The automotive aftermarket is built on relationships. Relationships that involve different personalities, competing priorities and shifting expectations. They require constant attention, communication and alignment. They can be a source of strength, or a point of failure. Randy Breaux, group president of GPC North America, understands that dynamic well. His relationship philosophy focuses on confronting challenges by maintaining balance across all relationships. It’s not just important, it’s essential to long-term growth.
A Relationship Philosophy Starts with the Team
“The relationships that matter most are the relationships you have with your employees, the relationships you have with your customers and the relationships you have with your stakeholders.” Later, citing his mentor, Breaux added a fourth category: supplier partners.
Internal relationships start with employees, and for Breaux, that’s where the real foundation is laid.
“For any successful company, you really have to look at the people who are on the team,” he said. “The best companies have what I call ‘A’ players … and ‘A’ players are not going to be satisfied with the status quo.”
Build Momentum with Strong Teams
Derived from that mindset is Breaux’s strategy for building high-performing teams. He believes in stacking the deck with ‘A’ and ‘B’ players who bring energy, purpose and accountability to their roles.
“When we can do that, and they have a clear understanding of the strategy and the vision, then you just turn ’em loose—and they go tear it up,” Breaux said.
Breaux credits this approach with creating a ripple effect inside the organization. Wins start to accumulate. Energy builds. Confidence grows. “One win builds on another win,” he said. “And I think that’s how you play the game.”
Supplier and Customer Relationships Create Stability
External relationships are equally important. NAPA’s supplier partnerships, some lasting more than 50 years, show the value of trust and consistency.
Not to be forgotten are the company’s customers. Early in his role, Breaux went on a listening tour to understand what customers truly value. That feedback shaped the company’s priorities. “Find out what they value most and then give ’em more of that.”
Balanced Leadership Sustains Long-Term Growth
Ultimately, Breaux’s leadership philosophy centers on balance. “If you don’t [balance these relationships], then you don’t have a stable foundation to build the company on,” he said.
Hear more from Breaux as he sits down with Bill Babcox on AMN DriveTime.
