Shane O’Kelly, president and CEO of Advance Auto Parts, visited Elon to share lessons on leadership, strategy and career growth during a Lessons from Leaders event.
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Shane O’Kelly, president and CEO of Advance Auto Parts, outlined humility, hiring and strategic agility during the semester’s final Lessons from Leaders talk hosted by Lecturer David Moura.
The West Point graduate and former Army captain opened the May 7 session in LaRose Digital Theatre at the Martha and Spencer Love School of Business by reminding students that careers rarely follow a script.
“When you graduate, no one hands you a magic scroll that guarantees success,” said O’Kelly. “Everyone is searching, so treat uncertainty as motivation, not an obstacle.”
He credited a disciplined work ethic and the humility to keep learning for propelling him from McKinsey and Company to a Fortune 500 executive.
“Work hard, stay humble, listen well and you will do well,” he advised. “Long hours matter less than the mindset of continuous improvement.”
A central theme of the talk was the power of humility, hard work and disciplined hiring. O’Kelly recalled the first time he dismissed an employee and the lasting impact it had on his management style.
“Hiring well is a critical skill that saves you time, money, and the hardship of having to making changes to the team down the road,” he said. “Building a strong team dynamic, which comes from hiring the right people, will drive results both for the business and for the people who make it successful.”
He reassured quieter students that visibility doesn’t require dominating the room, suggesting a steadier route to influence. “Schedule regular one-on-ones with your supervisor,” O’Kelly said. “Consistent communication beats trying to be the loudest voice in the meeting.”
Management majors steered the conversation toward corporate strategy, asking why the company owns a private-label battery line but leaves production to specialized partners.
“Building certain components in-house would swallow capital better spent on customers,” O’Kelly explained. “We define the specs, they manufacture, and we invest in service and brand.”
He cautioned that shifting trade policies could still disrupt those investments. he said, pointing to the cost pressure rising import duties place on drivers and margins alike.
“There are a lot of eyes on the auto parts industry when it comes to tariffs. The environment is always changing, and Advance is prepared to pivot whether it’s tariffs or something else that has potential to shift the consumer environment,” he said. “Good leaders must embrace change and focus on what you can control. Don’t make decisions alone. Gather as many experts in the room as possible so that you can be prepared to navigate the ship no matter how rough or calm the waves.”
Marketing students quizzed him on high-profile sponsorships that raise brand awareness.
“We show up where our customers are, which is why we have great partnerships with NASCAR, Team Penske, and Indy 500. Take Ryan Blaney, for example, who drives the number 12 Advance Auto Parts car in NASCAR. We work with Ryan and his team to build content across our channels that not only elevates our brand, but also builds a genuine connection with race fans and customers.”
Even electric vehicles, often viewed as a threat to traditional parts sellers, fit his theme of adaptive strategy.
“EVs still require parts and expertise just like gas powered vehicles. We will adjust our product mixes to meet the need of the customers and consistently train our team members to provide expert service for all vehicles.”
He closed by circling back to the habits that carried him from the Army to the C-suite.
“Stay curious, keep your standards high and remember that humility travels farther than any résumé.”
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