The CEO of Goodyear to get the 126-year-old brand back to #1 | Entrepreneur

When we had the opportunity to interview Mark Stewart, CEO of Goodyear Tyre & Rubber Company, with the famous Goodyear Blimp, we took the opportunity. After all – we all know the brand. And we should: it is a fortune 500 company, they have 68,000 employees worldwide and they did more than $ 18 billion in income in 2024.

We met Mark and his team in the Hangar in Akron, Ohio and did the interview with the iconic Blimp in the background, which is not surprisingly enormous. The first story he told was about how the goodyear Blimps were used in the Second World War As an anti-submarin support. As a business owner himself, it is quite amazing to remember that this company has been and 2) has been played, changed, evolved, mature, etc. in so many ways.

Related: how the CEO of this iconic pizza brand builds on 50 years of deep dominance and feeding sustainable growth

Mark Stewart’s path to the car industry started early. His grandfather was a mechanic, his father worked in tires and grew up around the tools and trade. That fame with vehicles eventually led him to engineering and production, including a five-year-old Stint near Stellantis before taking on the CEO role at Goodyear. His career was not mapped in a perfect arch – it was built by a mix of opportunities and an willingness to assume what came next. Our conversation was not so much about large turning points as about holding on to work and adjusting the road.

We have spent a large part of our time talking about the Goodyear Forward plan, the current strategy of the company to modernize both activities and culture. Stewart emphasized the urge to reclaim the position of Goodyear in the tire industry – not only in terms of brand recognition, but also performance. When I asked what it’s like to lead a 126-year brand, he joked, “Don’t pinch it.” There is clearly busy there, but he did not transmit it. Just a permanent consciousness of what is at stake and what needs to be determined.

There were some practical insights into the conversation that kept in with me. One was around the importance of regional production – tires build closer where they are sold, not only for logistics, but to stay in harmony with local markets. Another was about retail. Although some direct-to-consumer activities may shy away, Stewart sees the footprint of Goodyear as an advantage. It gives them the proximity of customers and more control over the experience.

We have also touched wider topics, such as electric vehicles, rates and AI – especially how tire sensors can play a greater role in the future of vehicle performance and safety. His approach was not speculative; He remained focused on what is real and what is under control of the company. It is a theme that came up a few times: build the right products, stay close to your people and let the sound stay on the outside.

Related: The CEO of Thomson Reuters gambles big on AI-driven innovation. This is what every leader can learn from his approach.

What I liked best about the conversation was hearing about Mark’s grandfather and father. He seemed genuinely interested in what he did and seemed to give the GOODYEAR brand. Mark is in the role as CEO for about a year and a half, and I am interested in seeing what they will have in store in the future.