When Adam Bernard describes his four decades in the auto industry, he does not sound like a man ready to retire. Instead, the former General Motors strategist has launched AutoPerspectives, a platform for consulting, writing, and public commentary on the future of the auto industry. His goal, as he puts it, is simple: "At the end of the day, I try to make the complex a little easier to understand."
Bernard's career began at MIT, where he studied mechanical engineering before earning an MBA from Harvard. He joined GM in the 1980s and eventually became one of the architects and eventual leader of the company's competitor intelligence function. For 25 years, he tracked rivals' products, technologies, and strategies, often sharing his insights at auto shows and industry forums. Now, through AutoPerspectives, he is building a reputation as a clear-voiced independent analyst at a moment when the auto industry is undergoing its most dramatic transformation in a century.
The China Question
Like anyone following the auto industry, Adam has been keeping a close eye on the increasingly competitive Chinese automakers. The Chinese government's support of their auto industry, from subsidies to supply-chain dominance in batteries, has given China a commanding lead in EV technology. By 2023, Chinese automakers sold 8 million EVs, representing nearly 60 percent of global sales according to the International Energy Agency (IEA). And, now, they are heading west more aggressively, although the American market remains an elusive target due to geopolitical challenges.
The global implications are clear. "Audi, when they unveiled the Concept C at IAA in Munich, said they were going to bring it to market in two and a half years, which they called Chinese speed," Bernard says. He points out that legacy automakers are now learning from Chinese partners about cutting development cycles. What once took five years can now be compressed dramatically, altering competitive dynamics across Europe and North America.
Dealers vs. Automakers
Bernard also highlights a deep misalignment between automakers and dealers around EV adoption. "Dealers make a lot of money off servicing vehicles, and plenty has been written that electric vehicles don't require as much maintenance," he notes. With fewer moving parts, EVs undermine the lucrative after-sales service model that sustains many dealerships.
The friction has already led to bold strategic moves. "Scout Motors claims that almost half of US dealers are 'not excited at all' to sell EVs. That is why Scout is going the direct sales route in the US," Bernard says. This shift mirrors Tesla's direct-to-consumer model and poses challenges for established dealer networks–and has created tension between VW Group and its US dealer network.
Data backs him up. According to Cox Automotive, US EV sales grew 48 percent in 2023 to reach 1.2 million units, but inventory turnover slowed as some dealers resisted stocking EVs. Meanwhile, McKinsey & Company estimates that dealers could lose up to 40 percent of their service revenue as EVs gain share.
A Career in Perspective
Bernard's credibility comes from decades spent inside the machine. He remembers colleagues at GM reaching out when he spoke about EVs in training sessions. "I had about a half dozen district managers say, can you come and talk to our dealers because they don't believe this is happening," he recalls. For Bernard, being the interpreter between industry data and skeptical front-line operators was part of the job.
It is also part of what he wants AutoPerspectives to be. He sees his role as combining sleuthing and storytelling. He adds that a comment on one of his YouTube appearances captured what he aspires to achieve: "Adam answered a question I didn't know I had."
Opportunities and Risks
The market context could not be more fertile. BloombergNEF projects that EVs will reach 33 percent of global car sales by 2030, up from 14 percent in 2023. Consulting and media firms that can provide trusted analysis of these shifts are in demand. Bernard acknowledges the challenge of striking out alone. "The turnover in the auto industry over the past several years has, I think, created a boom in automotive consultants." He also insists that his ambition is not to build a giant consultancy. "My goal is not to fill 60 hours a week doing this. I want to stay connected, share insights, and inspire some people."
Personal Leadership
Bernard also frames his legacy in terms beyond cars. At GM, he served as president of the company's LGBTQ+ employee resource group for 16 years, helping to expand it globally and push for greater inclusion. "I like to think that the work I did within GM and its culture helped people become more comfortable being themselves at work and so being more productive," he reflects.
That commitment to people development shapes his consulting style. "At the end of the day, our vision for the competitor intelligence function was 'no surprises,'" he adds. "The goal was to provide the best possible insights to enable optimized decision-making."
The Road Ahead
As automakers navigate supply-chain shocks, technological upheavals, and geopolitical risks, voices like Bernard's have growing value. He has already advised startups, suspension technology firms, and media outlets. But his measure of success is not a deal count. It is clarity. "My goal is to help businesses make better decisions," he says.
With the global auto industry projected to top 3 trillion dollars in annual revenues by 2030, according to PwC, the demand for sharp independent analysis will only rise. Bernard's mantra of "no surprises" may be the guiding principle companies need as the pace of disruption accelerates.
