Steve Bernard: A story of tires, passion, and generations
Steve Bernard, president of Groupe Robert Bernard, shares his professional journey which began at a very young age installing tires. He held several positions in the family business before taking on leadership, continuing a 75‑year legacy and now involving a fourth generation. Today, the organization has 31 workshops and 680 employees, and continues to grow especially through strategic acquisitions. Steve Bernard emphasizes the importance of preserving human and family values despite expansion, by focusing on closeness with employees and customer satisfaction.
This interview is only available in French.
What is your career path in the industry?
My career in the industry goes back to when I was sixteen years old, when I started installing tires. I then had the chance to go through almost every position in the family business: counter sales, manager of our retreading plants, then head of distribution. We even operated a distribution company for several years, which gradually brought me into my current role as president.
The company recently celebrated its 75th anniversary. It is a great pride for us to today be in the third generation, while still having the second generation with us supporting and encouraging us. The fourth generation is now involved, already taking management positions in our Granby workshops.
What challenges are you facing?
The greatest challenge we face in our growth is succeeding in preserving our family values. In other words, to keep the spirit of a small business inside a large one. For me, that means staying close to people, remaining agile, making the right decisions quickly and always acting in the best interest of the organization.
Our priority is to avoid becoming a heavy structure that is difficult to move, like an ocean liner that takes a year to turn around. We want to maintain that closeness which allows us to serve our clients well. And to achieve this, we firmly believe that our employees are our first clients: if they are happy and well supported, it naturally reflects in the satisfaction of our customers.
What advice would you give to people who have just joined the auto care industry?
Succession is a major issue in our industry, as in many other trades where the work is physically demanding. It is not always easy to attract and retain talent, especially for mechanical positions, but I believe the situation is improving compared to a few years ago. We feel a renewed interest in and curiosity for the trade.
My advice to those just starting is to remain open to continuous learning. Vehicles are evolving rapidly—electric, hybrid, increasingly sophisticated—and one must constantly train to be ready to repair the cars of tomorrow, and not just those of the past. It is a challenge, but also a great opportunity for growth.
Today there are more and more initiatives, notably by AIA Canada and the CPA, to support continuous training and offer technicians the tools needed to progress. It is an industry where you have to invest in yourself, but which, in return, offers solid prospects.
I am convinced that this is a great profession, destined to become increasingly valued, precisely because it is essential and that there will always be vehicles to repair.
As a member of the Quebec Division of AIA Canada, what do you believe are the challenges facing the industry?
I joined AIA Canada because I believe it is essential to actively participate in the future of the entire industry, and not just focus on our own workshops. If we want to protect our field against the various threats that may arise, we must be present and get involved.
What particularly caught my attention is the question of the right to repair, an issue discussed for many years. It was by stepping back that I realized how crucial it was to defend this dossier. By getting involved, we can influence, move things forward and stay in a mode of control rather than reaction.
What I also appreciate about AIA Canada is that it is not just a local representation, but a voice that carries at the national scale. Thanks to the AIA Canada Quebec division, we are part of a network that represents the entire Canadian aftermarket and is heard at all government levels. For me, that makes all the difference.
Could you tell us about your passion—auto racing—which is closely tied to your industry? How did it all start?
Actually, auto racing is a passion I have had for a long time. In my family, my uncle raced drag cars and my father was his mechanic. I also did a bit of karting, and from a young age I already had a taste for speed. Even before being allowed to drive a car, I found that taste already in other sports, like skiing.
When I finally got the chance to drive, it was a true revelation. My father did not believe much in my interest at first, because I am not someone who likes to watch races on television—I am someone who wants to live with them. And as soon as I had the chance to get into it, it became a true passion. I was fortunate to have been surrounded by a family involved in the trade and a company that agreed to invest so I could take part in this sport, which is extremely costly.
Today, it is a passion I also passed on to my nephews. And beyond adrenaline, racing is an essential outlet for me. Being an entrepreneur is demanding; it never stops. Racing is my way to unplug, clear my mind, concentrate only on the present moment. At that speed, you cannot think of anything else. That is what brings me balance, even if it means spending a little less time with my family during the summer. Fortunately, I am lucky to have their support, and it allows me to continue living this passion fully.
What are the specific challenges in the auto care industry?
I remain positive regarding the current and future challenges in our sector. We speak a lot about vehicles becoming increasingly sophisticated, the law on the right to repair and even autonomous mobility. In my opinion, these changes will transform our habits, but they will not make the automobile disappear—on the contrary.
If we look ahead, with the eventual arrival of autonomous vehicles and car‑sharing, we can expect that cars will be driven more and accumulate more mileage. Even though some uses evolve–for example less parking or more shared vehicles–there will always remain a strong need to move, to travel, to get away for refreshment. The automobile will therefore remain essential, and I believe the auto care sector has a key role to play in this transformation.
Our industry is distinguished above all by its closeness to the client: a tailored service, quality, at a fair price. The auto care sector, with its agility and versatility in facing different models, has a clear competitive advantage.
Finally, beyond the technical side, there is also the importance of grouping together, sharing our practices and better structuring our working and billing methods. With great unity and better ongoing training, we will be able to stand out even more and ensure the sustainability of our industry.
About Groupe Robert Bernard
Groupe Robert Bernard is a Quebec-based, family-run business founded in 1950. Now in its fourth generation, the company operates 31 workshops and employs 680 people. It focuses on tire services, mechanical repairs, and windshield work, maintaining a commitment to continuity, community, and practical service across the province.
About the campaign I am AIA
I am AIA aims to raise the profile of auto care industry professionals in Canada with the goal of humanizing our industry and showcasing members of AIA Canada. If you are interested in participating in sharing your story through this campaign, we encourage you to apply.