There's a lot more that goes into working in the aftermarket than just moving parts through a distribution channel. It's a business built on relationships and a deep sense of stewardship.

As president and CEO of the Aftermarket Auto Parts Alliance, JC Washbish carries forward a family legacy that began in a small Louisville warehouse and now spans manufacturing, distribution, and repair.

From cutting his teeth at NGK Spark Plugs to stepping into the top leadership role at Alliance, Washbish has learned to see the industry as more than a career.

He has learned to see it as a livelihood. One that is shared by hundreds of families who depend on its success. Washbish channels that perspective into everything he does as a leader of the industry. Looking forward, he plans to develop the next generation of aftermarket professionals with the same perspective.

A Legacy in Parts

Washbish is a fourth-generation aftermarket leader. His great-grandfather started with a small warehouse in Louisville, Kentucky. From there, his grandfather took it over from his father until Washbish's uncle took it over from him.

"My uncle—Doug Washbish—really made it what it is," Washbish says. "The company's name is Moog Louisville Warehouse. I cut my teeth hearing about the family and seeing my dad in the business."

In 2011, Washbish was an account manager for Diversified Computer Supplies until 2014, when he moved to NGK Spark Plugs as an account executive.

He was at NGK until 2016, when he moved to the Aftermarket Auto Parts Alliance Inc.

From there, he worked his way up the ladder, becoming director of marketing in 2017, vice president of marketing in January 2019, vice president of sales and marketing in September 2019, president in 2024, and CEO in 2025.

"Ultimately—about five years ago—the Aftermarket Auto Parts Alliance Board of Directors decided that I would be the successor to my father's seat, put me in, and appointed me as president and then eventually CEO. That's how I got here, maybe a little genetic coding and a lot of luck," Washbish says.

Washbish's promotion is only part of the story. His approach to leadership is deeply rooted in the values he absorbed growing up in the aftermarket.

Work Ethic, Redefined

Because Washbish was surrounded by the automotive aftermarket at a young age, his understanding of work ethic differs from others.

"You hear a lot about work-life balance, and there's definitely a difference between a job, having a job, and having a career or having a livelihood," Washbish says. "I'm not knocking on any of them, but for my family, the automotive aftermarket has been so much more than just a job, and more than a career."

Washbish grew up with stories about his family shouldering the responsibilities of running a company. About how his father—John R. Washbish—had lean Christmases because JC's grandfather's every dollar got put back into the warehouse inventory.

"You couldn't afford to cut a fat hog for yourself. You had to invest in that business, and that means you're the guy going and turning on the lights in the morning. You're counting the drawer at the end of the day. You're clawing it out."

These early examples have deeply shaped Washbish's leadership style at the Alliance. Through them, he has learned to shoulder responsibility, keep the team front and center, and make decisions with people—not just parts and profits—in mind.

Community-Driven Leadership

At the Alliance, leadership isn't just confined to the CEO. It's distributed across a tight-knit team that understands the weight of serving members, suppliers, and the wider industry.

Washbish credits much of the organization's success to a shared mindset. One that treats profitability, competitiveness, and stewardship as collective responsibilities.

His team focuses not only on the workload but also on the human elements of the aftermarket, recognizing that every decision affects the people behind the parts.

"I think that's one thing that makes my team so good here," Washbish says. "Everybody shoulders the burden of success. It's not just me. Everybody gets it. We're small. We're lean. If we're not thinking about how to raise money to increase revenue, how to support our teams, then we're going to fail."

That shared commitment doesn't end when the workday is over. Washbish feels a responsibility to keep the Alliance moving forward.

"The work doesn't stop, the thinking doesn't stop," Washbish says. "I have the luxury of having a family that's in the industry, so we can talk shop. I'm continuously thinking all the time: what can we do differently to make sure that we keep this machine running? That we continue to be competitive."

The constant flow of work doesn't end at the Alliance's front door. The obligation to "keep the machine running" includes the wider ecosystem of people, programs, and causes that support the aftermarket's future.

Stewardship Beyond Business

Washbish's work continues through advocacy, scholarships, and charities that are designed to elevate technicians, shop owners, and industry professionals.

"It's not just working for the aftermarket that helps it thrive," Washbish says. "It's putting your own personal money and time into it. I'm fortunate enough to be able to do that. Not everybody's going to have the time or the money or both to do it, but I really appreciate when people can sacrifice a little bit of both, or one or the other, to move this industry forward."

He also encourages those in his company to take time to support the aftermarket.

"One thing that I'm proud of here at the Alliance is that we do well as industry stewards," Washbish says. "We're supportive of a lot of causes."

The Alliance ensures that—if possible—it has an employee on every committee in auto care. Whether it's sales and marketing, education, category management, or sustainability, the Alliance wants to be involved.

Washbish was on the education committee for 10 years, served on the Young Auto Care Network Group for six years, and now sits on the AWDA Board of Governors and is newly appointed to the Board of Directors for the Auto Care Association.

"There's huge value in volunteerism," Washbish says. "We also support things like Women in Auto Care. We support the Automotive Aftermarket Charitable Foundation—which takes care of our own in the industry—we're also proud to support the University of the Aftermarket Foundation."

In addition to that, Washbish reads about 150 applications for UAF scholarships.

"That's where this is more than a career," Washbish says. "More than a job. It's putting personal dollars behind it and putting in personal time to read these things or to support these volunteer committees. There are a lot of opportunities out there. I think that's part of the ethic that we have at the Alliance and why we get involved. To make it personal."

To Washbish, personal investment is what ultimately sustains the aftermarket.

Leaving the Industry Stronger

The goal isn't just to keep his own organization healthy, but to leave it stronger for the next generation.

"The demands of the job are never an excuse to look the other way when someone or something in the industry needs support," Washbish says. "No matter how busy you think you are, you have time for other people."