Auto Remarketing is recognizing the 2026 Women in Remarketing honorees in the April edition of the magazine and will be posting Q&As with each of these outstanding leaders on the website.

Next up, in alphabetical order by first name, is May Ou, who is vice president of merchandising at OPENLANE.

The Women in Remarketing program is presented by Ally.

What prompted/inspired you to join the auto industry and what do you enjoy most about it?
What drew me to the auto industry is the scale of its impact on everyday life. A vehicle is not a luxury for most people — it is a necessity that enables work, family life, and mobility. Being part of an industry that supports something so fundamental to daily living felt meaningful to me.

OPENLANE, in particular, appealed to me because it operates behind the scenes but plays a critical role in keeping the automotive ecosystem moving. By connecting dealers, enabling efficient wholesale transactions, and supporting the broader supply chain, the platform helps vehicles move more quickly and efficiently through the market and ultimately into the hands of consumers who rely on them.

What I enjoy most is the combination of complexity and tangible impact. The marketplace involves logistics, pricing, supply and demand dynamics, and dealer relationships, which creates constant opportunities to solve problems and improve how the system works. At the same time, the outcomes are very real—better market efficiency for dealers and faster access to vehicles for the consumers who depend on them. That connection between analytical problem-solving and real-world impact is what makes the industry especially rewarding to be part of.

What is the top trend you’re watching in the used-car industry this year?
Trends I’m closely watching this year is the rise of software-defined vehicles and the way the used EV market is evolving as more supply comes online.

Vehicles are increasingly becoming software platforms, where many functions — from driver assistance to infotainment and diagnostics — are controlled and improved through software. What I find particularly interesting is how this benefits consumers even after the first ownership cycle. Features can be updated remotely, issues can be fixed through software updates, and buyers gain better visibility into things like vehicle diagnostics or battery health. In the used market, that transparency can help reduce uncertainty and make vehicles easier to evaluate compared to the traditional “black box” perception of used cars.

At the same time, I’m watching the used EV market closely as a large wave of off-lease EVs begins entering the wholesale channel. That influx of supply will accelerate price discovery and push the market to adapt quickly — whether through improved pricing models, better battery data, or new ways dealers build confidence with buyers.

The intersection of these trends will meaningfully shape how used vehicles are valued and traded in the coming years.

What accomplishment are you most proud of in your career?
One accomplishment I’m most proud of in my career is bringing data and analytical rigor to a business that is fundamentally relationship-driven, even in an increasingly digital world. In the automotive marketplace, platforms and transactions may be digital, but trust, presence, and long-term partnerships with dealers still matter enormously. Strengthening those relationships while scaling through digital channels requires being intentional about where and how we invest our efforts.

With that perspective, I led the effort to architect our U.S. sales force coverage model by applying data science to what had traditionally been managed through qualitative judgment. We analyzed factors such as dealer density, coverage frequency, territory investment, and event engagement, and linked those inputs to measurable outcomes like customer expansion, retention, and share growth.

This work helped us design a more deliberate approach to field presence — ensuring we deepen relationships where it matters most while complementing our digital marketplace. Rather than replacing the human element, the goal was to amplify it with better insights.

The result is a stronger foundation for growth and customer experience, reflected in our growth over the past 18 months and the momentum we see continuing forward.

Who is someone who has inspired you personally or professionally?
My favorite book that has influenced me both personally and professionally is “Algorithms to Live By.” What stood out to me is how principles from computer science — things designed to help computers make optimal decisions — can also guide how we approach real-life problems.

For example, the book discusses the explore vs. exploit problem: how much time you should spend exploring new options versus committing to the best option you’ve found. One insight is the “37% rule,” which suggests spending the first portion of time exploring before committing. That concept applies surprisingly well to hiring, partnerships, and even market strategies — balancing learning with decisive action.

Another concept I appreciated is optimal stopping and planning. The book emphasizes that better outcomes often come from designing the decision process itself, not just reacting to situations as they arise. That idea reinforced my belief that life and business outcomes are rarely random; they often follow causal patterns that can be understood and managed.

It encourages a mindset of intentional design — taking time to frame the problem correctly and plan the system, because investing that effort upfront ultimately allows you to move faster and make better decisions later.

Who is someone who has inspired you personally or professionally?
Someone who has influenced how I think professionally is Charlie Munger, the longtime partner of Warren Buffett at Berkshire Hathaway. What resonates with me most is his idea of building a “latticework of mental models” drawn from multiple disciplines to understand how the world actually works.

Early in my career, I noticed that many important business decisions—especially in areas like sales, customer relationships, or market strategy—were often explained in qualitative terms or intuition. Munger’s thinking reinforced a belief I already had forming: that most outcomes are not random. There are usually underlying cause-and-effect systems if you look closely enough.

One concept of his that I try to apply frequently is inversion — thinking about what would cause failure and designing processes to avoid those pitfalls. I find that approach particularly useful when building operating models or making structural decisions in a business.

What I admire about Munger is the discipline behind his thinking. He constantly encourages people to slow down, understand the system, and draw from multiple perspectives before acting. That mindset has shaped how I approach problem solving — spending more time defining the problem and designing the system so that better outcomes happen more consistently.