GM's Top Dog Just Roasted SA's Car Industry – And He's Not Wrong

**Jislaaik.** GM President Mark Reuss basically told *Car and Driver* that decades of short-sighted bean-counting nearly killed the company – and he's building a future where engineers, not just accountants, call the shots. This isn’t just about the automotive industry; it’s a brutal lesson for any South African business that forgets what it’s actually *good* at. We’ve seen it here, bru – companies chasing quick profits, outsourcing their core competencies until they’re left with nothing but a fancy marketing department. GM almost went that route, and Reuss is laying bare exactly how close they came to the brink. ## From Factory Floor to the Top Office: Reuss's Story is Proper Befok Mark Reuss hasn’t just *worked* at General Motors for decades; he’s bled GM blue. Starting as a factory floor intern back in 1983, while still a student, he clawed his way up to President in January 2019. That’s commitment, even if you don't factor in the shadow cast by his father, Lloyd Reuss. The senior Reuss, a GM veteran himself, was unceremoniously booted from the President’s chair in 1992 after a brief stint, during a period where GM was, shall we say, *struggling*. It’s a story rife with irony. Some whispered that Mark Reuss benefitted from nepotism, but that claim conveniently ignores the fact that his father’s exit came a full 27 years before his son reached the top. Reuss’s journey is a proper grind – mechanical engineer, MBA, running the Australian Holden subsidiary (remember those?), global product development, and even creating GM’s Performance Division. The guy knows cars. He's responsible for the Cadillac V-Series, the resurrection of the Chevrolet SS, and, crucially, keeping the Corvette lekker. ## Bean Counters vs. Gearheads: The War That Almost Destroyed GM Reuss doesn't mince words about what nearly sunk GM. It was a decades-long war between the engineers – the “gearheads” – and the cost cutters – the “bean counters”. For a long period, the bean counters were winning, and product quality took a serious backseat. “It seems like there was barely a year that went by that didn't have a reorganization,” Reuss told *Car and Driver*. He believes the current structure – with a “car guy” (himself) as President and Mary Barra as CEO – is crucial. “This is the first time we've had this structure for a long, long time. Which is a really good structure.” It's about balance, he says, but giving engineering innovation the respect it deserves. Because, let’s be real, a lekker spreadsheet won’t sell you a dream, but a well-engineered car will. This is a lesson for any South African business. You can’t cut costs to the bone and expect to deliver a world-class product. You need to invest in the people who actually *make* the thing. ## 700,000 Cars Under R300k: GM Isn't Just About Big Trucks, Bru Let’s be honest, when you think GM, you probably think massive SUVs and pick-up trucks. But Reuss is keen to point out they’re not just about catering to the Sandton set. They moved a staggering 700,000 cars last year priced at US$30,000 or less (approximately R300,000 at today’s exchange rates). That’s a huge number, and it demonstrates a commitment to affordable vehicles. “Those cars are really hard to do,” Reuss admitted. It’s easy to build a luxury vehicle and slap a hefty price tag on it. It’s a whole other ball game to deliver value for money. They’ve also clocked up 800 million miles of Super Cruise usage without a single incident, with over 600,000 drivers using it across 23 different models. That’s serious tech working, and it shows GM is hitting the mark with what people actually want. ## Sedans Are Back? Why GM's Re-Thinking the 'No Cars' Strategy Remember when everyone decided sedans were dead? GM seemed to be part of that crowd for a while. But now, the rumour mill is turning. The Cadillac CT5 is making a return on their new Alpha platform. And whispers of a Buick sedan, a Chevrolet sedan, and even a new Camaro are circulating. Reuss is playing coy, admitting that much of it is “speculative”, but he’s clearly passionate about the idea. “A lot of those have been great for a long time, and they mean something to the brand. So that never goes away.” Maybe the demand for a proper family saloon wasn’t as extinguished as everyone thought. Perhaps people still want something other than a massive SUV to navigate the Durban beachfront traffic. ## China's Secret Weapon: No Pesky Shareholders? The Chinese automotive industry is a force to be reckoned with, and Reuss acknowledges they have a distinct advantage. They’re “in it for the long game,” and they don't have to answer to impatient shareholders demanding quarterly profits. “There are probably only three or four Chinese companies that are making money there, and that's largely because they're supplying batteries to the rest of the Chinese [automakers].” GM is making money in China, but they’re doing it by relying on market discipline and the strength of their brands – Buicks and Cadillacs, specifically. They’re not just slapping a badge on a Chinese platform. Reuss believes a great car will always win out, and GM is currently ranked number one in user interface in China, with highly-rated semi-autonomous technology. ## Vertical Integration & Battery Tech: GM's Playing the Long Game GM is making a massive bet on battery technology, and they’re doing something most automakers aren’t: vertical integration. They’re building their own battery plants and developing their own battery chemistries. “Learning how to make new battery chemistries is really important,” Reuss explained. “It comes from looking at who we are today and what we want to be.” They’ve already proven they can build things in-house – like engine blocks and cylinder heads – and they’re applying that same philosophy to batteries. This is a crucial move for the future of EVs, ensuring they control their own supply chain and aren’t reliant on external suppliers. ## Remember When GM Thought It Was Just a Marketing Company? Eish… Reuss doesn’t shy away from admitting GM made some serious mistakes in the past. At one point, they outsourced so much production that they essentially thought of themselves as a “marketing company”. As he put it, “If you forget who you are and what you're good at, you're exposed.” It’s a stark warning to any South African business. Outsourcing is fine, but not if it means losing your core competencies. You need to know *how* things are made, not just *how* to sell them. It’s a lesson that’s as relevant in Cape Town CBD as it is in Detroit. **The Verdict:** Mark Reuss and GM are finally acknowledging the mistakes of the past and building a future where engineering prowess and long-term vision take precedence over short-term profits. It’s a refreshing change, and a crucial one for the survival of the company. The commitment to affordable vehicles, the potential return of iconic sedans, and the bold move towards vertical integration in battery technology all point to a GM that’s serious about competing in the future. This isn't just about cars; it's a case study in how to rebuild a company from the brink. But here's the kicker: with GM seemingly back on track, what does this mean for the other automotive giants? Are they about to face the same reckoning?