Future-proofing Canada’s auto care workforce through mentorship
Canada’s auto care sector has long been defined by experience, resilience, and relationships built over decades. Today, it stands at an inflection point. As veteran professionals begin to step away from the industry, a new generation is ready to step in, but not without challenges. In a conversation with Adam Malik, editor-in-chief at Turnkey Media Solutions – Automotive group, YPA Committee member, and the 2026 recipient of the Young Leader of the Year award, the path forward depends on how well the industry connects these two worlds. “The young people are the future of this industry,” he says. “If you invest in them, not only does your company benefit, but the industry benefits as well.”
Rethinking value: Mentorship and meaningful development
One of the clearest disconnects lies in how value is perceived across generations. Malik points to mentorship and professional development opportunities, such as speed mentoring events, that are sometimes overlooked or deprioritized. While larger conferences are often viewed as direct business investments, more intimate learning environments can be dismissed as optional. This, he argues, sends the wrong message. “This is just a wealth of knowledge,” he explains, referring to seasoned mentors. “People like that would be great to just pick the brains of.” For young professionals, these moments are both beneficial and foundational.
At its core, the issue is not a lack of ambition, but a mismatch in expectations. Younger professionals are entering an increasingly complex and fast-evolving industry. They are looking for clarity and direction. “What is the big picture here for me?” Malik says, capturing a common mindset. Entry-level experience is not the issue, but the absence of a clear pathway is. When growth feels undefined, engagement can quickly fade.
Economic realities further shape this perspective. With rising living costs, young professionals are less able to spend extended periods in roles that do not build meaningful skills. As Malik notes, “I am here to learn. I want to see a career path.” Organizations that fail to connect daily responsibilities to long-term progression risk losing talent early.
Closing the communication gap
Communication is another critical factor in bridging the gap. Traditional approaches, such as annual or semi-annual performance reviews, are increasingly out of step with modern expectations. Younger employees value timely, direct feedback. “I do not want to wait six months to hear about something good or bad that I did five months ago,” Malik explains. Continuous dialogue not only improves performance but also builds trust and accountability.
Company culture ultimately determines whether generational differences become barriers or strengths. Malik emphasizes the importance of creating environments where questions are encouraged and ideas are welcomed. Yet, current data suggests there is work to be done. Referencing industry research, he notes that only a small percentage of young professionals consistently feel comfortable sharing ideas with senior leadership. “Why do they not feel comfortable?” he asks. “Are you creating a safe space to ask questions?”
Importantly, this relationship is not one-sided. While experienced professionals offer deep industry knowledge, younger employees bring new perspectives, particularly in technology and innovation. “Who better to help you understand the trends than young people?” Malik says. Embracing this exchange, often called reverse mentoring, can unlock new opportunities for growth across organizations.
Investing in the future of the industry
Investment in training and development remains central to this evolution. While technical training is essential, Malik stresses that it is only part of the equation. “It is not just the technical skills that need training. It is our soft skills, our human skills.” Development signals commitment. When employees see that their growth matters, it drives both confidence and loyalty.
The risks of inaction are significant. As experienced professionals retire, the industry faces the potential for a major knowledge gap. “That knowledge is leaving,” Malik warns. Without intentional efforts to transfer expertise and develop new talent, long-term sustainability is at stake.
Looking ahead, success in Canada’s auto care sector will depend on collaboration, adaptability, and a shared commitment to growth. Future leaders will need to combine technical expertise with strong interpersonal skills as they work across organizations to address industry-wide challenges. As Malik puts it, “We are stronger as one, rather than working separately.”
Bridging the generational gap is not simply about understanding differences. It is about leveraging them. By investing in young professionals today and fostering open, collaborative environments, Canada’s auto care sector can build a more resilient, innovative, and connected future.