A Career Driven by Grit, Growth, and Gearboxes

From Petsburg swimming to the business teams in the business world, Kevin Jake’s journey was only a dormant.

One of the senior directors with the background that focuses on discipline and accurate passion – on the road and in the meeting hall – shares ideas in the course of his career, driving values ​​and love of all things.

Q: Kevin, let’s start from the beginning. How was the early life for you in Pittsburg, and how did the mentality of your career formed?

Kg: He gave me a strong sense of society and flexibility. I went to the Saint Teresa School for Elementary School, and then, North Catholic Secondary School. It was a coherent environment, but it was competitive. This combination helped build work ethics that I still carry today. I was a swimmer and also ran across the country – both sport that teach you discipline, endurance and focus. When you are in the water staring at this black line or pushing in the long run, you are only you and the power of will. That mental durability was translated directly into my career.

Q: Then I studied at La Roche University. How did your experience in your university affect the development of your career?

Kg: No Roche was effective. It is the place where I stated how to think critically and collaborate. He was listed in the dean’s list and receiving academic decorations as a batch of confidence, but what was really stuck with me was the professors and classmates who challenged me to overcome what was expected. I remained involved after graduation and I am now working on the university’s board of directors and vice -chairman of the Graduate Council. The return of the beautiful is important for me because La Roche helped lay the foundation for everything that happened.

Q: During your professional progress – from the manager to the first manager. How have these transformations happen?

Kg: Like most people, I didn’t start with a clear end point. I started in an administrative role and focused on learning everything I can – operations, team dynamics, and strategy. What helped me to move forward is consistency. I appear, solve problems, and stay curious.

When I moved from a manager to a large manager and then the manager, the size of responsibility turned. It is no longer a matter of death only; It was about vision and influence. Now, as a great director, I lead a wider perspective. I always ask: How does this decision affect the wider work? How do we remain graceful? I try to enable my team in the same way that the mentors allocated me – by trusting them to lead.

Q: Was there a certain moment in your career that made you stop and think, “I made it”?

Kg: I will not say that I had a moment “I made it.” My mind is more about “What is the next?” However, I remember the upgrade to the director. I have gone through some difficult transformations-projects that have not come as planned, restructuring the team, and high-pressure deadlines. When the promotion came, I felt earned. Not just a title, but recognition of growth through adversity.

Q: Switching the gears – literally – our passion for your passion for cars. How did that start?

Kg: My love for cars is possible to the maximum extent. I started with gaming models, and then slept into real machines. I am particularly attracted to Mercedes and Jaguar Vintage. There is almost a contemplative thing about its recovery. I spent countless weekends in the garage dismantling engines, rare parts, and learning from his enthusiastic colleagues. I am a member of the Mercedes Benz of America, and this society was a great outlet outside the work. It is not only related to cars – it’s craftsmanship, history and challenge.

Q: Do you see any similarities between your interest in restoring old cars and your approach at work?

Kg: Certainly. Restore the car learns patience and accuracy. You cannot rush. You have to understand the system, explore and repair errors, and sometimes make difficult calls about what is worth saving. The work is similar. Whether this is the development of a team, the reform of a broken process, or an improvement in a strategy, the principles apply. Also, both require a long -term mentality. You may not see today’s results, but the return comes if it remains committed.

Q: What advice you give to a person is looking to move to leadership roles in his industry?

Kg: Listen more than you speak. Understand your employees, customers and product. Also, take ownership – especially when things get worse. This builds confidence faster than any speech it can provide. Finally, stay curious. The moment you think you discovered everything is the moment when you stop growing.

Q: Finally, what keeps you excited today?

Kg: It is a mixture of things. Seeing people who made a step to leadership roles. Solve complex challenges with a smart team. Frankly, knowing that there is always more to learn – whether it is the old car project or the next axis. I do not believe in standing steadfast. Whether it is on the road or in a meeting room, I always advance.