Looking Beyond Tomorrow: Bill Long's Vision for Aftermarket Leadership

In an industry defined by constant change, William “Bill” Long—The 2025 AWDA Lifetime Achievement Award recipient—has built a career around anticipating what’s next.

With over four decades in the automotive and commercial supplier industry, Long’s career has been defined by guiding some of the industry’s most influential organizations. To learn more about Long, his aftermarket leadership experience, and his hopes for the future of the aftermarket—AMBW sat down in an interview with him.

Long’s Life

Long grew up with a unique perspective on the automotive industry. He spent a lot of time around NASCAR because his father was a NASCAR official from 1948 until 1975.

“I grew up surrounded by cars,” Long said. “My first engine rebuild was when I was 12, it was a 1962 Oldsmobile, F85. Also—because of my dad—when I was 16, I was lucky enough to flag my first NASCAR race.”

A few years later after flagging for the first time, Long went off to college—at Syracuse University in Syracuse, New York—where he intended to major in engineering. Instead, he wound up in marketing.

“I found marketing and the automotive industry much more inviting,” Long said. “From there, my career path in automotive marketing presented me with one opportunity after another.”

After college, Long found success in the automotive industry and held multiple executive positions at Echlin, Inc., Dana, Inc., and Proliance International.

In 2012, he joined MEMA and was promoted to President of the Aftermarket Division. In 2019, he became President and CEO of MEMA. Long held the position for seven years until he retired in December of 2025.

Looking Ahead

After working for so long in the industry, Long has gained a lot of insight and experience into what makes a good aftermarket leader.

“You need to have a keen focus on what it is that you're trying to achieve,” Long said. “Too often, companies have strategic plans. They tend to do this because of the nature of either private equity or shareholders. Their focus tends to be shorter-term, and that might be out of pure need or survival. I've always tried to look at the long game. The long game usually has the greater benefits for shareholders, customers, and investors.”

Presently, the industry is experiencing a tremendous amount of uncertainty, and the number of unknowns is extensive. Long believes that if leaders look at the long game and plan for the broad range of possibilities, they are more likely to be successful.

“When the possibilities hit, very seldom are companies in the industry prepared for what we would do if those scenarios took place,” Long said. “I've challenged people in this industry to look at their business and ask themselves, “What would my business look like if all 16 million new vehicles were electric next year? How would I react?” By thinking about that question now—or questions like that—it will help leaders prepare their business for the future.”

This approach to leadership has defined Long’s career and the way others have been impacted by him. When asked what sort of legacy he hopes to leave behind, his answer was nothing if not humble.

“I’ve never thought about trying to create or leave behind a legacy,” Long said. “I was always focused on trying to create an environment that allowed people to be at their best and to be successful.”

Although Long hasn’t given much thought to his legacy, he does have hopes for the future of the aftermarket.

Focusing on the Future

By 2030, he hopes to see the U.S. adopt policies that allow manufacturers and the automotive aftermarket to be an innovative marketplace.

“I think the challenge the automotive industry—and the automotive aftermarket—faces is in the area of competitiveness,” Long said. “We know that the United States - Mexico - Canada Agreement (USMCA) has allowed the industry to be competitive in the U.S. from a manufacturing standpoint. It has also allowed retailers and suppliers to source globally because of the relationships that we have built. Unfortunately, the game is rapidly changing. USMCA’s future is uncertain. To ensure a successful future, we need to find policies that allow the industry to be competitive and thrive.”

To guide the industry forward and achieve new policies, Long believes aftermarket leaders will need to ask hard questions and find solutions.

“The jobs that leaders have in the automotive industry—particularly in the aftermarket—are problem-solving jobs,” Long said. “That's what we're hired to do, to solve problems and advance the company or the industry's business interests. To help themselves achieve this successfully, leaders need to focus on emphasizing problem-solving and surrounding themselves with a diverse group of intelligent people to help them be successful.”

Although the future is uncertain for the automotive aftermarket in the U.S., Long is confident that it will continue to persevere.

“MEMA has been around for over 121 years. Over that time, suppliers have found the ability to weather some significant headwinds—a depression, two wars, etc.—and they've continued to be resilient and thrive on the other side. I expect that the aftermarket in 2030 will be as equally robust as it has been in the past.”