Audience Opinion Piece

By Max Davis Forte, Vice President Special Projects, Brose North America

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Please can you give a summary of your role and main responsibilities?
As CFO and, more recently, VP of Special Projects at Brose North America, I lead all financial activities for the region, ensuring robust financial planning, tax optimization, and effective risk management. I also spearhead special strategic initiatives, including the integration of global technologies, and drive cross-functional projects focused on operational improvement, innovation, and digital transformation.  

Throughout my tenure, I’ve led high-impact cost reduction programs aimed at restoring and sustaining competitiveness, while consistently pushing for deeper digitization across financial and operational domains. Most recently, I’ve been going for the acceleration of AI implementation across the enterprise to enhance efficiency, resilience, and long-term value creation.

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How long have you been in your current role, and what do you enjoy the most about it?

I’ve been in this role since August 2023, after more than 20 years serving as CEO and President of major manufacturing system suppliers to leading OEMs across South America. More recently, I came to North America to lead a comprehensive transformation project for the region. What I enjoy most is the ability to shape both the financial direction and the strategic evolution of the company—particularly through the constant introduction of new technologies and fresh ideas. I’m driven by the challenge of combining innovation, people, and digital tools to envision and build the future. Leading transformative initiatives at the intersection of finance, operations, and technology—especially now with AI accelerating change—is especially rewarding.

Looking back at your career trajectory, how have your role and responsibilities evolved in response to the increasing digitization of manufacturing?
Over the years, my responsibilities evolved from operational excellence and turnaround leadership to driving enterprise-wide innovation and digital strategy. I now focus heavily on leveraging data, AI, and connected systems to enhance decision-making and overall performance. I’ve always had a strong interest in technology and innovation—it didn’t take long for me to become deeply involved in AI-related topics. As a reference point, I worked at ABB Robotic Systems nearly 30 years ago, at a time when robotic automation and vision systems were beginning to emerge.

As I moved into broader executive roles, including CEO and President positions, I quickly recognized the critical value of automation and, later, the imperative of deep digitization to remain competitive in the automotive sector. Operational precision and continuous improvement became non-negotiable—and increasingly, achievable only through significant leaps. AI and related technologies are essential enablers of those leaps, but only when integrated through a well-defined strategic approach. My current objective is not only to implement these tools within the organization, but also to support other leaders in shaping and executing the right strategy for digitization and AI at scale.

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Can you share a specific example of a time when you had to adapt or learn a new skill to keep pace with technological advancements in the industry?

Oh, several times—technology evolves constantly! When you think you’ve grasped it, something entirely new comes along. One story that stands out goes back to 1999 (yes, sorry—old story 😊) when we were launching Brose’s new operation in South America. At that time, the company was planning a global rollout of SAP the following year. It made no sense to implement the existing legacy system only to replace it a year later, so we made a bold decision: we would go straight to SAP.

As a result, the first SAP implementation in the entire Brose Group happened in that brand-new plant—even before the global rollout. To make it more complex, it was also the first automotive SAP implementation worldwide to include a JIS (Just-in-Sequence) system in a highly dynamic environment. It was a bold move, full of challenges, learning, and resilience—but with a strong team, we made it happen.

I must also emphasize the current scenario: over the past three to four years, I’ve dedicated myself to studying and learning more about Data Management, Digitization, and Automation, and I’m genuinely impressed by the speed at which technology is evolving. Nevertheless, my true passion lies in connecting technological advancement with people development. Because in the end, technology alone is not enough—fundamental transformation only happens when intelligent, empowered people are behind it.

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In your opinion, what are the key challenges manufacturers face when trying to roll out digital transformation projects, and what steps are needed within the industry to help manufacturers avoid pilot purgatory?
Manufacturers often struggle to scale digital initiatives due to siloed efforts, unclear ROI, and lack of C-level alignment. Many pilots focus narrowly on OEE or cost reduction at the plant level, without integration into a broader business strategy.

To avoid pilot purgatory, digital transformation must be led as a strategic, enterprise-wide program. This means aligning operations, finance, IT, and other functions under clear KPIs and C-suite governance. Priorities should be set across departments to ensure scalable impact, not isolated wins.

Ultimately, success depends on shifting from tool deployment to cultural transformation—driven by leadership, collaboration, and long-term vision.

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What are you hoping to take away from the 2^nd MX.0 Midwest conference?

I'm looking forward to connecting with other industry leaders to exchange real-world experiences and challenges in implementing digital and AI strategies in manufacturing. These conversations are critical—not just to benchmark best practices, but to understand the common roadblocks we all face and how different companies are navigating them.

I also hope to share my own journey and support peers who are working to improve efficiency, competitiveness, and innovation in their operations. There’s real value in helping others succeed, especially in such a transformative period for our industry.

And on a personal note—events like MX.0 are energizing. They make the work more meaningful and fun. There’s something uniquely rewarding about learning new things and sharing what you’ve learned with others. Technology is exciting—but it becomes truly powerful when people collaborate around it.

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