From Click To Fit: The Tyresnmore Revolution

Representational photo

The automotive aftermarket sector is evolving as companies look for new ways to deliver services. Tyresnmore is at the forefront, making it easier for people to buy tyres by offering a simple doorstep service instead of the old, complicated process.

When Tyresnmore joined the RPG Group in 2023, the company focused on closing the gap between buying tyres and having them fitted by professionals. Its direct-to-consumer model sends skilled technicians with the right tools to customers, taking care of tyres, batteries and alloy wheels.

In an interview with Tyre Trends magazine, CEO Rakesh Tatikonda explains how the company keeps NPS scores above 85 percent while serving more than 150,000 customers in six cities. Since online tyre sales in India account for only about 0.6-0.7 percent of the market, compared to 15-20 percent in Western countries, Tatikonda discusses how they manage inventory, maintain transparent pricing and plan to grow in this young yet promising industry.

The buyer-seller relationship has radically changed with the advent of the online world. E-commerce sites and online marketplaces have practically redefined the basics of convenient shopping and ease-of-purchase.

Today, one can easily purchase anything from as small as a pencil to as large as an air conditioner at the click of a button. Tyresnmore is taking this convenience a step further by not delivering but fitting tyres, batteries, alloy wheels and wheel covers professionally at a customer’s doorstep.

Acquired by RPG Group in 2023, Tyresnmore operates as an individual entity and offers a unique value proposition to its customers, not limited to doorstep tyre delivery. It provides fitment at their doorstep, helps discover the right product, provides transparent pricing and ensures clear communication throughout.

“The goal is to offer a hassle-free, end-to-end experience across all touchpoints. We treat this as an alternate channel. While some may label Tyresnmore as an online company, it functions much like a traditional dealer as we stock tyres and bring them directly to the customer. This is distinct from customers visiting a store for fitment,” said Chief Executive Officer Rakesh Tatikonda during an exclusive interaction with Tyre Trends magazine.

“We are authorised to sell multi-brand products, and today, we also sell batteries, alloy wheels and accessories. Our aim is to be a true multi-brand player in the auto accessory segment. In the offline channel, too, we recommend options based on customer needs. For example, an Audi or BMW customer who prioritises safety and prefers an international brand will be advised accordingly, whether that’s Pirelli or a tyre marked as Mercedes Original or Audi Original. This consultative approach ensures we remain customer-first without giving preference to any one brand,” he added.

The company has developed a direct-to-consumer (D2C) channel over several years, positioning itself as a multi-brand platform with an extensive catalogue and the convenience of scheduling tyre services at the customer’s preferred time and location in different cities.

According to Tatikonda, doorstep tyre services are increasingly common in Western markets and online penetration accounts for roughly 15–20 percent of sales. He argued that India has significant growth potential for such business as the market is nascent and industry estimates place India’s sales share through this channel at just 0.6–0.7 percent.

Explaining the market factors facilitating growth, Tatikonda explained that the tyre retail market in India is somewhat fragmented. Traditionally, the tyre purchase process ranging from product selection to fitment is disjointed, often requiring consumers to engage multiple parties such as dealers, third-party fitment providers or even puncture shops to complete a single transaction.

He highlighted that even multi-brand or OEM-branded shops tend to focus on particular segments such as passenger car or commercial tyres, leaving two-wheeler customers underserved. Many outlets either refer customers elsewhere for fitment or employ third-party technicians, making the experience cumbersome.

The company’s D2C channel addresses this gap by offering a complete, end-to-end solution. “The promise is the same for all customers. We do all the heavy lifting to make their lives comfortable,” Tatikonda said.

By employing its own trained technicians rather than outsourcing, the company ensures trust and reliability. He emphasised that the D2C model is not in competition with offline retail but rather complements it, catering to consumers seeking convenience, safety and transparency.

“This approach targets diverse customer segments, who may prefer the ease of doorstep services over visiting physical stores,” he stated.

ROLLOUT

A catalogue of over 2,000 stock keeping units (SKUs) across brands and sizes is maintained on the platform. SKUs not available in stock are procured directly from OEMs and customers are informed about expected delivery timelines.

While delivery is offered nationwide, fitment services are currently restricted to the six cities with operational dark stores. Convenience, reliability and transparency are provided to all customers including first-time online buyers and specific segments such as women and elderly consumers.

An in-depth explanation of the company’s D2C business model provided by Tatikonda highlights a full-stack approach ranging from brand awareness to fitment. Brand awareness is created using social media, SEO to generate leads.

Customers are offered the option to explore the website, www.tyresnmore.com, for product discovery or to contact customer care for consultative support. Detailed information on tyres including brand, SKU, price, warranty and unique selling points is presented to enable informed choices.

Selection of products is based on vehicle type, terrain, mileage and previous brand experience. Approximately 50–55 percent of orders are placed directly through the website, while the remaining orders are facilitated through customer care, where brands, price options and fitment slots are recommended.

Once an order is confirmed, it is routed to the city operations team and fulfilment is coordinated through a network, the dark stores. Stocking is carried out based on sales history, brand popularity and size demand.

The dark stores are maintained in six cities including Delhi NCR, Mumbai, Pune, Bangalore, Hyderabad and Chennai, where delivery and fitment are performed by trained in-house technicians rather than outsourced personnel.

Typical installation timelines once technician reaches the customer’s doorstep are 45 minutes for four-wheeler tyre installation, 30 minutes for two-wheelers and 15–20 minutes for batteries. Customers are notified at every stage, from order confirmation and invoicing to scheduling.

“In the six cities where we operate, customers don’t have to go anywhere. In other cities like Aurangabad or Jalandhar, we’ve seen organic traffic from customers we couldn’t fully serve, so we now provide tyre delivery even though fitment isn’t available there yet. Our multi-city presence allows us to source products quickly. Even if a tyre isn’t available in one hub, we check across others and fulfil the order. At present, however, outside our core network, we only deliver tyres and haven’t tied up with third parties for fitment,” noted the executive.

BALANCING ORDERS

Managing tyre inventories online remains a challenge given the sheer variety of products. Tatikonda said about 40 SKUs generate roughly 60 percent of sales, and those high-volume items are kept in stock to enable faster turnaround and same-day fitment.

Orders for these tyres are typically fulfilled within 24 hours of confirmation, underscoring the platform’s ability to match offline service standards. For the remaining 40 percent of SKUs, nearly 90 percent can still be sourced within the same city from OEMs, clearing and forwarding agents or distribution centres, allowing installation within a day.

Only rare or less common SKUs fall outside this framework with delivery timelines of two to five days. Customers are informed upfront about expected wait times, a transparency Tatikonda described as central to the model’s reliability.

Furthermore, tyre pricing in India is unlike batteries or alloys, which come with a manufacturer’s maximum retail price (MRP). “Tyres are considered unpackaged products and regulations don’t mandate an MRP,” Tatikonda explained. That leaves room for variation with dealers often bundling tyres with services and quoting composite rates.

The company, he said, tries to bring transparency by offering benchmarked prices that reflect market norms, typically within five percent either way of what dealer’s charge. Customers benefit from knowing upfront what is included and what isn’t.

“Convenience is a big factor. We operate at market prices, but we save people time, fuel and hassle. Consumers value that,” Tatikonda added.

He pointed to high customer ratings and the platform’s decade-long track record as further proof of trust. While prices are not fixed, Tatikonda stressed that the company follows OEM guidelines and market benchmarks to ensure fairness. “Even if it isn’t an MRP product, there’s always a market operating price. That’s what we go by,” he stated.

The platform hosts more than 10 tyre brands including CEAT, Goodyear, Apollo and JK Tyre, alongside several international labels. On the battery side, major players such as Exide and Amaron dominate the listings, providing consumers with a broad choice.

The company’s fitment vans have been equipped with the latest pneumatic tools including tyre changers, balancers, compressors and nitrogen-filling machines. Currently, 13 vans are deployed across six cities with some locations hosting three to four vans and others one or two.

The fleet has been continuously upgraded to accommodate evolving tyre sizes, now supporting installations of tyres up to 21 inches.

High-end vehicles have also been serviced with alloy wheels included in the fitment scope. After-service customer concerns are addressed through a dedicated call centre.

CUSTOMER FOCUS

The company’s current focus has been placed on the passenger vehicle segment, while commercial tyre offerings have not yet been explored, despite potential. Within the passenger category, emphasis has been given first to four-wheelers followed by two-wheelers, which range from standard scooters to high-end motorcycles such as Royal Enfield and Harley-Davidson models.

Two-wheeler customers have been reported to value convenience and are willing to pay for doorstep services, which include both tyre replacement and battery servicing.

“After-sales support has been structured as an integral part of the full-stack model. Warranty claims have been recorded at less than one percent monthly and they are managed through a dedicated customer service team. Feedback can be received through online platforms including Google and social media,” explained Tatikonda.

Pro-active follow-ups are conducted to address concerns even if customers do not initiate contact. Issues are triaged in three ways. Minor problems are resolved remotely, genuine warranty claims are directed to OEM network and where complete convenience is requested, technicians are dispatched to the customer’s doorstep for service. A service charge is applied in the latter scenario and detailed reporting is provided for transparency.

“Customer satisfaction metrics have been maintained at high levels with NPS scores consistently exceeding 85 percent. Educational initiatives have been launched to improve consumer knowledge, including a video series on YouTube and social media that covers tyre and battery maintenance, tyre health monitoring and safe driving habits,” added Tatikonda.

Additional content including blogs with guidance on product selection, maintenance and replacement timing is also being developed to reach broader customer segments and enhance informed decision-making.

EXPANSION AND DIVERSIFICATION

According to Tatikonda, the company is exploring adjacent product categories beyond its core offerings. Plans to expand the product portfolio are in the pipeline with a focus on both growth and increasing customer retention through repeat purchases.

“Our evolution has seen a phased launch starting with tyres followed by batteries, alloys, dash cams and tyre and battery protection plans including roadside assistance. A combination of in-house and third-party service providers has been engaged to accelerate category additions and strategic tie-ups,” said Tatikonda.

The executive noted that no category is considered difficult to sell if it performs well in the broader market. Each new category is preceded by detailed market research including trade insights, consumer requirements, buying behaviour and service considerations such as fitment.

Customer acquisition and retention strategies are reported to rely heavily on maximising lifetime value. With a current service record of over 150,000 customers and more than 300,000 tyre fitments, the focus has been placed on servicing existing customers through additional categories and services.

“Efficiency in operations, marketing and fulfilment is prioritised to increase margins. Operational measures include improving van and technician productivity, reducing fulfilment time and optimising route management through technology. Marketing efficiencies are sought through improved conversion rates per marketing rupee, while city-level fixed costs such as rentals and salaries are managed to scale profitably,” he said.

Expansion into marketplaces and other channels is being explored to reach different customer segments while maintaining the full-service model.

Regarding geographic expansion, Tatikonda estimated that the six operational cities currently account for approximately 25–30 percent of India’s four-wheeler tyre and battery market. Two-wheeler tyre demand, however, is described as less city-dependent and more widespread across Tier-I, Tier-II and rural areas. Immediate expansion plans are focused on consolidating scale in existing cities before considering further market entry beyond current territories.

“The goal of entering four to eight additional cities within the next three to five years is on the table. These target cities are expected to be non-metro areas situated close to existing metropolitan hubs. City selection is said to be driven by two primary factors including market potential and the presence of the appropriate consumer segments receptive to online purchases and doorstep convenience services. Resource allocation including bandwidth and operational capacity will be carefully managed to support this expansion,” divulged Tatikonda.

In terms of sales channels, the company has emphasised a strategy of channel diversification. Strategic alliances and synergies with other players are being explored to extend service offerings and reach additional customer segments.

Technology is positioned as a key enabler to deliver superior customer experiences across the entire lifecycle. Convenience, reliability and a broad spectrum of mobility solutions are highlighted as central to achieving this objective. 

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ATIRE Appoints Thierry Miche As Director Of Oem And Product

ATIRE Appoints Thierry Miche As Director Of Oem And Product

ATIRE, a leading Sri Lankan Solid tyre maker, has appointed Thierry Miche as director of OEM and product, effective September 2026, bringing more than 25 years of experience in the global tyre and mobility industry to the role.

At ATIRE, Miche will lead the company's OEM and product activities, focusing on portfolio development, OEM relationships and expansion into new technical and commercial markets globally.

Miche joins from Michelin, where he spent 26 years in senior product and operational leadership positions, including roles at Solideal and Camso before their integration into the French group.

His most recent position was product Management Director for Beyond Road, with global strategic and operational responsibility for the product portfolio. He led teams across Belgium, Canada, France and the US, working with research and development, industrialisation, original equipment manufacturer (OEM) and aftermarket sales, and supply chain functions.

Previously, Miche was Product Line Executive Director For material handling, overseeing the global product platform and holding full profit and loss responsibility for three manufacturing sites in Belgium, Germany and the US. He also led global research and development teams in Belgium and Sri Lanka.

His career has spanned product management and engineering, technical support, warranty management, quality assurance and systems. The experience covers the development and delivery of products across engineering, industrialisation, validation, sales and supply chain operations.

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The Tyre Giant That Doesn’t Want A Dark Factory

ZC Rubber

ZC Rubber, China’s largest tyre maker, is running 18 AI agents across its Hangzhou 5G plant. It insists the goal is smarter manufacturing, not emptier factory floors.

Walk into the industrial conversation about automation these days and ‘lights-out’ production tends to come up within minutes: factories with no people, no lighting and machines working in the dark. However, ZC Rubber, the Hangzhou-based group that ranks among the world’s top nine tyre companies, would like to correct that impression before it takes hold.

“We see this as a 5G Smart Factory, or Future Factory V2.0, rather than a ‘dark factory’. The goal is intelligent manufacturing, not simply removing people from the production process,” the company said in an interview.

That is a notable position from a company that has just put 18 AI agents to work across its production chain and reports defect rates well under half those of its earlier operations. It is also a considered one, and the details explain a good deal about how the world’s largest tyre market is approaching the factory of the future.

PEOPLE AT THE EXCEPTIONS

ZC Rubber’s division of labour is simple. Automation, AI and real-time data are steadily taking over what the company calls ‘repetitive and highly standardised operations.’ Its people are being moved towards engineering, process management, quality assurance and the handling of exceptions, meaning the unusual problems that no model has seen before.

“We will continue to increase automation, but fully unmanned production is not the goal,” ZC Rubber said. “It is about combining intelligent systems with human expertise.”

The same logic applies to the future. Asked whether lights-out production is on the roadmap, ZC Rubber was clear. “We do not see fully lights-out production as a goal in itself. Technology will be introduced where it brings clear improvements in quality, efficiency, safety and sustainability,” it said.

EIGHTEEN AGENTS, ONE PRODUCTION CHAIN

The scale of the AI deployment is considerable. Since June 2025, ZC Rubber has introduced 18 AI agents across the full production chain. Their use ranges from AI-assisted formulation and virtual simulation to equipment maintenance, production scheduling and quality control. According to the company, they have helped shorten tyre development cycles by 50 percent and lifted production efficiency by 50 percent.

Where does the value come from? Not from any single stage, the company suggests. “The biggest value comes from using AI to analyse production data, optimise process parameters and support faster decision-making across the manufacturing process,” it said. ZC Rubber does not currently publish a stage-by-stage breakdown of the gains.

INSPECTION AND THE DEFECT RATE

Quality control is where the company’s numbers are most striking. Its latest AI-based visual inspection systems, it says, can achieve a defect detection rate of close to 100 percent, improving both the speed and the consistency of inspection. That matters most in high-volume passenger car radial (PCR) output, where human inspectors face the twin problems of fatigue and sheer throughput.

Zooming out, the company says AI and digital quality control across its smart manufacturing system have cut its product defect rate from 1.2 percent to 0.5 percent.

HOW THE SYSTEMS TALK TO EACH OTHER

“Thousands of sensors collect production data in real time, while 5G connects equipment, quality inspection and logistics systems,” the company said. The APS+MES system pulls production, quality and logistics information into one place ‘so operations can be monitored and adjusted quickly’. AI and big data analytics then help staff spot problems and make faster production decisions.

AN EARLIER SET OF NUMBERS, UPDATED

ZC Rubber’s earlier claims of a 15 percent efficiency gain, up to 40 percent lower defect rates and a 5 percent cut in energy use make one notice that the latest figures are considerably better. The company is candid about why. “Those figures reflect an earlier stage of our smart factory development,” it said.

The current numbers, for the 5G Smart Factory, are a 50 percent improvement in production efficiency, defect rates down from 1.2 percent to 0.5 percent and a 10 percent reduction in overall energy consumption.

As for which technology deserves the credit, ZC Rubber declines to rank them. “We do not break down the improvement by individual technology,” it said, naming instead the key components: AI-based process control, automated inspection, intelligent logistics, APS+MES production management and data-driven quality control.

ENERGY, MEASURED VALVE BY VALVE

The energy figure is worth a closer look, because it comes from a fairly granular system. ZC Rubber’s energy management combines 5G, IoT, big data, AI and digital-twin technologies. Smart sensors, smart meters and smart valves feed real-time data into a central energy platform, while AI supports analysis and operational optimisation.

The division of labour among the technologies is neat. “5G provides the connectivity, while AI, big data and digital twins help turn the data into better energy-management decisions,” the company said.

TWO PLATFORMS AND A DIFFERENT STARTING POINT

The manufacturing story is inseparable from the development story. ZC Rubber runs two proprietary technology platforms: the X-Tech System, primarily for truck and bus radial (TBR) tyres, and the Phecda Tech System, primarily for PCR tyres. Each integrates compound formulation, tyre structure, process engineering, simulation, testing and intelligent manufacturing within a single development framework.

Their defining feature is what the company calls the Forward-development Approach. Traditional development, it explains, “often starts from an existing product and improves it through repeated design and testing cycles”. ZC Rubber starts elsewhere: with the target performance, whether that is vehicle characteristics, duty cycle, climate, road conditions or customer requirements. The compound, tyre structure and manufacturing process are then built around those targets. “This shifts the workflow from repeated iteration to a more integrated, target-driven development process,” the company said.

That, it argues, is where the halving of development time comes from. The 50 percent reduction reflects ‘a more integrated digital development process’, combining engineering expertise with simulation, AI-assisted tools and closer links between R&D, testing and manufacturing. AI lets engineers evaluate more design options against defined performance targets, and virtual simulation cuts out unnecessary physical iterations.

How tightly these platforms are wired into live production data has not been shared publicly. X-Tech and Phecda, the company said, connect R&D, manufacturing and validation within an integrated development process, but the detailed real-time data architecture behind them ‘is not something we currently disclose publicly’.

Henry Shen, ZC Rubber’s Senior Vice President, has made the wider point in the context of the group’s recent State recognition. “Our objective is not simply to develop an individual material, tread pattern or manufacturing process,” he said. “X-Tech and Phecda are complete development systems that connect user requirements with simulation, materials, tyre engineering, manufacturing and validation.”

THE STATE PRIZE

That recognition is significant. ZC Rubber, together with Harbin Institute of Technology, has been awarded the Second Prize of China’s State Science and Technology Progress Award for a project titled ‘Key Technologies and Green Intelligent Manufacturing of High-Performance Tires’. It is one of the country’s highest state-level honours for scientific and technological innovation, and ZC Rubber says it is the only Chinese tyre manufacturer in the past decade to win it at the Second Prize level or above.

The company backs the claim with spending. In 2025, it invested around RMB 1.54 billion (approximately USD 226 million in R&D, equal to 3.43 percent of annual revenue, according to its annual report. The award, it says, recognises technologies that have ‘progressed beyond laboratory research into industrial application’.

GLOBAL FOOTPRINT

ZC Rubber has built a truly global footprint, combining a strong manufacturing base in China with an expanding network of operations across Europe, the Americas, Southeast Asia and beyond. In China, the company operates through multiple sites, including its headquartered in Hangzhou and facilities in Tianjin, Chaoyang, Jiande, Qingquan, Yonggu, Anji and Jintan, supported by dedicated units for recycling technology and automotive aftermarket services in Hangzhou.

Beyond China, ZC Rubber has established a European presence through ZC Rubber Europe GmbH and its Europe Technical Center, alongside ZC Rubber America Inc. in the United States, ZC Rubber Brazil IMP EXP LTDA in South America and ZC Rubber Thailand Co. Ltd. and PT. Matahari Tire Indonesia (MTI) in Southeast Asia.

The company is also preparing for further expansion, with new projects under development in Vietnam and Mexico (Marea Tire de Mexico, S.A. de C.V.) and a feasibility study underway in Egypt. Together, these locations allow ZC Rubber to serve customers closer to their markets, strengthen supply chain resilience and combine local insight with global technical expertise.

CUSTOMISATION WITHOUT THE PENALTY

The forward-development model has a commercial payoff: tyres tailored to where and how they will be used. Asked whether the platforms allow genuine mass customisation, including regional climates and EV-specific requirements, ZC Rubber answered ‘to a significant degree’.

“X-Tech and Phecda allow us to develop tyres around specific climates, road conditions, vehicle applications and performance targets, including EV-specific requirements,” it said. On the factory floor, flexible production lines adjust output as product mix and orders change. The company does not disclose a separate efficiency figure for customised production, though ‘the goal is clear: to increase product flexibility while keeping production efficient’.

The regional examples are concrete. In Asia, X-Tech underpins the X-Elite Truck Tyre Series. In Europe, it is applied to the WESTLAKE Gen II commercial lineup, with a focus on fleet efficiency, performance and regulatory requirements. Phecda sits behind the WESTLAKE ZuperAce Z-007 and GOODRIDE Solmax 1 passenger tyres, and technologies from both platforms have been applied across ARISUN’s full TBR and PCR ranges for the Americas.

“International markets do not have identical requirements,” Shen said. “A tyre developed for European highway fleets, Southeast Asian transport operations or passenger vehicles in the Americas must respond to different vehicles, roads, climates and customer priorities.”

WHAT COMES NEXT

Much of the technology commonly billed as next-generation is already in service at ZC Rubber. Automated logistics, AI-based visual inspection, process optimisation, digital simulation and virtual testing are all in use. Digital twins are applied in areas such as energy management, and a broader digital-twin virtual factory is part of the next-stage plan.

The company frames the coming three years as a period of deepening rather than reinvention: more smart-factory applications, more AI and industry-specific models and close attention to emerging technologies such as humanoid robotics ‘as they mature’.

That phrasing may be the most revealing thing about ZC Rubber’s approach. It is chasing results rather than headlines. As the company itself puts it, the launch of the Hangzhou plant marks ‘a new opportunity and starting point’, and its stated ambition is to become a world-leading tyre company with higher standards. Whether the lights stay on, it seems, is the least of its concerns.

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AMETEK Completes USD 5bn Acquisition Of Indicor Instrumentation Businesses

AMETEK Completes USD 5bn Acquisition Of Indicor Instrumentation Businesses

AMETEK recently completed its USD 5- billion all-cash acquisition of a portfolio of instrumentation businesses from Indicor.

The businesses, collectively known as Indicor Instrumentation, make equipment for industrial and scientific applications. Their products serve markets that overlap with AMETEK’s existing operations and generate recurring revenue from consumables, services and aftermarket support.

David A Zapico, AMETEK’s Chairman and Chief Executive, said: “We are excited to complete this highly strategic acquisition and to welcome the Indicor Instrumentation team to AMETEK. With its mission-critical solutions, deep technical expertise, and strong positions in attractive end markets, Indicor Instrumentation is an excellent fit with AMETEK. We also see meaningful opportunities to create value through integration into our proven operating model.”

Indicor Instrumentation is expected to contribute about USD 350 million to AMETEK’s sales in 2026 and to be modestly accretive to adjusted earnings for the year.

The acquired businesses will join AMETEK’s Electronic Instruments Group and Electromechanical Group, according to their products and market focus.

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Goodyear Elects Joe Hinrichs As Board Chairman

Goodyear Elects Joe Hinrichs As Board Chairman

The Goodyear Tire & Rubber Company has elected Joe Hinrichs as chairman of its Board of Directors, effective 7 October 2026. He will also chair the board's Governance and Executive Committees. Hinrichs joined the board in 2023 and succeeds Laurette Koellner, who will retire at the 2027 annual meeting under Goodyear's Corporate Governance Guidelines.

Hinrichs most recently served as President and Chief Executive Officer of CSX Corporation. Before that, he held numerous leadership roles at Ford Motor Company, including President of the Global Automotive Business, Executive Vice President and President of Global Operations, Executive Vice President and President of the Americas, President of Asia Pacific and Africa, and Chairman and Chief Executive Officer of Ford China. He also led Ford Canada. Hinrichs holds a bachelor's degree in electrical engineering from the University of Dayton and an MBA from Harvard Business School.

Koellner previously held several leadership roles at The Boeing Company. She joined Goodyear's board in 2015, became independent Lead Director in 2019, and Non-Executive Chairman in 2024.

Hinrichs said, "I would like to recognise and thank Laurette for her leadership, dedication and unwavering commitment to Goodyear. On behalf of the Board, we are grateful for her many contributions throughout her more than a decade of service. I look forward to working alongside my fellow board members and the leadership team as we continue to innovate, strengthen our competitive position, create long-term value for our shareholders and build a stronger Goodyear."

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