The transition to a single-CEO model is supported by a well-defined governance structure that clearly separates strategic oversight from executive decision-making.

Antonio Tulio Jou Inchausti has stepped into the role of Chief Executive Officer at Unique Rubber Technologies, taking charge at a pivotal moment as the company sharpens its focus on innovation, operational discipline and long-term growth in the global retreading industry. Speaking exclusively to Tyre Trends, he unfolds the forward path.

What are the first three strategic priorities you plan to redefine Unique Rubber Technologies in your first 12–18 months as CEO?

Focus will be strengthening what truly sustains the company viz-a-viz our people, culture and responsibility for the future. The safety of our teams comes first, and throughout 2026, we are implementing a robust SafeStart programme to further embed a culture of care, prevention and accountability across the organisation.

At the same time, we will continue to invest strongly in the development of our people, empowering them to deliver their best every day and reinforcing talent as a key pillar of our success. These priorities support our sustainable growth journey, honouring the legacy of the 50 years we have recently completed while preparing the company for its next phase of evolution, guided by consistency, purpose and long-term vision.

Where do you see the company under-positioned today and how do you intend to close that gap?

Unique Rubber Technologies is well positioned as one of the most relevant players in the retreading market in Latin America, holding leadership positions through its Tipler and Borex brands. Our continuously expanding dealer network delivers strong value to the market by offering products and services recognised for its high quality, reliability and outstanding mileage performance, exactly what end customers expect from our solutions.

Looking ahead, our focus is on expanding into new and complementary markets, growing alongside our existing customers while also addressing opportunities in product segments where we see room to evolve through innovation and embedded technologies in our processes.

How do modern manufacturing and retreading heritage come together in your value proposition?

We are proud to operate one of the most modern manufacturing facilities in the industry, which reinforces safety, consistency and product quality. At the same time, we remain committed to preserving and advancing the company’s legacy by promoting the efficient use of natural resources, inherent to our retreading processes, and by contributing to lower transportation costs through products that combine high mileage performance, safety and reliability.

How will you balance research and development ambition with cost discipline and time-to-market pressures?

Innovation at our company is guided by a disciplined and long-term approach. Our research and development teams continuously monitor developments not only in the domestic market but also in key international markets, ensuring we remain aligned with the most advanced product concepts, equipment and manufacturing technologies available globally.

At the same time, we consistently optimise our processes to maintain a cost structure that is well aligned with market demand, allowing us to remain competitive while accelerating time to market. Our perspective is not short-term; we regularly review our strategic planning with a five-year horizon, focusing on improvements that will translate into superior products and services over time.

How do you balance innovation with market needs to deliver consistent performance?

We firmly believe that high-quality products delivering superior mileage and performance will always earn customer preference and balancing innovation with market needs, execution discipline and sustainable results is at the core of how we continue to move forward every day.

What specific inefficiencies in operations or supply chain have you already identified and what measurable improvements should stakeholders expect?

As with any industrial operation operating at scale, there are always opportunities to improve efficiency and our focus has been on identifying areas where greater integration, predictability and agility can be achieved across operations and the supply chain.

We have already identified opportunities to optimise process flows, reduce variability and strengthen coordination with key suppliers, leveraging data, standardisation and better planning tools. These initiatives are designed to improve lead times, increase reliability and enhance overall operational efficiency without compromising quality or safety.

What measurable improvements can stakeholders expect from this strategy?

Stakeholders can expect measurable improvements in service levels, operational consistency and cost efficiency over the coming cycles as well as a more resilient supply chain capable of supporting our growth strategy. Our approach will be focused on delivering tangible results and keep building a continuous and stronger operational foundation for the future.

How will your approach to client engagement differ from the previous co-CEO model, particularly with global OEMs and strategic partners?

Approach to client engagement is built on continuity while further strengthening clarity, consistency and proximity in how we engage with our customers and partners. The company has established strong relationships over the years and my role as CEO is to enhance those connections through more direct and structured strategic dialogue, particularly with global OEMs and key strategic partners.

We will ensure closer alignment between our commercial, technical and operational teams, enabling faster decision-making and a more cohesive value proposition across markets. Beyond transactional interactions, our focus is on deepening long-term partnerships through collaboration, joint development initiatives and shared growth agendas.

With the former co-CEOs remaining active in governance bodies, how will decision-making authority be clearly defined to avoid strategic overlap or delays?

The transition to a single-CEO model is supported by a well-defined governance structure that clearly separates strategic oversight from executive decision-making. While the former co-CEOs continue to contribute through governance bodies, their role is focused on guidance, continuity and long-term perspective, rather than day-to-day management.

Executive authority and accountability are clearly defined within the leadership team, enabling agile, timely and consistent decision-making. This structure ensures strategic alignment without overlap, preserves institutional knowledge and allows us to move forward with clarity, speed and discipline, fully aligned with our long-term objectives and growth strategy.

Will future growth come from expansion, new products or deeper market penetration?

Our future growth will be driven by a balanced combination of geographic expansion, innovation in product platforms and deeper penetration in existing markets. We see significant opportunities to strengthen our presence where we already operate by expanding our portfolio, increasing customer proximity and extracting more value from established relationships.

At the same time, we will selectively pursue geographic expansion into markets that align with our capabilities and long-term strategy. Innovation remains a key enabler across all fronts, allowing us to develop new product platforms and solutions that respond to evolving customer needs and regulatory requirements. This diversified growth approach provides resilience, scalability and consistency, ensuring that the company continues to grow in a disciplined and sustainable manner.

How prepared is the company to meet stricter regulatory and ESG demands?

Sustainability is deeply embedded in our business model and operational practices, well beyond branding or positioning. Our retreading solutions inherently contribute to the efficient use of natural resources and lower environmental impact, which places us in a strong position to meet increasingly stringent regulatory and ESG requirements.

We continuously invest in safer, more efficient processes, advanced technologies and responsible sourcing to ensure compliance with evolving regulations across the markets we serve. At the same time, we work closely with customers to align our products and services with their sustainability and compliance mandates, offering solutions that combine environmental responsibility, safety, performance and economic value.

Which competitors or substitute technologies pose the biggest threat to your business model over the next five years?

Rather than focusing on individual competitors, we closely monitor broader industry dynamics and substitute technologies that could influence customer choices over the next five years.

The main competitive pressure comes from solutions that promise lower upfront costs or alternative lifecycle approaches, even if they do not always deliver the same levels of performance, safety or sustainability over time.

How does the company turn industry and regulatory shifts into competitive advantage?

Our business model is built on proven technology, high-quality products and superior mileage performance, which continue to be highly valued by customers focused on total cost of ownership and operational efficiency.

We remain attentive to technological shifts, regulatory changes and evolving mobility trends and we continuously invest in innovation, process optimisation and product development to ensure our solutions remain relevant and competitive. This proactive and disciplined approach allows us not only to mitigate potential threats but also to turn industry evolution into opportunities for differentiation and long-term growth.

How will you define success in this role?

I will define success in this role by the strength and sustainability of the organisation we continue to build. Success means a company where people feel safe, engaged and empowered, where customers recognise us as a trusted and long-term partner and where our products consistently deliver quality, reliability and performance.

It also means advancing the company’s strategic objectives with discipline, clarity and consistency while preserving the values and legacy built over the past 50 years. Ultimately, success will be reflected in the company’s ability to grow responsibly, adapt to change and create lasting value for customers, employees and all stakeholders.

Kumho Tire USA has appointed Carolina Wagner as its new Vice President of Marketing, a move aimed at reinforcing the company’s brand strength and competitive edge across the passenger, light truck and commercial vehicle segments in United States.

Wagner will take charge of all marketing operations for Kumho Tire USA, including brand strategy, product marketing, digital outreach, demand generation and sales support. Working alongside executive leadership and the sales team, she will focus on aligning marketing efforts with the firm’s ambitious growth objectives in the American market.

With over 25 years of executive experience at global tyre companies such as Continental Tires the Americas and Goodyear, Wagner has led growth and brand initiatives across the tyre, mobility, SaaS and material handling sectors. Her career began in Rio de Janeiro, advancing through leadership roles in Brazil and Latin America before moving to United States. She holds a bachelor’s degree in business administration from Universidade Santa Úrsula and an MBA from IBMEC Rio de Janeiro.

Ed Cho, CEO, Kumho Tire USA, said, "Carolina's arrival marks a pivotal moment for Kumho Tire. Her deep expertise in the tyre industry, combined with her proven ability to build integrated marketing strategies that deliver measurable results, makes her the ideal leader to drive our next chapter. We are confident that she will be a key force in taking Kumho Tire's brand positioning to the next level."

Wagner said, "I am incredibly excited to join Kumho Tire and work alongside the executive leadership team to continue elevating the brand in the US. The company has tremendous growth potential with high-quality new products on the roadmap that deliver on its performance without compromise mantra. I'm excited to execute integrated, data-driven strategies to increase brand awareness and ultimately fuel growth."

Mahatma Gandhi University’s School of Polymer Science and Technology has announced the opening of admissions for its Executive M.Tech programme in Polymer Engineering and Nanotechnology for the 2026–27 academic year, targeting working professionals and industry-sponsored candidates seeking advanced technical specialisation.

The programme will be conducted at the Convergence Academia Complex, located on the second floor of the university campus at Priyadarshini Hills, P.O. Kottayam, Kerala. The university, which is graded as a Category 1 autonomous institution by the University Grants Commission (UGC), is positioning the course as an industry-aligned offering designed to bridge academic research and industrial application.

Admissions are currently open, with the last date for submitting applications set as 30 April  2026.

Designed For Industry Professionals

The Executive M.Tech programme is tailored specifically for working professionals, reflecting the growing demand for flexible, advanced education pathways within technical industries. Sponsored candidates from organisations, as well as direct applicants with relevant professional experience, are eligible to apply.

Candidates must hold either an M.Sc. or B.Tech degree in relevant science or engineering disciplines. While preference will be given to employed candidates, others may also be considered subject to seat availability.

The programme offers a total of 24 seats, including 20 allocated for Indian candidates and four reserved for international applicants, signalling the university’s intent to attract a diverse cohort.

Interdisciplinary Focus

The curriculum emphasises an interdisciplinary approach, combining Polymer Engineering, Nanotechnology and Materials Science. This structure reflects broader shifts within manufacturing and materials industries, where cross-domain expertise is increasingly critical.

Courses will be delivered by a mix of academic faculty and industry practitioners, ensuring exposure to both theoretical frameworks and real-world applications. The university highlights that this dual approach is aimed at equipping professionals with practical insights alongside advanced technical knowledge.

Programme Highlights

Among the key features of the course are its focus on industry relevance and its alignment with evolving technological demands. The programme is structured to support professionals in enhancing their capabilities without stepping away from their careers.

The university notes that the course is particularly suited to those looking to deepen expertise in polymer science and nanotechnology while remaining engaged in industrial roles.

Application Process

Applications for the programme must be submitted online via the official application form:
https://forms.gle/yfTeeevAVLzmuK8P9

Prospective candidates can access additional information through the School of Polymer Science and Technology’s website at spst.mgu.ac.in.

TVS Srichakra Limited has assumed contractual rights and obligations from its US subsidiary under an agreement with Bristol Motor Speedway LLC.

The Madurai-based company said in a regulatory filing that it executed an assignment and assumption agreement on April 10, 2026 with Super Grip Corporation and Bristol Motor Speedway. Under the arrangement, TVS Srichakra takes over all rights, duties and obligations previously held by Super Grip Corporation under a suite licence agreement dated February 16, 2024 and a sponsorship agreement dated April 5, 2024.

The company will pay USD 1,033,250 in instalments over the remaining term of the agreements. No consideration is payable to Super Grip Corporation for the transfer.

The original terms of the licence and sponsorship agreements remain unchanged, and the arrangements are set to run until December 31, 2028.

TVS Srichakra said the move was intended to enhance the visibility and reach of its brands in global markets.

Super Grip Corporation is a wholly owned subsidiary of the company, while Bristol Motor Speedway is an unrelated third party. The assignment between TVS Srichakra and Super Grip Corporation qualifies as a related party transaction and has been conducted on an arm’s length basis.

Autopromotec has officially confirmed a new management structure, appointing Dr Enrica Lazzarini as Chief Executive Officer and Dr Guido Gambassi as Chief Strategy Officer. The decision, confirmed by the Board of Directors, reflects a strategy focused on leadership continuity by promoting experienced and respected internal figures already well established in the automotive equipment and aftermarket sector. The new leadership roles take effect from May 2026.

Under the new organizational chart, Dr Lazzarini was named Secretary General of AICA, the Italian Association of Automotive Equipment Manufacturers, on 5 March 2026. AICA jointly owns the Autopromotec trade fair with AIRP, the Italian Association of Tyre Retreaders. The next edition of the biennial exhibition is scheduled to take place from 26 to 29 May 2027, at the BolognaFiere exhibition centre.

Dr Gambassi now adds the CSO role to his existing responsibilities, which include serving as CEO of EditProm, the publisher of Pneurama magazine, as well as Secretary General of both AIRP and Federpneus, the National Association of Specialist Tyre Retailers. Federpneus operates its training workshop at the Casa Autopromotec headquarters.

The outgoing CEO and former AICA Secretary General, Renzo Servadei, who stepped down for personal reasons, has fully endorsed the new appointments. He has pledged his support for the upcoming 2027 edition to ensure strategic and organisational continuity across all entities responsible for the fair.

Dr Lazzarini said, “I welcome this new challenge with great enthusiasm and am honoured by the trust placed in me. Coordinating the next edition of Autopromotec will undoubtedly be stimulating, and I am certain that with the support of this team, which has been well-established for years, we will organise an event that lives up to the expectations of our exhibitors and visitors. The automotive sector is today increasingly characterised by structural and extremely dynamic innovations, which require the ability to react and analyse. Changes are happening so rapidly that it is now essential and fundamental to see and experience all the innovations first-hand, an opportunity that arises exclusively at events such as those made possible by Autopromotec.”

Dr Gambassi said, “What makes Autopromotec the most specialised trade fair in the sector is its ability to integrate innovations and market trends, thanks to its unique nature. Having a membership base and hosting so many organisations embedded within the fabric of the sector within its premises ensures that Autopromotec continues to be an international benchmark.”

Servadei said, “It is with great emotion and deep gratitude that I step down from both roles I have held to date, confident that the new management team at Autopromotec will carry forward the traditions that make our event unique whilst incorporating all the innovations the future holds. I am delighted that internal staff have been promoted, bringing with them their wealth of connections and relationships, which are our greatest asset: the ability to identify, understand and develop the needs of our exhibitors.”