Where I am today, which is interesting because I don't think of myself as being anywhere specific yet. I am fortunate. Currently, I am Group Vice President and General Manager of Toyota Motors North America. I don't like titles. I use the title of Team Captain, it's more of who I am. I get to be the team captain of Toyota, and that's a fun job. I grew up in Southern California, went to school at Stanford University. I loved it. I loved my time being a cardinal, I majored in Economics, Global Economies. I was very interested in the global economy and global network. I had a minor in baseball, is what I call it, my career was playing baseball, and I wanted to be a professional baseball player, and I was fortunate to live out that dream the day that I graduated from college. The next day, I started a professional baseball career with the Cincinnati Reds, so I played baseball for two years. I got injured in my second year and decided that maybe it was time for me to wrap up the baseball career. And at that time I was working at Security Pacific Bank in Southern California, and it was the bank that was about ready to be taken over by Bank of America. And I had the opportunity to build about the lending clientele. And I've been doing some research on global economies and money markets. So in between my two baseball seasons, I met my wife. She's amazing. And so what happened is when we decided that baseball was going to be done, We got married and we were kind of deciding what we wanted to do and in Southern California, I came out of the city of Torrance, California and that's where the home of Toyota was at that time and so to a string of events, I ended up meeting a gentleman who got me an interview. I had an interview, would tell you that, and I turned them down, and then he called me to ask why I turned it down? I told him that I just felt uncomfortable and I wasn't feeling it. So the person asked, "Who do you interview with?" They gave me three different people to interview with the next day, So they insisted me to come back, so I came back and I interviewed and went to lunch with some people, and I found the most amazing people on the second interview, and I was so convinced right there that I needed to join this company. But what's interesting is I didn't join the company to stay for a long time. I joined the company in 1992, to get a great name on my resume, and my goal was to use it to get back into the sports field. I wanted to get back into the front office of management, to be a general manager of a baseball team or Lakers. So, I'm a big sports fan and when I came to Toyota, I wasn't planning to stay, and I think this is where my story comes, what I love about my life or job is that I love people. I love interacting with people. I love building relations with people. I love building teams, and Toyota has been the greatest place for me that is why I'm still here now, 20 years later. But at that time when I was going into it, thinking" Let's just give it a try" and also you know, part of my story, because I can never tell my story without telling you a little about who I am. I used the word that I am employed by Toyota but I work for God and I have a faith path that has come together with a business path that tells my whole story from how I got hired to what I'm doing today. So I joined the company, I joined Southern California six months later, as a management trainee, I was sent over to some back up to the San Francisco region. I worked there for approximately seven years. I moved to a lot of different jobs, parts, service, sales, customer satisfaction, distribution. Marketing, General Management. It was great as it gave me a big broad picture which builds of my career and just as a quick note about my story as a management trainee, I was a management trainee for nearly three years and I say that because today most people don't want to be trainee for more than about three months but by me being a trainee and going to every department in our company, I learned so much about all of the business that prepared me for when the opportunity was right to be move up and forward or spread out, I was able to do so and be successful at the next level. I went to San Francisco, I stayed there for seven years, I was moved down to headquarters in Southern California with a Lexus division. I worked on both marketing and the dealer's side of the business and some sales as well. I moved from Lexus back to the Toyota side of the business, and I went out to the Denver region, did two different jobs there at an upper-level management, and then I got interesting thing as it is a part of your question, you asked about the incidents and experiences which helped to shape my career path. Well, here's where one came in. I got a phone call while I was in Denver from a Gentleman by the name of Yoshi Inaba, and he at that time was the CEO and President of Totem Orders of North America. He said "Hey, I want you to come out and be my personal assistant" and I said, "No, thank you." He enquired the reason and I told him that I love what I was doing in Denver and I want to do better for 18 months and my family and he said, "OK, I get that" And I said," But sir, I want you to know is that I have heard the rumors that you're only going to be around for about three more months. So why do you want me for three months? He says, "Well if I were to tell you that I'm going to Japan next week and I'm going to see if I can still stay an extra year and if that happens, would you then consider it?" I said, "Sure".He went to Japan. He came back to the U.S calls me and says, "Hey, I'm staying for another year, come join me." and that was on Thursday and by Monday I was out in his office and I was working for him and the reason it's important because that experience has opened my mind. I went from being North America thinking to now sitting and being with the President and he opened up doors to my mind regarding globally how Toyota works.So he does not only let me become a Personal Assistant, which included a lot of things like taking care of his calendar and traveling with him but he allowed me to be a part of the opening of the creation of our Sayang division, the creation of our distributorship down in Mexico and he also allowed me to see all the pieces of the business through his eyes. It was like being in a full-time MBA class every day, solving problems so that was a unique experience for me. I did that for him for a little over a year, and then I had the next president came in and kept me on and worked with him for another year and a year and quarter.Then I was moved from there to being in a unique role representing our company between we have two private distributorships that we have, 10 that are owned by us and two that are private. I've got to be the liaison between our company and those two privates and not give another unique experience to see through their eyes. I went from there and I was made the head of our Sayang division, which I had helped just five years earlier, helped to roll out with our current CEO, now is Jim Lentz. He allowed me to roll it out with him. So now, five years later, I get to run the division which is crazy and it was a youth division, and I didn't feel that young and it was an edgy brand and I wasn't so sure if I was that edgy. The fact was that it was great, shaped our mind to think differently, not only think younger but much more innovatively, creatively and probably a lot more aggressively to take more risks and I'll talk about that later that take a little more risks. I did that for five years, and then I was moved to the head of our marketing department.We don't have the title of chief marketing officer, but that's the job I did here. We don't use that title anywhere in the company, but I ran marketing over for us here for trade and then about three-plus years ago I have my current roll back to the title of Group Vice President, General Manager for the division. I also have a secondary role, as a global assignment, and that global assignment is a global marketing officer and advisor for the Olympics and Paralympics for our company. 

The responsible decisions that I handle at work are basically anything having to do with operations for the Toyota business. We have 1240 Toyota dealerships, so I'm responsible for the activities that go to supporting them so they could support every guest. We have 12 regional offices, 10 of which we own, two of them are private and I am responsible for all of them. I'm also responsible for our Puerto Rico distributorship and I have some responsibility for our Mexico distributorship as well as our total candidate those who are less in nature but I have responsibilities that are matching to each of those so that is the broad scope. The key departments are marketing, sales what we call market representation or anything having to do with all of the dealership contracts and their performances. We do not own any of our dealerships. They're all privately owned or publicly owned, through public groups but managing them and their output parts and service, accessories, motorsports or anything of branding, dealer advertising all of these pieces go together so, that's kind of the broad of the responsibilities. The decisions I make are to promote the Toyota brand, our sales or performance dealers profitability, our profitability, it's very broad, which is great because I've been able to have so many different roles and jobs, It's like having a moat. I get to experience having a multi career with the inside of one company. I've had 17 different roles in the last 28 years. A lot of those early ones moved very quickly, some of them for six months or a year and though the last few have been five years or so each. From a weekly hour spent, this is hard. I'm going to try to be clear. I travel a lot because there's no way I could do my job of representing all of the customers in the U. S and dealers and distributors if I'm not seeing them, though I could do it but I like being in person like I said before, I love people, so I love being with them, I probably traveled to Japan to our headquarters in Japan once per court, I traveled to our regional offices, each once or twice per year to each one of those, some years maybe three or four times, some might be just once but I'm getting to all of them all the time and then I a lot of travel to functions or specific maybe a special, maybe 5 to 10 year, I go to special dealership openings or I might go to the conferences. I go to Europe, It feels like once or twice a year. I go to Canada a couple of times a year, have gone to places around the globe once. But as you look at discussing weekly hours, it's hard anymore to try to determine because we have that availability from home and I don't necessarily work from home as a specific schedule but I work from home probably an hour every night and a couple of hours in a weekend, just as I want to be thinking and strategizing. I use that time for myself, but task work, I really don't do at home. It's more like thinking and strategizing. On a workweek, each day's really about 12 hours a day that's normal, I usually leave the house a little bit before seven and I usually get home sometime around 7:15. There are about 12 hours a day of work and of that time spent in the office it's 11 and a half. This year, for example, starting this year, I've traveled no less than three days per week or four or five days, we include some of the weekends. I seem to travel about no less than one weekend a month and many times it is two weekends a month traveling, doing business items. So I think that kind of breaks it out but work travel is still probably a 50 to 60% of my total time but that's good as you see people and again working from home is very little.

Inside of work, I have the group of people that I manage directly and they are basically leaders of each of those key departments so, those titles are like a Group Vice President of Marketing, I have a Vice President of Parts of Service Accessories, Vice president of Puerto Rico Price, President of Sales, a lot of Vice President levels, that's who works for me. I have worked specifically with Senior Vice Presidents and our President and CEO. I'm also a board member at one of our affiliate companies so, I'm working there with our Chief Information Officer i.e CIO and everybody in my position around the world is working with the CFO so, you always got the financial side. From the outside, I work with people at my level but, I have the opportunity that I just spent a lot of time with the C suite level people across the industry, but also in other companies and again, I go back to talking about faith. I believe that God's kind of put me in this relational side. I love making friends across the industry and across the company, across other companies, so I've been fortunate. As you asked about the question that what approaches do I find effective and working with them? You know, I was thinking about that. I don't have a different approach than I do with you or anybody of my company or anybody. My go-to approach is My name is Jack Hollis. I am who I am, what you see is what you get. I'm very transparent. I believe in one critical word and that word is Integrity. I've never had to cover my story or cover my background because I believe in the truth and believe in being honest with people so, my approach is to be very direct. I love learning from people and my approach is to ask a lot of questions and learn from people. I found that to be effective, and I love that about the opportunities I've had to meet some of the greatest people on Earth