Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration

Auto Supply Chain Prophets

What’s the secret to securing big wins in the automotive industry? According to Guillermo Cano, Chief Customer Engineer at Magna International, it all starts with early customer collaboration.

Instead of waiting for contracts to be awarded, Guillermo and his team invest in relationships early, working alongside customers to develop smarter solutions from the start. Sure, it’s a risk—there’s always the chance the business goes elsewhere—but the payoff is undeniable.

He tells the story of a once-hesitant customer who, after three years of open communication and problem-solving, didn’t just come around—he nominated Magna for a supplier award.

But collaboration isn’t just external—it starts inside the company. Breaking down silos, aligning engineering and R&D, and fostering teamwork are just as crucial as customer relationships.

In an industry that moves at breakneck speed, time is either your greatest asset or your worst enemy. Getting in early means fewer late-stage design changes, fewer supply chain surprises, and, ultimately, better results for everyone.

Guillermo also dives into the power of technology in driving efficiency—from advanced CAE studies that improve production quality to AI-driven defect detection that reduces costly errors. But even the best tech is useless without strong communication, and that’s where he offers some of his biggest lessons. Technical skills might get you in the door, but the ability to listen, connect, and collaborate is what sets future leaders apart.

And in a rare moment of vulnerability, he opens up about the importance of mental health in automotive leadership—a topic often overlooked in high-pressure environments.

He shares his personal experience with burnout and why prioritizing well-being isn’t just good for individuals but is also critical for effective leadership. At the end of the day, great results don’t come from machines; they come from people.

Themes discussed in this episode:

• How early customer collaboration creates a strategic advantage for suppliers
• The risks and rewards of investing in relationships before business is awarded
• How breaking silos leads to faster innovation and better program execution
• The power of active listening in understanding customer needs
• How Magna leverages technology to reduce development time and improve quality
• Why communication skills are just as important as technical expertise in supply chain leadership
• The importance of mental health in high-pressure automotive roles

Featured on this episode:

Name: Guillermo Cano

Title: Chief Customer Engineer, Magna International

About: Guillermo is an experienced automotive engineer and leader with over 18 years in the industry, specializing in product development, R&D, and project execution. As Chief Customer Engineer at Magna International, he collaborates with key customers to develop innovative mobility solutions that shape the future of transportation.

A firm believer in authentic leadership, Guillermo is passionate about guiding the next generation of engineers, sharing insights from his journey, and fostering a culture of innovation and mentorship.

Connect: LinkedIn

Episode Highlights:

[04:01] The Art of Getting in Early: Winning business starts long before contracts are signed. Guillermo explains why understanding customer goals, making personal connections, and keeping your promises turn early engagement into lasting partnerships.

[06:58] Breaking Silos, Building Solutions: At Magna, collaboration isn’t just talk—it’s how real progress happens. Guillermo explains how tearing down internal barriers, staying proactive with customers, and bringing the right expertise together leads to smarter solutions and stronger partnerships.

[11:25] From Skeptic to Partnership: Turning a hesitant customer into a loyal advocate takes more than just great products—it takes trust, transparency, and real teamwork. Guillermo explains how early collaboration helped turn a challenging program into a success story, earning Magna an award nomination and establishing a long-term relationship.

[13:34] The Cost of Playing It Safe: Waiting until the last minute to engage suppliers is a recipe for delays, cost overruns, and missed opportunities. Jan and Guillermo break down why Magna is making the bold choice to invest early in customer relationships—despite the risks—to drive smarter, more strategic collaborations.

[17:07] Tech That Speeds Up Success: Guillermo explains how Magna utilizes technology, from precise CAE studies and production tools, along with AI-powered quality control, to accelerate production, cut costs, and produce higher-quality parts.

[18:58] Last-Minute Chaos? No Thanks: Nothing derails a launch faster than buried requirements and last-minute surprises. Jan shares why early engagement is critical to keeping supply chain teams from scrambling and how a proactive approach can prevent costly headaches down the line.

[21:41] The Career Advice No One Gave You: Degrees and technical skills will get you started, but communication is what sets future leaders apart—Guillermo shares why mastering it early matters more than you think.

[24:34] The One Investment Leaders Can’t Ignore: Success means nothing if you’re running on empty—Guillermo makes a powerful case for prioritizing mental health in an industry that too often ignores it.

Top Quotes:

[03:21] Guillermo: “In my role, I get the opportunity to look for collaboration work with our customers, and we try to get there early because that's where great things can happen. It gives you the time to work on more creative solutions for the complex programs that we have for our industry these days. So, I'm very proud to be in this role because they get to influence our beautiful automotive industry and help our customers get to their goals. And also, for Magna, make sure that we meet our own goals and that we partner with our customers so that we're always alongside them as we launch new vehicles.”

[05:38] Guillermo: “In this industry, we tend to forget that we're not machines—we're not terminators. So, I made a mistake before when I connected with someone, and almost immediately, I jumped, and I threw 10 different projects or my company presentation, and I just buried him in the information that he might not even be interested in. So, what has worked for me is once I connect with them as a person, you have to listen—actively listen. And most of the time, they're going to give the answers themselves. They're going to tell you specifically where they are struggling, how they see that you can help them, and start that collaboration on the new future of our industry.”

[12:00] Guillermo: “I was talking with the lead from our customer, and he told me about some of the things that went wrong with their previous programs. And I was confident that with early engagement and collaboration, those issues could have been resolved. He wasn't too excited to work with us, but after three years of working in a really collaborative environment, where we had the trust, where we were open about challenges and issues, and we found a way to resolve them with a win-win mindset. After launching through very aggressive timing through COVID issues, we were able to produce parts on time with the right quality. We peeped up on time, we met the cost targets, we met the weight targets, and he was so happy and so pleased that he went and nominated us for a supplier award.”

[15:14] Guillermo: “We are making a commitment when we approach our customers to support them meet their goals. Now, I know I said this before, but when you look at our approach, we are also being strategic. We need to know what programs are strategic for us—that align with our business plans and our growth and goals. And we focus on, with our customers, on the right products, on the right programs, and it's a partnership. There is a risk, yes, that we might not get the business awarded. But like I said before, that's the way that you get time in a new program. And in my program management experience before, that was probably the most important asset that you could have.”

[22:32] Guillermo: “My advice for the new generation is to focus on your communication skills. I spent a lot of years working on my technical skills, which are needed for our industry. I thought communication was about just not being nervous in front of people and being able to do a presentation. If you look at all the things that we talked about today, communication is key to linking early engagement, collaboration, working with customers, working within our own organization or our industry.”