• The Challenge: Emissions, vehicle access, right to modify, evolving technology, and government over regulation related issues are top concerns—currently scattered as #1, #2, #5 and #7 in SEMA’s strategic plan.

• Proposed Approach: Combine all these into a single #1 priority. Maintain and strengthen SEMA’s focus protecting our industry from being made obsolete by vehicle technology changes or government over regulation thru focus on actionable tactics, policy engagement, and industry partnerships. This goes beyond just technology access to all issues to all advocacy (clunkers bills, DMV rules, ADAS, Tariffs, EV Manates, encrypted ECUs, etc). See my white paper for deeper tech insights here.

• My Experience: My background in advanced vehicle technology and regulatory compliance enables me to navigate complex regulations, ensuring SEMA’s voice remains influential in shaping industry-friendly policies.

• The Challenge: SEMA has too many competing priorities, making it hard for any organization to focus and execute. List of SEMA’s current priorities is here

• Proposed Approach: Streamline and combine similar initiatives with clear success metrics, to keep us laser-focused on what truly matters.

• My Experience: As CEO of Opus IVS with P&L experience, I’ve driven complex, multi-year programs to successful completion by prioritizing the most critical projects and aligning teams around them. Too many priorities in large groups is exponentially more difficult to communicate, track, and execute.

• The Challenge: Councils need a bigger voice at the board level, ensuring more consistent messaging and collaboration across SEMA. This is a combining of SEMA’s priorities 4 and 6.

• Proposed Approach:
  • Give each Current Council Chair from each council a non-voting advisory seat at select Board discussions, convening at least twice per year.
  • Encourage Council Chairs to collaborate on structured execution plans during those meetings.
  • Make part of the board member livestream or recorded for select council members.
  • Shift from a “top-down” to a “bottom-up” model, with Council Chairs driving ideas upward and across the organization.

• My Experience: I have led cross-functional teams by creating clear lines of communication and accountability—ensuring every voice is heard and actionable outcomes are tracked.

• The Challenge: Membership has traditionally focused on exhibitors, overlooking the broader network of buyers, installers, and supporters—up to 130,000 small businesses in the U.S.

• Proposed Approach:
  • Always keep the show front and center, in general, the show is the best in the industry. And while there’s always room for improvement, there are a lot of great things it brings.
  • Expanding SEMA’s reach beyond the show, maintain a B2B focus first, actively recruit these “mom-and-pop” shops who already attend SEMA as buyers into SEMA’s membership base with focus on expanding non-exhibiting membership. This will increase SEMA’s activatable member base by 10 fold.
  • Provide value through data, sema garage support, townhalls, regional events, legislative support, education, and industry connections that directly benefit their businesses.

• My Experience: I’ve successfully grown organizations by identifying and engaging underserved segments. Broadening SEMA’s membership will amplify our legislative clout and strengthen the industry’s foundation. For this to be successful SEMA understands what a new segment of membership class values and it needs to deliver on that.

• The Challenge: SEMA Data is currently underutilized and focused on specific data, rather than broader OEM relationships.

• Proposed Approach:
  • Acquire vehicle design, engineering, and product from OEMs and license it to SEMA business members in useful, marketable packages that generate value and revenue.
  • Use SEMA Garage as a hub to help members develop and test new products with clearly structured programs related to new data packages.
  • Attract new members beyond the show by offering unique, data-driven benefits.

• My Experience: At Opus IVS, I’ve partnered with OEMs and leveraged advanced vehicle data to help aftermarket businesses thrive. I can help shape a data strategy that delivers real ROI to SEMA members.

The aftermarket isn’t just about passion—it’s about business. I run a company based near Detroit with American manufacturing jobs. Most of our tools are made in the U.S., supporting hundreds of jobs. As regulations tighten, we need to make sure policies don’t push manufacturing overseas or make it harder for small businesses to compete. SEMA should be a strong advocate for American manufacturing and the entrepreneurs who drive innovation.

More cities and states are pushing restrictions on internal combustion engine (ICE) vehicles. This is a direct threat to the performance and restoration markets that drive our industry. SEMA has a major opportunity to shape legislation, ensuring ICE vehicles and modifications remain a part of our future.

• Challenge: There is no way to know if ADAS Systems are working correctly or have been calibrated properly. We also don’t have a standard for repairers to know ADAS Calibration envelopes.
• Opportunity: I have proposed to the SAE that we develop an ADAS readiness monitor standard. Similar to ODB readiness that was developed in the 90’s, ADAS systems should have a monitor that is set when the system completes self tests to ensure it’s calibrated and operating properly. The SAE is considering this now, but could use reinforcement from SEMA and other industry associations to move it forward. In addition, we need a standard for dimensions, floor level, lighting, and other calibration envelopes so we can build the right infrastructure to calibrate these vehicles. Contact me to get a copy of the proposal.

• Challenge: There’s a perception that SEMA is mainly a commercial trade show and not sufficiently connected with grassroots communities.
• Opportunity: Enhance direct communication and involvement with racers and grassroots enthusiasts through regular updates, featured stories, and community-focused initiatives. Establish a dedicated platform for these communities to share their experiences, challenges, and achievements.

• Challenge: The industry faces a growing talent gap—there aren’t enough technicians, fabricators, and builders coming into the field. We need to do a better job of engaging young people, showing them that the aftermarket isn’t just about fixing cars; it’s about creativity, innovation, and a career they can build a future on.
• Opportunity: Develop initiatives aimed at youth engagement, such as educational programs, apprenticeships, and interactive events that showcase the excitement and potential of vehicle customization. Promote “SEMA Compliant” standards for vehicles that are conducive to modifications and customizations.