Paul McCarthy serves as senior vice president, strategy, for MEMA. Founded in 1904, MEMA advances the business interests of automotive, commercial vehicle, aftermarket, and remanufacturing suppliers, an industry which employs 871,000 Americans and accounts for 2.4% of US GDP. MEMA serves its members through its four divisions, OESA (Original Equipment Suppliers Association), AASA (Automotive Aftermarket Suppliers Association), HDMA (Heavy Duty Manufacturers Association) and MERA (the Association for Sustainable Manufacturing).In this role, Paul reports to MEMA’s CEO and his responsibilities include leading strategic and business planning; formulating and executing strategic initiatives; board management; and leading MEMA’s industry analysis and thought leadership efforts.Paul also serves as executive vice president of AASA. In this role, Paul helps the president run the division, with responsibilities including maximizing member value, overseeing the staff, delivering on the organization’s mission and strategy, and thought leadership.

Promotion reporting directly to the CEO to lead the organization’s strategic and business planning; formulate and execute its major initiatives; lead its industry analysis and thought leadership efforts; and partner with the CEO in ensuring the organization’s long-term relevance.Goals and achievements:• Revamped MEMA's strategic plan and strategic planning process to ensure suppliers are positioned to take advantage of disruptive technologies including autonomous vehicles, connected car, and electrification, as well as respond profitably to mega-trends including globalization, increasing government regulation, and key market shifts.• Identify and lead the value transformation of key areas of underperformance in the organization.• Formulated and implemented a globalization strategy for the organization to align it with sources of growth.Founded in 1904, MEMA represents more than 1,100 companies that manufacture OE, aftermarket, heavy duty, and remanufactured motor vehicle parts through its OESA, AASA, HDMA, and MERA divisions.

Founded in 1904, MEMA represents more than 1,100 companies that manufacture OE, aftermarket, heavy duty, and remanufactured motor vehicle parts through its OESA, AASA, HDMA, and MERA divisions.• Transformed the Industry Analysis function at MEMA’s AASA affiliate to focus on addressing the key business model and profitability challenges facing manufacturers in this market segment. Moved industry analysis from the #6 to the #1-rated member benefit. Enabling AASA to engage on more strategic issues and leading to a significant increase in member satisfaction scores and top executive engagement.• Helped aftermarket supplier executives identify and engage on the major strategic challenges they face, including lack of leverage with consolidated customers; the risks of extended terms; the need to develop new, differentiated value propositions; and shifting their value curves in order to increase profits.• Presented at industry forums including the Global Automotive Aftermarket Symposium, BB&T “Car Talk in the City” Conference, AASA Vision Conference, and the Polk Connections Symposium. Provided leadership to the industry in anticipating and turning into opportunities the key strategic and market shifts that are defining winners and losers in the current operating environment. • Authored and oversaw key industry thought leadership including Leveling the Playing Field: Regaining Bargaining Power; Extended Terms in the Automotive Aftermarket: You Want to Pay When?; e-Tailing: Supplier Success Strategies; New Fuel Economy Regulations: Why They May be Good for Suppliers; World Motor Vehicle Market Report; and The Changing and Future Role of Suppliers.

PricewaterhouseCoopers (now pwc) is the world’s largest professional services firm.• Led PwC's Strategy efforts in Automotive and Industrial Products, overseeing 40-60% of the practice’s annual revenues. Included P&L responsibility for the highly profitable team.• Recognized at PwC and by its clients as its leading global automotive industry subject matter expert.• Oversaw PwC's Central Region Strategy practice, including directing service offerings such as Growth Strategy, Strategic and Commercial Due Diligence (CDD), and M&A Strategy.• Clients included Apollo, Beijing Auto, Carlyle, Cerberus, Crown Family fund, Daimler, Delphi, Foton, GM, Koch Industries, and other corporate, private equity, and hedge fund firms.• Led a broad array of projects, including: strategic due diligence of Jaguar Land Rover for Apollo and Mahindra; projections and business plan analysis of Delphi, a $20 billion bankrupt auto supplier; synergy and platform/powertrain planning analysis for a proposed GM and Chrysler merger; market diligence supporting Stanley Black&Decker’s expansion into the oil & gas sector; commercial due diligence for a Chinese client for proposed acquisition of a Fortune 500 auto supplier; and strategic and market analysis to support proposed Chinese sovereign wealth fund investment in a major German automaker.• Cited in the Financial Times, Wall Street Journal, Bloomberg, Reuters, Automotive News, and presented to the National Academy; for several years one of the ten most-quoted people at PwC. Lead author for PwC's publication Automotive M&A Insights as well as its Industrial Manufacturing M&A Quarterly.

• Crucial to tripling advisory revenues for PwC Germany in the automotive industry vertical. • Clients included Daimler (Mercedes) strategy department and BMW strategy and M&A departments, as well as suppliers, private equity, hedge funds, banks, and the European Commission.• Led successful projects including strategic and commercial due diligence, business restructuring, competitive and market analysis, location strategies and business plan reviews.• Thought leadership included: "German Auto Sector at a Crossroads" and "The Hybrid Powertrain Revolution". Gave speeches and keynotes at the World Mobility Forum, Bayern LB Value Investor conference, Dagens Industri Automotive conference, and the Symposium Oeconomicum Universitaet Muenster.

• Sold and project managed a broad array of projects, including commercial due diligence, new market entry, competitive assessments, global footprint analyses, technology plans, and strategic analyses. Served as a subject matter expert supporting projects including transactions, going concern analyses, valuations, risk management and litigation.• Created and led a new, industry-oriented strategy and market consulting practice for PwC’s automotive vertical (2002 – 2004).• Led Global Analysis for PwC AUTOFACTS. Innovated new service offerings to extend services beyond a commodity forecast to an executive-oriented advisory service, including PwC AUTOFACTS Executive Briefings; PwC AUTOFACTS Analyst Notes; and a new, retainer-based custom-analysis business model.• Served as a primary presenter and “face” for PwC’s global automotive practice, presenting at numerous North American and global industry events. Co-author of white papers including Managing Risk in the Automotive Planning Process and The Second Automotive Century

JWT is a leading global marketing and communications firm. Served as product planning consultant to Ford Motor Company, located at Ford’s Large and Luxury Vehicle Center.• Recommended changes that contributed to significant alterations in Ford’s aluminum vehicle brand strategies and product plan; re-evaluated Ford’s global minivan market approach; challenged Ford’s premium vehicle strategy through competitive assessments, leading to a re-focusing on this highly profitable segment; and provided external advisory on Ford’s future product plans and brand strategies.

PricewaterhouseCoopers was formed by the merger of Coopers & Lybrand and Price Waterhouse. AUTOFACTS, a business unit of PwC,was the #1 North American light vehicle forecast in the late 1990s.• Managed a team responsible for the AUTOFACTS North and South American automotive and powertrain market forecasts. Supported numerous consulting projects with industry and competitive insights.• Oversaw and grew a multi-million dollar revenue base. Clients included five corporations in the Fortune 500 as well as many major automotive OEMs and suppliers.