET Auto during the course of a recent media roundtable. In this backdrop of volatility and uncertainty, Scholle said he was super excited about India where he maintained that the sky was the limit for ZF's aftermarket business. 'I think the biggest growth will happen in India and if you look back in the last 20 years, India has been neglected especially on the aftermarket score,' he added. Hence, that is something that 'we need to change very quickly' because it is very clear to the company that the rapid growth of the aftermarket will happen in countries like India. 'Every time I come here, I am astounded how much of infrastructure is added to the system and how much development is happening in such short time with so many vehicles coming into operation,' said Scholle. My vision is to have India as a hub, not only for India, but also for aftermarket production that is then sold into Africa or into the Middle EastAndre Scholle India as global hub It is precisely for this reason that the German auto component maker is upbeat about the growth potential here. 'We all strongly believe that the biggest growth is happening in India, Middle East, Africa and Asia Pacific. My vision is to have India as a hub, not only for India, but also for aftermarket production that is then sold into Africa or into the Middle East,' he elaborated. ZF has been facing strong headwinds in the aftermarket regions of Europe and North America even while there was a 'very, very strong' tailwind across the Middle East and India in 2024. However, this (tailwind) is now getting 'lesser and lesser' and Scholle predicted a more difficult market environment going forward. 'I would not go as far as mentioning it is moving towards a crisis because I think especially in India, also in Middle Eastern markets as well as Turkey, the demand is still way more healthy than it is in Europe or North America,' he said. As the second largest aftermarket manufacturer of the world, we are strengthening our footprint here. Andre and his team are making us future ready for the next wave of technologies coming into IndiaAkash Passey The Indian aftermarket remains a competitive landscape that is developing and 'getting tougher' as well with stakeholders now aware that this is a 'very interesting business' that brings margins. 'So they also want a piece of the cake. This makes the whole aftermarket environment in India in 2025 more challenging than it was in 2024,' said Scholle. Akash Passey , ZF Group India President, added that it is the aftermarket team which keeps the customer happy and brings them repeatedly back to the company. 'As the second largest aftermarket manufacturer of the world, we are strengthening our footprint here. Andre and his team are making us future ready for the next wave of technologies coming into India,' he elaborated. I would not go as far as mentioning it is moving towards a crisis because I think especially in India, also in Middle Eastern markets as well as Turkey, the demand is still way more healthy than it is in Europe or North AmericaAndre Scholle Key centre of gravity According to Scholle, India is one of the aftermarket centres of gravity for ZF in the future. 'Our key sense we have identified in the aftermarket is that it is maximising uptime mobility. That means we want to provide efficient, reliable and sustainable solutions for our customers,' he said. From ZF's point of view, the whole landscape in the aftermarket is changing tremendously. 'We cannot focus anymore on purely the demand of our distributors but need to create a pull effect for our products and solutions coming from the retail, workshop or fleet operational levels. This is then optimising the uptime for anybody who is having a vehicle on the road in India,' said Scholle. The key, therefore, lies in sticking to partnerships with distributors and other allies while expanding the product range to have a 'certain reach and depth' into the Indian aftermarket. 'This is why we are looking into local production of our product portfolio in India. But this will not be enough to be successful in the ever-changing ecosystem which requires new solutions also from us,' he added. Also Read: For ZF, differentiation is key in electric amid Chinese onslaught The other top priority is to strengthen the depth within Tier 2 and Tier 3 customers beyond just 'the main epicentres" of India. 'We are already looking at more than 700 delivery points with approximately 500 direct customers and 18,000 plus retail partners throughout all the four business lines that we have,' said Scholle. These comprise cars, commercial vehicles, industrial business and digital which are driving 'our opportunity management and our business' going forward. 'We need to talk about more local production and more product launches purely dedicated for the Indian aftermarket. We are looking into local production of our product portfolio in India. But this will not be enough to be successful in the ever-changing ecosystem which requires new solutions also from usAkash Passey Player, driver and shaper ZF would ideally like to become a key player, driver and shaper of the aftermarket in India through products as well as new approaches. 'This is why we are committed to investing in this space and are already talking about 40,000 customer touch points overall,' he explained. The workshop expansion together with our workshop programmes is very important for the passenger car group. 'If you look at commercial vehicles and industrial solutions, the drivers are a bit different. especially when it comes to the strong OE heritage that we already have in the Indian aftermarket,' said Scholle. ZF acknowledges that it needs a strong aftermarket team on the ground in India to drive the necessary changes and development which go far beyond pure buying and selling. 'It is much more than that. We need a very, very strong, independent, aftermarket organisation which is creating a link towards the ZF legacy that we already have built up for many, many years,' he added. This should be accompanied by the entrepreneurial mindset to develop things 'sometimes also in a very startup-driven mindset'. As Passey summed up, 'Today, the technology aspect of the vehicle is much more electrical and electronics than physical and the traditional mechanical. And that is why we see excellent opportunities because our future and our strengths are also around technology.' Also Read: ZF Group inaugurates ₹192 crore manufacturing plant in Coimbatore
Time of India
7 days ago
- Automotive
- Time of India
For Renault India, the time has come to walk the talk
New Delhi: As Managing Director of Renault India , Venkatram Mamillapalle believes the time has come for the French carmaker to walk the talk after a few years of being in the wilderness. Asked if the brand aura has taken a hit in the process, he is candid with his response. 'I will not hesitate in saying that there has been an impact because we were at about 2.8 per cent market share in 2019-20 and less than 1 per cent , marginally at 0.98 percent to be precise,' he told ET Auto. There were many reasons for this setback beginning with the COVID outbreak in 2020 followed by the semiconductor shortage crisis, the Russian-Ukraine war and so on. There were also no investments happening in India because of adverse conditions back home in Europe which had to be addressed as top priority to set things in order. We have to prove ourselves as well. It is not as if everything is readily available and a pipeline is placed from where you get all the investmentsVenkatram Mamillapalle Things are a lot different now and investments finally began coming in from 2023 leading to the launch of the all-new Triber on July 23. 'This is the first vehicle and we have lined up three more in the next two years. We have to prove ourselves as well. It is not as if everything is readily available and a pipeline is placed from where you get all the investments,' cautioned Mamillapalle . In the driver's seat A whole lot of changes have come in too with Renault acquiring Nissan's 51 per cent stake in the manufacturing plant near Chennai which means it is now the solo driver. The company also recently inaugurated its design studio as well as threw open its premium 'R Store' retail outlets in Chennai and Mumbai with more to follow. With investments assured for the new products, Mamillapalle said the parent company has done its bit for the India operations to begin firing on all cylinders. 'They have contributed to their side of the story and it now time for in India to prove that we will deliver. India is a growing market and we should show that we can perform,' he added. We have packed it with a host of features, including safety, and priced it perfectly well. Now it is up to us to reach out to the customer with the right message where we have a good marketing plan in placeVenkatram Mamillapalle The Triber launch marks the beginning of this turnaround story and the next step is to 'see how things go about and how we can manage'. The Renault India MD also made it clear that localisation and utilisation of capacity go side by side. They are not two different line items but come together. Exports, in turn, will depend on the pace of localisation. 'If you do not localise, there is nothing called exports since it is a subset of your localisation. Plant efficiency, similarly, is part of your localisation efforts. So everything kicks off from the point of what you are doing in India and how competitive you are both on the auto components side as well as your manufacturing costs,' explained Mamillapalle. India is the acid test The bottomline, therefore, is this reality: if you are competitive in India, you are competitive across the world and wherever you are, you will make money if you can (make money) in India. 'That is the simple rule of thumb,' he added. These focus areas came into play during the development of the Triber which led to its competitive pricing. 'We have packed it with a host of features, including safety, and priced it perfectly well. Now it is up to us to reach out to the customer with the right message where we have a good marketing plan in place,' said Mamillapalle. The tailwinds in Renault's favour which could give the Triber a boost are the spate of festive occasions beginning with Ganesh Chaturthi, Onam, Dussehra and then Diwali. 'They are all sequenced this year and the Triber will be aligned with them. Remember, we have the wedding season as well which is great news,' he added. Manufacturing engineering will play a key role at the backend where Renault will now be the pivot with the focus being on cost optimisation. As Mamillapalle explained, manufacturing is more related to manpower cost and there are two different aspects here: equipment uptime and manpower utilisation. 'The combination of these two gives you the efficiency and there are a lot of changes happening in the organisation that should help us. We will see the results of this optimisation of processes in the next two to three months,' he said. Yes, you will struggle and face difficult times. But you will also learn in the process and constantly investigate in finding other options. Life follows the same cycles tooVenkatram Mamillapalle New template This is particularly important in the context of Renault taking over from Nissan — which will be officially finalised in a few weeks from now — and putting a different process in place. 'We have to see how efficiently we go forward and check out where we stand after the acquisition exercise is finally completed,' he added. For instance, where the assembly line is intact, there is no point changing it. Likewise, where the press line is a five station, 'you do not change it to four stations' even though it may be expensive. Some automakers have four station presses for the body while others could have five to six, depending upon the complexity of their designed bodies. Eventually, it boils down to the DNA of each company. Where it was the DNA of Nissan that dominated the script till recently, Renault has now stepped into the picture and there will be some kind of optimisation happening. 'I would say the players or the actors have not entered the scene yet. The acquisition process has to finish. Then you will see the actors demonstrating what needs to be done,' said Mamillapalle. Until that happens, there will be no real performers on the stage. Once they come in (and this is a solo actor, Renault, as the custodian of the Chennai plant), they do their analysis and game theory as part of the systemic engineering exercise. Once the suggestions are 'implemented at hyperspeed', optimisation of capacity 'on an overall basis' follows in due course. Also Read: Govt waits for global OEMs to make electric cars in India Clean fuel options As for the choice of fuels in the future, it is now getting quite clear that India will let its automakers adopt a host of clean options beyond electric alone. This would typically mean hybrids, CNG, hydrogen, ethanol, LPG and so on. 'Well, someone can operate a hydrogen train but you cannot say that I want hydrogen on trains, trucks, cars and bicycles. So we need to take a decision for which the policymakers, OEMs etc have to come aligned and then execute the plan,' said Mamillapalle. As for the present crisis in India's EV arena involving rare earth magnets, it is no secret that one country, China, holds the maximum resources in electric and their 'reluctance to supply' should ideally push other countries to create their own resources. Also Read: Renault plans to boost India production with more SUVs, exports Reluctant to redundant According to the Renault India MD, this will then see dependency vanish over a period of time. 'So the country which is holding the resources and is reluctant to share them will become redundant over over a period of time. They will then be ready to sell those same products in the market at half the price,' he continued. In his view, this 'reluctance in supplies' would be a good thing since dependent countries would learn to become self-reliant eventually. Sure, there will be huge challenges to be overcome in the interim period when production will be badly hit and revenue suffers too. This scene is actually playing out in India where some top two-wheeler companied have stated that their production will come to a grinding halt in the coming weeks. 'Yes, you will struggle and face difficult times. But you will also learn in the process and constantly investigate in finding other options. Life follows the same cycles too,' reasoned Mamillapalle.
Time of India
24-07-2025
- Automotive
- Time of India
Coding the car: Under the hood with Tata Motor's Sven Patuschka
In a bold step towards redefining what mobility means in India, Tata Motors is building something far more advanced than just vehicles. It's crafting intelligent, software-defined companions. And at the heart of this transformation is Sven Patuschka , the company's Chief Technology Officer for Passenger Vehicles and EVs, who is helping lead Tata into the era of Software Defined Vehicles (SDVs). Speaking in the debut episode of Technology Talks by ETAuto , powered by Spark Minda , Sven breaks down the fast-evolving role of software in cars, how Tata Motors is localising global innovations, and what the future holds for Indian mobility. Watch the candid conversation here What exactly is a software-defined vehicle? 'An SDV is a vehicle where major attributes are defined by software,' Sven explains simply. That includes not just digital features but the entire experience, from infotainment and in-cabin personalization to ADAS and predictive maintenance. Tata's latest product, the , is the automaker's first major step in this direction, equipped with Tata's newly developed Intelligent Digital Architecture (TIDAL). He explains that the isn't just an electric vehicle. It's a rolling software platform, an app ecosystem, an AI-driven interface, and a sensor-rich smart cockpit, all in one. Recalling the journey, Sven points out how vehicles have moved from having 10 ECUs (electronic control units) in the BS-IV era to now boasting 25+ ECUs and over eight kilometers of cabling. With connected features, app stores, OTA updates, and advanced driver assistance systems becoming the norm even in mid-size cars like the Nexon, Tata Motors saw an opportunity, not just to catch up, but to lead. 'The younger Indian customer base is digitally native,' says Sven. 'They expect their cars to be part of their connected lifestyle.' Designing for India: Where ADAS meets auto rickshaws India's roads are notoriously complex, unpredictable traffic, erratic driving behavior, stray cattle, narrow alleys, and uneven infrastructure. But instead of seeing that as a challenge, Tata sees it as an opportunity to innovate differently. In the for example, the auto-park summon mode allows the car to park itself even in tight spots, ideal for Indian cities. Another example is creep-mode braking with pedestrian detection, helping prevent low-speed mishaps in crowded traffic. ' ADAS in India can't just be copy-pasted from Europe,' Sven notes. 'It must be tuned for chaos.' A software first philosophy: Not just features, but experiences Tata's approach is moving beyond 'feature lists' to seamless, end-to-end user experiences. That means human-like voice interactions, mood-based climate control, and even the possibility of telemedicine consultations from inside the car. 'Customers spend around 250 hours a year stuck in traffic in cities like Pune or Bengaluru,' Sven says. 'What if we use that time to bring services, not just apps, into the car?' Such ideas require an entirely new mindset: decoupling software from hardware, breaking silos, and ensuring that cars remain forever upgradable. While the may be a flagship showcase, Tata's commitment goes deeper. Features like Android Auto and Apple CarPlay are now offered across Tiago, Tigor, Altroz, and beyond. Sven sees the future of automotive technology not as elitist, but democratic, with connected experiences made affordable and scalable. Even with premium touches like a world-first head-up display with immersive sound in the the goal remains to pull technology down the value chain. India's supplier ecosystem: On the global grid Having worked in Germany and China, Sven believes India's automotive supplier ecosystem is now ready to compete globally, but with a customer-first mindset. 'It's not about complex tech for the sake of complexity,' he says. 'It's about solving real problems simply.' Collaboration, especially with Tata's extended group companies and software partners, is vital. The age of the black-box supplier is giving way to modular, interoperable platforms, where Tata's software might run on a partner's hardware, or vice versa. When asked about his biggest advice to future tech leaders, Sven is clear: Think from the customer's lens. If you design technology with empathy, innovation will follow. And for India's abundant talent pool, the challenge is no longer availability, but retention and reskilling in the fast-evolving world of AI, mobility, and embedded systems. It's not about sunroofs anymore When asked about his favourite features in today's modern cars, Sven declines to pick five. 'It's not about the number of features,' he says, 'It's about the experience they combine to deliver.' That said, his personal favourite is the auto-reverse mode that helps him navigate out of narrow Pune alleys with just a button press. As for sunroofs? 'I like convertibles,' he jokes. 'So yes, it's good to have your hair ruined by the wind once in a while.'
Time of India
23-07-2025
- Automotive
- Time of India
Mapping future: AI, electrification and automated testing drive auto tech forward
As the automotive world accelerates towards a smarter, cleaner and more connected future, this week's developments reveal a sector embracing complexity with innovation. From Yamaha's multi-pathway approach to electrification, to India's growing AI-powered EV ecosystem, and a global call for tighter oversight on autonomous technologies — the landscape is rapidly evolving. ETAuto brings you a curated round-up of key trends, technologies and transformations shaping mobility's next chapter. Electrification Is Just One Lane in Yamaha's Growth Roadmap Yamaha is exploring a diversified approach to growth in emerging markets, with electrification forming just one part of its broader strategy. Rather than a one-size-fits-all push, the company is balancing ICE, hybrid and EV options tailored to market needs. Read more Smarter Infrastructure: Maharashtra Launches Six Automated Vehicle Testing Stations Rosmerta Technologies has launched six automated vehicle inspection centres in Maharashtra to streamline and modernise vehicle compliance and roadworthiness checks, reinforcing the push toward digital governance in mobility. Read more AI in Motion: India's EV Ecosystem Attracts Smart Tech Players MediaTek is positioning itself as a key enabler of India's next-gen EVs, offering AI and high-performance computing platforms tailored to the country's unique needs. Meanwhile, Spyne has launched an AI assistant, VINNIE, designed to boost operational efficiency for used car dealerships. MediaTek targets Indian EV market with AI Spyne introduces VINNIE AI assistant Global Spotlight: Oversight Tightens on Self-Driving Tech In the US, a federal auto safety nominee has called for stricter oversight of autonomous driving systems, amid growing concerns around reliability and transparency. The move follows a Tesla driver's testimony that Autopilot failed to prevent a fatal crash. US auto safety nominee urges active oversight Tesla driver says Autopilot failed in fatal crash Mapping Smarter Roads: Genesys Integrates DIGIPIN in 2D & 3D Maps Genesys International has integrated DIGIPIN technology into its national mapping solutions, enhancing the precision and interactivity of 2D and 3D spatial data across India. This upgrade supports smarter urban planning, logistics, and autonomous navigation frameworks. Read more For insights into the fast-evolving automotive tech space, follow ETAuto for weekly analysis, trends, and deep dives. We'd love to hear what you think about this edition of the newsletter! Your feedback and suggestions help us improve and deliver content that matters to you.
Time of India
20-07-2025
- Automotive
- Time of India
India's auto sector is seeing a huge churn at the top levels
New Delhi: As the automotive sector in India undergoes rapid transformation driven by new entrants, emerging business models, and the shift to electric and digital technologies, senior-level hiring activity has surged over the past few years. New-age players and diversification efforts by legacy firms are fuelling a wave of CXO-level transitions, often drawing leadership talent from established OEMs and suppliers. Industry experts observe that the average tenure of top executives has sharply declined from 6-8 years earlier to just 2-3 years today, reflecting growing investor impatience, evolving business priorities, and rising professional mobility. At the same time, CXO compensation has nearly doubled in the past five years, making the auto sector increasingly attractive to senior professionals. ETAuto's analysis reveals that close to 50 top management movements were recorded in just the last six months, underscoring the intensity of churn at the top. These include promotions within existing organisations clearly reflecting the new trend in rewarding top performers. CXO-level churn and a growing emphasis on local leadership have been visible at global players like Stellantis (Jeep, Citroen), Skoda Auto Volkswagen India, and BMW Group India. 'Over the past couple of years, global OEMs have faced mounting challenges in their home markets, which is a double blow of slowing demand and increasingly complex, costly supply chains. In response, many are recalling expatriate leaders and handing over India operations to local executives. While high expat costs are one factor, the bigger issue is their struggle to drive demand in India,' said Pankaj Dutt , Managing Partner (India and Global Co-Lead) at the European-headquartered executive search firm Alexander Hughes. India's largest two-wheeler maker Hero MotoCorp saw a wave of top-level exits this year, with its CEO and Chief Business Officer quitting in February, followed by the Chief Information & Digital Officer and HR head. In contrast, Mahindra & Mahindra, riding strong growth, announced key leadership changes in April to bolster its next phase of expansion. Companies like Uno Minda, TVS Motor, Eicher Motors, Daimler Truck and Nissan India also elevated leaders to top roles. At Maruti Suzuki, MD & CEO received a three-year extension starting April 2025. In a notable shift, Sunil Kakkar was appointed as the company's first Indian whole-time director. EVs and IPOs Beyond this, experts suggest the ongoing EV transition is a major driver of leadership churn in the auto sector. Neelesh Gupta , Partner at Deloitte India, noted that disruption from new entrants has heightened volatility in the talent market. EV-specific leadership roles now command an 18-20% premium over ICE roles, driven by a mix of high attrition (around 7%), talent scarcity, and the shift towards role-based pay over internal parity. 'To retain top talent, firms are increasingly offering long-term wealth creation plans tied to sharp business outcomes, thereby creating a win-win,' said Gupta. Meanwhile, Dutt pointed out that the EV sector still faces a critical talent gap in software, electronics, and product design. 'Engineers are often hired for ADAS roles based on coding skills and not domain expertise, thereby leading to post-launch product issues,' he added. Amol Gangaramany, Partner- Automotive at ABC Consultants, said firms preparing for IPOs are also proactively reshaping their CXO teams to align with future growth, even if the CEO remains unchanged. Ola Electric and Ather Energy are among the few EV players to have filed for IPOs, even as Greaves Cotton has got the SEBI nod. Ola is also one of the companies which has seen notable top-level churn over the past few years. According to ETPrime, June alone saw multiple senior exits-Chief Business Officer Nitin Golani left within three weeks, Head of Sales Nikhil Upadhye quit in a week, while legal heads Rohit Kumar and Marisha Shukla are set to exit by month-end. 'Musical chairs' cycle Dutt said the auto industry has long been stuck in a cycle of 'musical chairs' when it comes to talent, especially in brand, sales, and distribution functions where companies often want to hire from outside the sector due to a persistent skill gap. 'Despite some openness to cross-industry hiring, talent still circulates within the same pool,' he said. 'Unlike other sectors where marketing drives product development, India's auto sector builds products first and expects marketing to create demand later. This discourages experienced marketers from other industries.' Dutt added that this structural mismatch, similar to what was seen in telecom, has made auto unattractive to external talent, particularly among global OEMs. He also highlighted that despite India's push for homegrown players, most domestic OEMs still depend on foreign platforms and powertrains, showing a continued lag in indigenous vehicle engineering. Below is the list of a few CXO announcements during the Jan-Jun 2025 period. NamePrevious DesignationLatest AssignmentAnjani KumarCTO, Tata AIG General Insurance CDIO, Ather EnergyAnurag MehrotraVP- International Business & Strategy, Tata MotorsMD, JSW MG MotorGaurav GuptaCGO, JSW MG MotorPresident- Domestic Operations, TVS MotorGaurav JhalaHead of HR- Engg, Tata MotorsVP & CHRO, JSW GreentechHardeep Singh BrarSenior VP & National Head- Sales & Marketing, KiaPresident & CEO, BMW IndiaNidhi KaisthaRegional Sales & Pre-Owned Cars Manager, Porsche IndiaHead- India, Automobili LamborghiniNiranjan KumarGeneral Manager, Mahindra GroupVP & COO, Tata AutoComp GroupParag SatpurePresident & Senior VP, Bridgestone Mobility SolutionsMD & Group CEO, Greaves CottonRahul DesaiCEO- Stampings, Magnets & Composite, CIE AutomotiveCEO, Pinnacle IndustriesRajeev Kumar SinhaCMO, CiplaCMO, Apollo TyresRishi LuharukaCFO, Gabriel IndiaGroup CFO, Force MotorsSanjay BohraGroup CFO, Force MotorsCCO, Eka MobilityVikas SinghMMTC-PAMP IndiaMD, Greaves Electric Mobility Component makers According to Gangaramany, the auto component industry which is driven by a mix of multinational players and Indian promoter-led firms is seeing a shift due to a couple of factors. In the latter, the first-generation entrepreneurs with global ambitions are increasingly hiring seasoned professionals, particularly Chief Marketing Officers, to scale internationally. At the same time, second-generation leaders are taking on strategic roles in family-run businesses, pushing for professionalisation and modernisation as they prepare for board-level responsibilities. This transition is being accelerated by rising private equity (PE) interest. With fresh capital and ambitious leadership, many promoters are targeting aggressive growth, often aiming to double business within 3–5 years. For instance, Bain Capital recently made a strategic growth investment in Dhoot Transmission Group. In another major move, Carlyle entered the space by creating a platform through twin acquisitions, securing controlling stakes in Highway Industries and Roop Automotives . Where does the opportunity lie? Sales, marketing, and brand roles continue to witness high demand, with churn intensifying during industry slowdowns, said Gangaramany. Gupta pointed out that key leadership roles in demand include Chief Digital Officer, Chief Strategy and Transformation Officer, Head of Digital, Chief Sustainability and ESG Officer, Head of Policy, Chief of Product, and Chief of Design, with the latter two especially sought after by Indian OEMs aiming to stand out in a competitive, tech-led market. Hiring momentum is also strong in digital transformation, R&D, product development, program management, and design. However, senior manufacturing roles remain largely insulated, typically filled through internal movement. Gangaramany noted a growing trend of cross-sector hiring at the second-tier level, particularly for CHRO roles, although reverse movement from auto into other sectors is still rare.
