In an industry facing consolidation, shifting consumer expectations, and generational workforce challenges, leaders who can stay grounded in their company’s heritage and push forward with innovation are becoming increasingly rare. In this episode, Mike sits down with Mike Graber, President & CEO of Toyo Tires, to explore how he leads through volatility from market disruption to workforce evolution while staying true to Toyo’s decades-long reputation for product excellence, customer loyalty, and engineering innovation.

Competing in a Consolidated Market

Graber opens with the biggest shift reshaping the tire landscape today: retail and wholesale consolidation. Buying groups are getting larger, product availability is broadening, and distribution models are changing. This affects everything from:

• How consumers buy
• How dealers stock
• How manufacturers position their product lines

Graber sees this not as a threat but as a catalyst: “Competition makes everybody better. It forces innovation, faster R&D, and more intentional product differentiation.” For Toyo, consolidation has pushed the brand upmarket ensuring their premium offerings stay ahead of improved entry-level products.

The Changing Consumer: Research + Trust

Today’s buyers do more research than ever. They compare brands, pricing, tread patterns, and performance before they step foot in a shop. But Graber is clear: “An informed counterperson is still incredibly important.” Despite online education, consumers want a trusted expert at the counter to validate their decision. That’s why Toyo invests heavily in both:

• Their online experience
• And the training and confidence of dealer personnel

  According to Graber, tires are still ultimately sold and belief at the counter is everything.

Honoring Heritage While Modernizing the Brand

Toyo’s global mission states: “Create excitement and surprise with products that exceed expectations and enrich society.” This is more than a tagline it’s a product strategy philosophy. Graber gives a powerful example: Toyo’s iconic MT tire has a cult-like following, but modern buyers want the same aggressive look without the tradeoffs. The result? Toyo engineered the RT Pro, RT Trail, and advanced AT models offering:

• The MT aesthetic
• Better fuel efficiency
• Less road noise
• Daily-driver comfort
• Off-road readiness

This balance of heritage + innovation is why Toyo retains one of the most loyal customer bases in the industry.

SEMA: Where Innovation Meets Enthusiasm

Toyo’s presence at SEMA is legendary. This year, they’re showcasing 28 world-premiere builds, a curated lineup so strong that enthusiasts rush to film it on Day 1. Toyo doesn’t just participate at SEMA. They set the tone for the enthusiast community.

Betting on the Future: Light Trucks, EVs & Global R&D

Strategically, Toyo is doubling down on several fronts:

1. Light truck segment growth

Still vibrant. Still “cool.” Still Toyo’s backbone.

2. Sustainability & EV readiness

Toyo is leaning into R&D, materials improvements, and market-specific product performance.

3. Global R&D investment

With new centers in Europe, Japan, and the U.S., Toyo is gathering real-time market intelligence and accelerating innovation cycles.

Attracting and Retaining Gen Z: Culture as a Competitive Edge

Gen Z now makes up nearly one in five U.S. workers and they’re not motivated by the same things as previous generations. Graber explains: “When I entered the workforce, it was all about salary and bonus potential. Today’s younger employees want mission, flexibility, and meaningful work.” Toyo’s secret? A culture-first environment:

• Core values repeated and reinforced
• Recognition as a daily habit
• Leadership accessibility
• Flat structure “everyone has my cell phone number”
• Work that aligns passion + career

This is why Toyo’s turnover is shockingly low for the industry. Authentic culture, not perks, is the driver.

Training: The New Currency of Retention

Toyo used to rely on hiring trained employees from other companies. Not anymore. Under Graber’s leadership, the company built a dedicated training function led by industry veteran Sonny McDonald to:

• Train employees
• Train customers
• Build technical and soft skills
• Support leadership development
• Strengthen dealer networks

  Graber highlights his own career foundation: Michelin’s rigorous 4-month training program. He’s now bringing that training ethos into Toyo.

Flexibility: A New Leadership Skill

COVID forced Toyo into remote work for three years and instead of snapping back to rigid policies, Graber embraced flexibility. Toyo now operates on a 2-day in office / 3-day remote hybrid, which has:

• Boosted retention
• Respected regional realities (California traffic + cost of living)
• Matched Gen Z expectations
• Improved work-life balance across teams

Graber admits: “Old me would’ve thought this was impossible. But we grew every year during COVID. So it’s working.” This is adaptive leadership in real time.

Relationships Still Matter: The “People Business” Advantage

Despite technology, data, and automation, Graber remains adamant: “This is a people business.” Values that mattered 20 years ago still matter today:

• Relationship-building
• Credibility
• Dealer trust
• Responsiveness
• Face-to-face connection

Customers buy from people, not brands.

The Unlikely Career Path: From Truck Tire Salesman to CEO

Graber’s own journey is a lesson in humility, curiosity, and saying yes to opportunities. His path:

• Michelin → foundational training
• entered Toyo as a truck tire salesman
• built relationships across the country
• pivoted from sales → technical product management
• built ties with R&D in Japan
• returned to sales leadership
• promoted to CEO

  The turning point? Taking a technical role with zero technical background. “I just absorbed everything. My mentors shaped me. And I never forgot where I came from.” His leadership style today is “big brother energy” accountability with empathy, standards with support.