A race car and its driver are said to be at “10/10ths” when they are performing at their maximum combined ability. It’s why Ten Tenths Motor Club was the perfect background for the Charlotte Regional Business Alliance’s June 2025 Investor Quarterly Meeting, which centered on how leaders are responding to the transforming motorsports industry.
In a conversation moderated by Jessica Fickenscher, the chief experience officer at Speedway Motorsports, the audience heard from Scott Lampe, Hendrick Motorsports Technical Solutions president, and David Smith, CEO of Sonic Automotive. They spoke about operating at “10/10ths” within their companies and the innovation that comes as a result.
Adapting to change
Smith discussed the changes the automotive and motorsports industries are experiencing, including new technology, electric vehicles, and changing consumer expectations. When asked how they’re adjusting, Smith said it’s all about listening to the consumer.
“The changes don’t worry me, as long as we stay focused on the consumer and what they want,” he said.
Smith said he wants to cater to those who want to talk to a person as well as those who only want to use a computer.
Lampe spoke about the wealth of talent in his company when it comes to creating high-precision products. He said the team has expanded from making car parts to making products for aerospace and the military, for example.
“We like to think … we bring a racer mentality to a high-efficiency, low cost, advanced manufacturing product,” Lampe said.
He also touched on artificial intelligence, saying it will “create tremendous opportunities in the manufacturing space.”
“This is how I believe America will become cost competitive in manufacturing with the rest of the world,” Lampe said.
Leadership
“How would you describe your leadership in such a high performance, high stakes industry?” Fickenscher asked.
For Lampe, it’s all about servant leadership. He said that of his six direct reports, he tries every day to talk to each of them. He also serves as the tiebreaker in problem-solving situations.
“The other thing we have to do is build trust with people… for people to follow you, they’ve got to trust you,” he said.
Good leaders must master the art of attracting and retaining talent. Fickenscher asked Lampe and Smith what they’re doing to meet that challenge.
“Try not to get people to leave,” Lampe said.
It might seem obvious, but Lampe said that’s at the core of what he does. In turn, that gives him and his company a good reputation in the marketplace.
Smith echoed Lampe’s point, saying if a new role becomes available in his company, he’s mindful that offering the position internally gives current employees the chance to go for new roles.
Fickenscher pointed out that Lampe faces a unique challenge: Making sure his company culture reaches across the country to multiple dealerships.
“You’ve got to set the vision and hold everybody accountable to it, and you’ve got to communicate that constantly,” Lampe said.
