How did you get started as an entrepreneur?

Julie Bariseau: “Our car dealership has been in business for four generations. The company was founded by my great-grandmother and my grandfather. I think my great-grandmother was quite ahead of her time. A woman in the automotive industry was certainly a rare sight back then. Unfortunately, I’m too young to have known her.”

I am now the CEO of our family business, which I run together with my husband and my father, among others. Before I took on the role of CEO, decisions were made by five people at once, which often meant they never got made, and no one was ultimately responsible for managing the implementation of our actions and projects. After consulting with various parties, we realized at the end of 2018 that we needed to appoint a single person as leader. That’s when I took on that role.

"I have enormous admiration for what my father built as the company's leader. At the same time, my husband and I want to start a new chapter. We want to be remembered as entrepreneurs, rather than simply as people who carried on the business."

What does the distinction between “obstacles vs. conditions of the game” mean to you?

“This distinction is very relevant to me. We are franchisees, which means we always have to adhere to certain rules or conditions. There are always rules of the game. Right now, I’m experiencing this distinction in two areas: first, in our partnership with our supplier and the changes in the automotive sector, and second, due to the COVID-19 crisis.”

First and foremost, we are an Opel dealer, which means we have to meet Opel’s standards and sales targets. Some time ago, Opel was acquired by another group, which changed the rules of the game. The revenue model is different, and there is greater pressure on our margins. I see that business owners in our sector are reacting to this in different ways. Some see it as a huge stumbling block. They cling to the past and resist the changes. But those changes are coming anyway. If you aren’t prepared for them, you’ll suddenly find an obstacle in your path and be left with fewer options.

Other entrepreneurs, including us, view these changes as part of the game. At that point, you accept the new reality. You don’t waste energy on resistance and frustration, but instead look for ways to turn these changes into opportunities for growth. That way, you gain an edge over your competitors, who see these changes merely as obstacles.

A year ago, we realized that we are not primarily franchisees, but entrepreneurs. At the same time, we became aware that our business model was about to change in the short term. At that point, we set a new goal. We realized that the partnership with our main supplier was just one possibility for the future. We decided to build two companies, one of which is a completely new venture. With the new company, we want not only to find a solution for our current revenue model but also to respond to consumers’ new mobility needs. Our goal is to establish a car company that is ready for the future.”

What does a leader mean to you?

“There are two things I find very important: a leader is someone who can inspire others with their vision. It is someone who can translate that vision to every level of the organization and show employees what their role is in bringing that vision to life. Second, a leader empowers others. For example, I give employees the space to take responsibility so that we can grow as a team. A leader manages agreements and doesn’t constantly walk around correcting people or solving things themselves.”

What is the hardest decision you have had to make as an entrepreneur?

“We currently run our dealership together with the Mottrie family. A few years ago, we were working with yet another family. So we had three different partners in the business. The Mottrie family was already our partner back then, but we parted ways with the other family.”

When I realized what my future would look like with that third partner, I said to my father, “I don’t think there’s any future possible without that partner. We don’t share the same vision.” At that point, parting ways with that partner would have had a major financial impact, so making that decision was difficult. I learned then that three things are important in a partnership: that you share a common vision, that you make clear agreements about who is responsible for what, and that you and your partner can give each other honest feedback.”

What would you have liked to know before you started your business? “I now realize that I didn’t achieve certain results in the past because I didn’t have in-depth conversations. The conversations with my team remained superficial. Now, when I enter a conversation, I really listen, ask
follow-up questions, and engage in a meaningful conversation. This allows me to get to the heart of why someone isn’t performing at their best and how I can offer support. Ultimately, we make clear agreements, and I have more room to focus on my own core tasks.”

What drives you?

“Change and growth. For me, standing still means falling behind. I’m constantly making decisions that drive growth for my team and my company. But I have to make sure everyone is on board, because I’ve often already reached point B while my team is still on their way.”

How do you contribute to your community?
“During the COVID-19 crisis, we provided cars free of charge to healthcare workers, the local hospital, and fellow business owners. But even outside of the crisis, we provide transportation for local events and sports clubs. That’s how we aim to support our immediate community.”