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New CEO of Fortune 500 auto parts supplier BorgWarner just pulled the plug on its once-promising EV charging business

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  • In office since February, Joe Fadool unwinds one of his predecessor’s strategic bets, arguing BorgWarner cannot scale the business under the current conditions in order to meet its minimum 15% ROIC target. Closing down the operations this quarter will save it a projected $45 million in cumulative operating losses across this year and next.

BorgWarner’s new CEO Joe Fadool already took his first major strategic decision, closing its electric vehicle charging business he inherited from his predecessor. 

Following an analysis of the current market conditions and midterm financial outlook, Fadool said his executive team reached the conclusion that the best option was to pull the plug, saving it $45 million in cumulative operating losses across this year and next.  

“We made the difficult decision to exit our charging business. Ultimately we did not see this business creating shareholder value within our planning horizon,” he told investors during his first earnings call since taking over as CEO from Frédéric Lissalde in February.  

The automotive parts supplier offers a portfolio of powertrain components businesses across passenger cars and commercial vehicles, actively managed based around a 15% targeted return on invested capital. 

Under Fadool’s predecessor Lissalde, BorgWarner sought to broaden its so-called “Foundational Business” beyond the confines of combustion engines, where it supplies everything from dual clutch transmissions (DCTs) for better fuel efficiency and performance to exhaust gas recirculation (EGR) systems that reduce harmful tailpipe pollutants.

China business booming amid demand for EV components

With the purchase of Rhombus Energy Solutions in the United States and Hubei Surpass Sun Electric in China—two out of five acquisitions made since Lissalde unveiled a new corporate strategy in 2021—BorgWarner wanted to tap into expected demand for EV infrastructure. 

“Unfortunately the charging market is not growing as anticipated in both North America and Europe,” Fadool told investors. “The market also remains highly competitive and disaggregated.”

As a result, management felt it would not be able to scale the business in a timely enough fashion that would enable that business to reach its minimum 15% target for ROIC. Already in the current second quarter then, BorgWarner plans to complete the shutdown or sale of five locations across three regions. 

The decision comes as 17 states are suing the Trump administration for withholding billions of dollars for building more electric vehicle chargers, according to a federal lawsuit announced Wednesday.

This doesn’t mean BorgWarner is taking a dimmer view of electrification overall, as EVs and plug-in hybrids are booming in China. Management believes products like its dual inverters, a component in power electronics, positions it to grow volumes particularly among the ranks of up-and-coming Chinese domestic brands.

Cautious downward revision of North American industry outlook

“We feel really good about our growth in general,” said Fadool, citing in particular China and the positive feedback he received while visiting clients at last month’s Shanghai auto show. 

By comparison, BorgWarner was much more subdued about the outlook for the broader North American industry. 

Whereas it previously foresaw a 3%-4% decline in annual vehicle production in the region, management has now revised these estimates to contraction of 7%-12% due to President Trump’s tariffs.  

Execs did however add this reduction in its industry forecast wasn’t necessarily due to concrete evidence it had seen. So far there was nothing in the order book at present that would suggest a drop so steep. 

Instead Fadool and finance chief Craig Aaron cited the uncertainty around the tariff environment, and opted to pencil in a conservative guidance to anticipate changes as tariffs begin to bite in the coming months.

This story was originally featured on Fortune.com



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Ulta Beauty secured Beyoncé’s haircare line. Now it’s getting in on ‘Cowboy Carter’ summer

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Good morning! Two female CEOs negotiate a major merger, the Diddy trial continues, and Ulta gets in on Cowboy Carter.

– Most wanted. If you attend a stop of Beyoncé’s Cowboy Carter tour over the next several weeks, you’ll see salon-inspired setups promoting the superstar’s new-ish haircare brand Cécred. Beyoncé’s tour has harnessed the power of the stadium to promote everything from her brand to her mother Tina Knowles’ recent memoir.

If you walk into an Ulta Beauty store that same weekend, you may see some similar activations. The beauty giant and Sephora competitor in April signed an exclusive deal to stock Cécred in 1,400 stores. As part of the Cowboy Carter tour, Ulta is hosting in-store events—and helping customers shop Beyoncé-inspired beauty looks.

Ulta’s CFO Paula Oyibo dives into the partnership in a new Fortune interview with my colleague Sheryl Estrada. The relationship demonstrates “how cultural relevance and financial impact can go hand in hand,” Oyibo says.

That’s not surprising to hear when the partner in question is Beyoncé. Her Renaissance world tour grossed $579 million. Cowboy Carter takes Beyoncé to new artistic territory, with its country music and America-themed visuals. It also provides new opportunities for brand integrations; Levi Strauss, already part of the Western-inspired fashion trend, has enjoyed being name-checked in Beyoncé’s song “Levii’s Jeans.” The brand just released a t-shirt with that cheeky misspelling.

Cécred was Ulta’s largest haircare launch ever—and Cowboy Carter is set to be the tour of the summer. In a competitive prestige beauty retail market, it’s smart for the $11 billion retailer to remind consumers that it’s part of that.

Read Sheryl’s full story here.

Emma Hinchliffe
emma.hinchliffe@fortune.com

The Most Powerful Women Daily newsletter is Fortune’s daily briefing for and about the women leading the business world. Today’s edition was curated by Nina Ajemian. Subscribe here.

This story was originally featured on Fortune.com



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The AI training gap: Business leaders expect their employees to use AI at work but they aren’t providing them with any guidance

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Good morning! 

It seems as if every business leader in the world is trying to figure out how to embrace AI to stay competitive in a rapidly-changing tech landscape. But when it comes to effectively incorporating the technology, their workforce expectations are not quite lining up with reality. 

Only 10% of C-suite leaders say that their companies are future-ready, according to new data from The Adecco Group, which surveyed 2,000 people, in a report shared exclusively with Fortune. That lack of readiness is likely the result of shoddy workforce training. While almost two-thirds of leaders expect employees to update their skills for AI, only one-third of companies are providing a clear policy on how employees should be using the technology. 

Caroline Basyn, chief digital and IT officer at The Adecco Group, thinks that the training gap can be partially attributed to “ignorance” on the part of executives. “Leaders need to grasp and understand that AI is going to transform the way we work,” she tells Fortune. “There are some industries that have understood it. There are some industries that have not yet understood the relationship between leveraging AI and the results they will achieve, both in terms of revenue and in terms of productivity.” 

She adds that simply using AI isn’t enough—businesses have to completely rethink their organization and workflow to best harness the power of the technology. “Investing in AI products is potentially only half the battle,” she says. “The whole leadership team, the culture and the learning structure, is as important as developing the product in [and of] itself.” 

The report recommends that leaders act to “create, share, and adhere to a responsible AI framework as a matter of urgency” and ensure that employees are well-versed in the policy specifics. Leaders should also consider “an AI ethics committee, company-wide training, and forum for workers to voice concerns.” 

Basyn says there’s no one-size-fits-all model when it comes to training workers how to use AI, and emphasizes that the training program used yesterday may not work tomorrow. But she says that the more personalized AI workforce training is, the better. 

“We need to make career mobility a reality. We need to make sure that we’re planning for the disruption, and empower the employees to build new skills,” she says. 

Sara Braun
Sara.Braun@fortune.com

This story was originally featured on Fortune.com



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A serial entrepreneur, a musician, and Walmart’s CEO walk into an AI factory…

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