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Auto Remarketing is recognizing the 2021 Women in Remarketing honorees in the March issue of the magazine, and will be posting Q&As with each of these outstanding leaders on the website.

Next up is Ashleigh Mathews, who is the director of human resources at the McConkey Auction Group.

Auto Remarketing: What do you enjoy most about working in the remarketing industry? But, also, what aspect(s) of the business would you change — and how?

Ashleigh Mathews: There is so much I truly enjoy about this industry! I love how fast-paced and competitive it is, and the ability for this industry to adapt is really quite remarkable. However, for me, it is the people that make it so darn fun and rewarding. This industry is built on the relationships we foster with our employees, our customers, industry partners and the local communities we serve. There is something very special about it and it’s hard to capture in words. 

This last year presented all of us with unique challenges. What I found to be so incredible was how people came together, across the industry, to care for one another as we navigated something so unprecedented.

From sharing resources to help our business safely respond to the pandemic to simple emails and/or phone calls to check-in with colleagues at other auctions, we tabled our competitive nature for the greater good. People in this industry are so passionate, it was refreshing to see that passion transcend beyond the day-to-day aspects of the business. 

This is a people business and I’m fortunate enough to work for an organization that cares so deeply for their employees and puts its people first. It is such a blessing to be a part of the McConkey Auction Group team and learn from a group of amazingly talented and service minded group of people every day.

AR: What are some improvements that need to be made in the industry from a diversity and inclusion perspective? What are some examples you've seen of D&I programs that have worked?

AM: One of the biggest improvements we can make from a diversity, equity and inclusion standpoint is being vulnerable enough to start the conversation about disparities in the workplace. While many companies have already invested vast amounts of time and money on traditional training programs, I think there is an overall lack of honest conversation about diversity and inclusion. It’s a hard thing to do, especially when we haven’t previously talked about disparities as openly. Additionally, these types of conversations require a psychologically safe environment and a commitment to listening with empathy and engaging in a respectful dialogue. 

Being intentional about how we address inequities is also necessary. To me, this means creating specific, actionable steps to elevating diversity in our organizations, from hiring to retaining to advancing people of underrepresented groups. It is one thing to say we are dedicated to maximizing opportunities for all employees, but it is another to lay the framework for how it is going to be accomplished and how we will hold ourselves accountable. All while knowing that there’s no defined endpoint. It is something that we’ll always need to be purposefully working towards. 

I’m inspired by companies like Chipotle and Digital Trends Media Group who have published their plans for making change in their organizations. As leaders, we must be committed to continuously doing better and being transparent with our progress and our setbacks. I, myself, have a lot of learning and unlearning to do. It is scary and uncomfortable most of the time, but I find I’m learning the most when I pushing past that discomfort.

Describe a time when you were either a mentor or a mentee, and how that has shaped your career.

My very first job out of college was with a local manufacturing company in Spokane, Wash., that was experiencing rapid growth at the time I joined them. The director of human resources, Machelle Johnson, took a chance on me and offered me an entry level HR admin position. Looking back, it would have been very easy for her to hire someone with a few years of professional experience under their belt. Someone who would have been more equipped to have an immediate impact on the business’ growing needs. However, Machelle saw something in me that I didn’t see in myself. Her leadership and guidance over the course of the six years we worked together helped shape me into the HR professional that I am today.

She pushed me out of my comfort zone, allowed me to fail forward and celebrated my success. She modeled strength, creativity, confidence and showed me the importance of not being afraid to make my voice heard. I consider myself fortunate to have spent so much of my early career learning from her. And although it’s been almost 10 years since we last worked together, I still seek out her advice and counsel. I aspire to embody her drive, influence and definition of success.

AR: What is the top trend/storyline in the remarketing industry that you're watching this year?

AM: The impact of the pandemic on in-lane versus online selling and the current shortage of used vehicles in the market are two storylines that I’ve been watching and will continue to watch well into 2021. While these seem like the obvious answer, they are trending topics for a reason. The pandemic was the disruptor nobody in the industry could have predicted. We were all forced to shift our business models, evolve our processes and operate 100% digitally for most of last year.

Now we are at a point where the industry is adapting again as restrictions are easing in certain states and some auctions have returned to or are contemplating a return to in-lane sales. With the pandemic still underway, it has been interesting to watch how those auctions are making a return while taking safety into account. 

At MAG, we’ve been operating completely digitally at both DAA Northwest and DAA Seattle for almost a year now. Our core auctions and digital platforms are doing well, but I know I’m not alone when I say I cannot wait until we can be in the lanes again. I miss the rhythm of a live sale and seeing our customers in the lanes. Until we’re able to safely return to the live, dynamic sale-day experience, we’ll continue to be creative in providing the radical level of customer service we’re known for.

AR: What is something you would tell your younger self if you could go back to when you started your career in remarketing?

AM: Although I’ve been in the HR field for almost 16 years, it has only been a little over three years since I began my career in remarketing. My prior experience was in the manufacturing industry, and as I prepped for my first interview with the MAG team, I remember thinking, “If auction day is on Thursday, I’m curious to know what goes on the other four days of the week.”

Clearly, I knew very little about the remarketing business when I joined DAA Northwest in the fall of 2017. So many of the people I work with and others I’ve had the opportunity to meet within the industry, grew up at an auction. They started out working at an auction fresh out of high school or college or it’s the family business. Not only was I new to MAG, I was new to remarketing and felt like I had an immense amount of catching up to do.

I felt that I had to learn as much as I possibly could, as quickly as possible to be an effective part of this team. Looking back, I’d give my younger self a little more grace. This industry is complex and is constantly evolving. Educating yourself is necessary but it takes time to understand the ins and outs of this business and it’s perfectly okay if that knowledge doesn’t come immediately.

In fact, I think the lessons that have happened organically are some of the most rewarding. I find myself telling this to our newest team members that we’ve hired from other industries. Take some time to enjoy the ride. It’s a wild one for sure — there’s never a dull moment in this business. And I couldn’t love it more