One of our students, Matt Sandstrom, worked at Ford Motor Company before coming to MTI to study transportation management. Considering the radical change underway at the Big Three, I sat down with Matt to get his take on the industry and find out how the Master of Science Transportation Management (MSTM) fits in to his career plan.
David Dias: I understand you worked for one of the Big Three automotive companies before coming to MTI. What kind of work did you do?
Matt Sandstrom: I worked at Ford Motor Company in Global Marketing, Sales, and Service. After nine months in Dearborn, Michigan, I was transferred to a field assignment in the Pacific Northwest. As a point of contact for dealerships in Portland, Seattle, and Alaska, I worked with dealership managers to launch marketing programs, resolve customer service issues, and improve sales processes as designated by Ford’s Customer Service Division. Later, I moved to California to work as a Fleet Zone Manager for Ford’s Commercial Vehicle Operations. In this role I spent my time with Ford’s largest fleet customers assisting fleet managers with dealer disputes, technical issues, technical training needs, back ordered parts, and warranty issues.
DD: Alternative fuel vehicles are all the buzz in the news lately. Did you do any work with alternative fuel or hybrid vehicles while working in the industry?
MS: Federal legislation requires that many municipal governments and utility companies operate a large percentage of their non-emergency vehicles on alternative fuels. Working with large municipalities, state highway patrol, and utility companies, I spent much of my time responding to concerns with biodiesel and other alternative fuels.
David Dias: I understand you worked for one of the Big Three automotive companies before coming to MTI. What kind of work did you do?
Matt Sandstrom: I worked at Ford Motor Company in Global Marketing, Sales, and Service. After nine months in Dearborn, Michigan, I was transferred to a field assignment in the Pacific Northwest. As a point of contact for dealerships in Portland, Seattle, and Alaska, I worked with dealership managers to launch marketing programs, resolve customer service issues, and improve sales processes as designated by Ford’s Customer Service Division. Later, I moved to California to work as a Fleet Zone Manager for Ford’s Commercial Vehicle Operations. In this role I spent my time with Ford’s largest fleet customers assisting fleet managers with dealer disputes, technical issues, technical training needs, back ordered parts, and warranty issues.
DD: Alternative fuel vehicles are all the buzz in the news lately. Did you do any work with alternative fuel or hybrid vehicles while working in the industry?
MS: Federal legislation requires that many municipal governments and utility companies operate a large percentage of their non-emergency vehicles on alternative fuels. Working with large municipalities, state highway patrol, and utility companies, I spent much of my time responding to concerns with biodiesel and other alternative fuels.
DD: While at Ford, did you suspect the Big Three were in serious trouble?
MS: There was definitely great fear that if the economy were to take a turn for the worse, very big problems would arise. It struck me as strange that a company as large as Ford or GM might not have the cash reserves to survive during a normal economic slowdown. On top of that, competition from foreign manufacturers was incredibly fierce. If you look at Big Three’s market share in California, it’s scary. I also remember going through multiple restructuring efforts. But, when CEO Alan Mulally took over for Bill Ford Jr. there was definitely a positive change in the company. Before Mulally, it was normal to hear executives urge dealers and employees to oppose any new CAFÉ standards. I find it a little ironic to see CEOs from the Big Three now supporting nationwide acceptance of California’s tougher emission standards in 2012. Honestly, the industry is face-to-face with many of the challenges it avoided for far too long. It hurts a lot more now that they have to face these challenges all at once. That might just be the difference between Ford and GM and Chrysler. Ford began facing its problems and digging its way out before the economy slipped into recession.
DD: Where and when did you develop your interest in Transportation Management?
MS: Having never lived outside the Midwest, I was awestruck by the progressive urban landscape in both Seattle and Portland. I came to wonder how Portland and Seattle could be so different from my Midwestern hometown of Cleveland, Ohio. In particular, while I worked in Portland I had a lot of fun learning about its transportation system and land use policies. I suppose my interest got the best of me and turned to MTI for guidance and to find a new career path.
DD: As far as I know, you are the only student enrolled in the MTI program from the Auto Industry. Why did you choose the program and what do you hope to accomplish with the degree?
MS: Sometimes I think people have a hard time understanding why I left Ford to study transportation management, as if they’re not related. Automobiles are the reason we have the Interstate Highway System, local streets and roads, and a host of transportation policies and programs. If you’re an executive at one of the Big Three, transportation policy can have a huge impact on the business. Whether it’s HOV lanes or emission requirements, it’s crucial that Detroit is paying attention to what Washington is doing. Things are really changing now and I think it’s a really exciting time to be studying transportation management.
DD: What kind of work are you doing now?
MS: I left Ford Motor Company in 2008 to work for the County of San Mateo. I’m still in a sales and marketing role, which is great. I’m working in economic and workforce development and it’s really rewarding work. Interestingly, there is a big tie to transportation and I’m able to incorporate some of this work into my studies at MTI. It turns out that transportation is a huge barrier to work for low-income adults. If you’re a single mom with three kids and little job training or education, it can be a real challenge to get the kids to daycare and get to work without a car. This is a big challenge for transportation managers and there aren’t a lot of good solutions out there, yet.
DD: How far along in the program are you?
MS: Just about halfway through. I’ve taken classes in transportation funding and finance, planning, marketing and communication, and of course, Dr. Haas’ introduction course.
DD: What are you getting out of the program?
MS: I’d like to believe I’m sharpening my communication skills and learning to be a better manager. That might not be what you expected to hear. MTI is not just about learning transportation management policies. It’s about training students to reach high level management positions in the field of transportation management. Obviously, you won’t get to these positions without exceptional written and verbal communication skills. This is where the program is really challenging me to improve. That said, I know a lot more about transportation management that I couldn't have learned on my own. I’d also be remiss if I didn’t mention my classmates and instructors/professors. For the transportation professional, the networking opportunities are top shelf.
DD: What do you hope to do when you finish the program? Do you see yourself working in the Auto Industry again?
MS: For now, I’m going to keep my options open. I think sales and marketing will continue to drive my economic engine and I’ve narrowed my career interest into two areas. I’d like to take my time deciding whether I want to work for the public or private sector long term. If I decide to stay in the public sector, I’d like to work as a director of marketing or communications for a major transit agency. If I go back to the private sector, I’d like to work for a major corporation that designs and sells transportation solutions and services that improve quality of life and enhance the livability of our cities. To me, this means less congestion, shorter commutes, fewer carbon emissions, and walkable streets. If an opportunity presents itself to work toward these goals in the auto industry, I can certainly see myself working there again. Wired Magazine recently ran a story suggesting the Big Three start thinking of themselves as transportation companies rather than automobile companies. I like the idea.
DD: Is there anything in the program that you think would benefit other auto industry employees?
MS: To me this seems to be an obvious question. It’s pretty clear that surface transportation policy presents a host of opportunities and threats that affect the auto industry. This has been the case since Henry Ford started selling Model Ts.
