Tyres, an essential yet often overlooked vehicle component, play a pivotal role in performance and safety. Since 2006, Jonathan Benson’s Tyre Reviews has been a trusted resource, offering independent, data-driven insights. Through his YouTube channel, with over 60 million views, and his website, Benson empowers consumers across Europe and the US to make informed tyre choices.

Tyres are as important as any other component in a vehicle, maybe even more. However, while selecting tyres, we seldom look towards deeper insights to derive which fits our needs best. Reviewing tyres before purchase is crucial for obtaining metrics that help derive optimum performance for any vehicle.

Jonathan Benson-led Tyre Reviews has been working since 2006 to help select tyres better. The automotive enthusiast offers actionable insights into the rubber wear through his YouTube Channel, which has over 60 million views, and his website, covering the European and US markets.

A tete-a-tete with the independent reviewer by Tyre Trends explored his aspirations and methodology. Speaking to us, he said, “It all started with a love for karting and automotive engineering. I was racing a bit when I was younger, but as I grew older and outgrew karting, I transitioned to track days with my first car, a hot hatchback fitted with the original Michelin Pilot Sport tyres. The pivotal moment came early in the 2000s during a routine tyre replacement. After burning through the front tyres at track days, a visit to the garage led to a new set of tyres different from the originals, but still Michelin. I turned the first corner and immediately noticed the difference. The disparity sparked a question as to why do tyres perform so differently, even within the same brand?”  

“It became clear that there was a gap in accessible, reliable tyre information. I decided I could fill it, and what began as a user-generated review site gradually grew, leveraging a blend of aggregated reviews and professional insights. Over the years, it transformed into a trusted authority, testing and reviewing tyres not just for personal consumption but for a global audience,” he added.  

Benson emphasised that tyres are not just rubber circles but a complex piece of engineering that influences vehicle handling, braking, comfort and overall performance. “A good tyre is a good tyre,” he asserts. “If you have a bad tyre on a BMW or a bad tyre on a Volvo, it’s still about the tyre.” With this statement, he shows how critical it is for drivers to understand their tyre's characteristics and performance capabilities. 

Reviewer’s tale

The journey into tyre testing, spanning nearly two decades, was described as enlightening, challenging and painstakingly slow. “It’s a niche within a vast industry, where immense volumes and revenues are influenced by a surprisingly small group of decision-makers. In the UK, particularly among premium manufacturers, the tyre sector is tightly knit with relatively few employees wielding significant sway over major markets,” averred Benson.

Reflecting on his early days, he noted that the path to collaboration with manufacturers was far from straightforward. Gaining trust from industry giants as an independent tester, equipped with little more than a website or a modest YouTube channel, required persistence. It was a grind marked by countless late nights and considerable risk including leaving a stable, well-paying job to pursue tyre testing full-time.

Success, as with many industries, did not come overnight. The groundwork laid by established outlets like Auto Bild and Auto Express in independent tyre testing provided a foundation.

He stated that the testing process itself is intricate, often dependent on manufacturers' co-operation. Conducting credible tests required access to proving grounds, facilities typically owned by tyre companies. Securing this access meant navigating a delicate balance – approaching manufacturers at the right time, often when a promising new product is on the horizon.

As for acquiring the tyres, methods vary. Sometimes they are purchased independently to ensure impartiality; other times, manufacturers submit specific patterns for evaluation. Following each test, a verification process is critical, which includes selecting random samples, including top-performing models, and comparing them against market-available versions to maintain transparency and credibility.

With approximately 40 to 50 tests conducted so far, Benson’s work underscores the meticulous, behind-the-scenes effort required to inform an industry and its consumers. Each test, from summer to winter tyres, represents a small step in demystifying an often-overlooked yet essential component of modern vehicles.

Testing the tyres

For a seasoned tyre tester like Benson, preparation has evolved into a minimalist approach. Initially marked by nerves and stress, the process has now become second nature.

The philosophy behind this approach stems from a commitment to impartiality. While the logistics of a test, such as the type and scope, are meticulously planned, Benson prefers not to know which specific tyres are being evaluated. "I don’t even want to see what’s being mounted. If I know a Michelin is going on, it could subconsciously influence my driving, no matter how neutral I try to remain,” he said.

Instead, tyres are assigned anonymised set numbers, ensuring that assessments of handling, comfort, noise and wet or dry performance are recorded without bias. The results are entirely based on what the he feels behind the wheel, unclouded by brand perceptions. 

However, maintaining impartiality isn’t always straightforward. In some scenarios, such as when conducting tests on a local track and personally changing tyres, complete anonymity isn’t possible. In these cases, professionalism and experience come into play. 

Brand inclusion in tests presents another challenge. While blind testing ensures unbiased results, the decision to include major players like Michelin, Continental and Goodyear is driven by audience interest. "If I tested six unknown brands, it wouldn’t resonate with viewers. People want to know how a new tyre stacks up against industry benchmarks like Michelin,” he noted.  

He also explained that the nature of tyre testing changes across regions. In Europe, strict environmental regulations prioritise rolling resistance and sustainability. In contrast, the US market focuses heavily on tread life. “The procedures might be similar, but the demands of each market make the tyres themselves entirely different,” said Benson.

Global outlook

Jonathan noted that there is an increasing interest from Asian manufacturers eager to showcase their advancements. “Companies like Triangle and Linglong are striving to improve quality and gain recognition," he said. However, the influx of low-quality, unregulated tyres from other manufacturers remains a challenge in the global market.

Furthermore, sustainability targets in Europe, particularly regarding rolling resistance and particulate matter, are putting pressure on top manufacturers. “It's tough to improve grip while meeting environmental goals," Benson observed. Despite promising innovations like Continental's dandelion rubber, he feels significant breakthroughs are still elusive.

Non-pneumatic tyres, a much-discussed concept, remain in developmental limbo. “They’re getting close, but they need a major technological leap before mass adoption,” he said, highlighting the delays from manufacturers in launching new products due to stringent performance targets.

Commenting on the demand for tyre reviews in markets such as India, he noted that he was not familiar with many tyre patterns used in such markets. Nonetheless, he remained optimistic about the global industry's ability to innovate under pressure. "The next few years will be fascinating to watch as manufacturers strive to balance performance, sustainability and regulatory challenges,” he said.

Road ahead

As the tyre industry embraces virtualisation and simulation, traditional roles are fading and independent testers like Benson face an uncertain future. "Manufacturers are increasingly relying on simulation in the early development stages, and this shift is reducing the demand for physical testing and leaving reviewers without renewals when roles become redundant,” he explained.

 “I don’t think what I’m doing will exist in 50 years. The decline in driving and shifting consumer priorities towards convenience and autonomy in vehicles have already reshaped how people engage with automotive content,” he added.

He has also begun offering private testing services to manufacturers during development cycles, striking a balance between commercial collaboration and independent content creation.

Now based in the US, Benson finds himself navigating a different market dynamic. “In Europe, independent tyre testing has a long tradition. The US market doesn’t have the same culture,” he observed, noting the added challenge of building trust and credibility with American manufacturers. 

For aspiring reviewers, he shared a realistic perspective, stating, “Starting now is tough. An engineering background and proximity to a proving ground are essential.”

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India’s growing importance in the global tyre and rubber industry received a strong endorsement with HF Group announcing a EUR 20 million investment in a new state-of-the-art manufacturing facility in Bengaluru.

The announcement was made during the inauguration of HF India’s new Assembly Hall Unit II, a milestone that reflects the company’s long-term commitment to India and its confidence in the country’s manufacturing future.

The proposed greenfield facility will be developed on a 10-acre site near Bengaluru Airport and is scheduled for completion by 2028. Spread across nearly 20,000 sq. metres, the new factory will be almost four times larger than the current assembly operations and will incorporate digital manufacturing, automation, smart production systems, and advanced engineering capabilities.

The upcoming facility will focus on productivity, precision engineering, sustainability, and smart manufacturing while supporting both the Indian market and HF’s global operations. The investment underlines the company’s confidence in India as a major manufacturing hub for the global tyre and rubber industry.

Ian Wilson, Managing Director & Co-CEO, HF Group, said, “This is not the end of our investment in India. It is perhaps the end of the beginning. India is entering a take-off decade and the economy runs on tyres. We see tremendous opportunities for growth and are committed to investing in the future of the Indian market.”

With more than 175 years of global experience, HF Group has steadily strengthened its presence in India. The journey began in 1995 with the establishment of Indus to serve the growing rubber processing industry. The partnership with HF Mixing Group in 2011 brought global mixing technology expertise to India, while the complete acquisition of the Indian subsidiary in 2024 marked another important milestone in the company’s India strategy.

Today, HF India manufactures and supports a broad portfolio of mixing and rubber processing equipment, including intermeshing and tangential mixers, banbury technology, mills, curing presses, and aftermarket services. The company also offers process support, training, upgrades, inspections, and spare parts under its customer-centric philosophy of ‘Holding the Customer’s Hand.’

Emphasising the importance of customer partnerships, Wilson said, “We are not here simply to sell machinery. We want to hold our customers’ hands throughout the entire lifecycle of their equipment and support them through process optimisation, performance improvements and future growth.”

As HF embarks on its next chapter in India, the new facility represents not only an investment in manufacturing capacity but also a long-term commitment to localisation, technology and customer partnerships.

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TBC Corporation (TBC), one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, has named Ron Harper as its new Chief Supply Chain Officer. He will report directly to President and CEO Don Byrd and assume responsibility for the company’s entire supply chain function.

Harper brings over 26 years of experience steering global supply chains for multi-billion-dollar enterprises. His most recent role was Executive Vice President of Supply Chain at PrimeSource Building Products, overseeing planning, inventory, repack operations, service metrics and analytics. He has also held senior logistics and strategy positions at Sonepar USA, Nordstrom, Samsung SEA, and JCPenney.

The new chief holds a master’s degree in supply chain management from the University of Denver and a bachelor’s in industrial management from Michigan Technological University. His appointment underscores TBC’s focus on strengthening operational efficiency and logistics performance.

Byrd said, “Ron’s depth of experience in building transformative supply chain solutions aligns with our deep commitment to providing customers with the high-level efficiency, product availability and agility they expect from TBC. As market needs change and demands fluctuate, TBC is continuing to respond by having a supply chain strategy that minimises disruptions and maximises efficiency to ensure the highest levels of customer support and satisfaction.”

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The Rubber Board of India has announced the appointment of N Hari as its new Chairman, effective for a tenure of three years. Hailing from Pallikkathode in Kottayam, Kerala, Hari brings considerable experience to the leadership role, having previously served as a Board member representing small rubber growers from the state.

His initial term on the Board commenced on 28 June 2022 and spanned three years. During this period, he also held the position of Executive Committee Member from 7 October 2023 to 6 October 2024. This progression from membership to the executive committee and now to the chairmanship reflects his sustained engagement with the organisation.

His appointment is expected to steer the Board's initiatives in supporting the rubber sector, focusing on grower welfare and industry development across India.

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The Indian automotive landscape is currently undergoing a seismic shift. Driven by the rapid rise of rural urbanisation, an aggressive government push for electrification and the development of world-class road infrastructure, the industry is witnessing a period of robust growth. With sales of both new and used vehicles touching record highs, the demand for high-quality tyres remains in a significant upswing.

At the helm of one of the market’s most prominent players is Rajarshi Moitra, Managing Director of Bridgestone India and Vice-Chairman, Automotive Tyre Manufacturers’ Association (ATMA).

In an interaction with Tyre Trends, Moitra discusses the company’s future-ready roadmap, from its substantial capacity expansions to a ‘sharp and deep’ strategic focus designed to maintain leadership in an increasingly premium and electrified market.

A BULLISH OUTLOOK ON THE SUBCONTINENT

While global economic indicators remain varied, Moitra is unequivocally optimistic about the local trajectory. “The Indian automotive industry is at an exceptionally positive juncture from a medium-to-long-term perspective,” he asserts.

This optimism is grounded in several structural tailwinds that suggest India is slated for very strong growth. Key among these factors is the sheer room for market expansion.

“Firstly, we are still significantly under-indexed in terms of car penetration, with only 50 cars per 1,000 people – well below even some smaller developing nations,” Moitra explains.

Furthermore, the geographical spread of wealth is changing. Bridgestone is observing massive growth in Tier 2, 3 and 4 towns, a phenomenon Moitra attributes to ‘rural urbanisation’.

Bridgestone India estimates a transformative half-decade ahead for the industry. “The number of affordable households – those capable of purchasing a car – will double in India over the next five year. When you couple this with the government’s massive capital outflow into road connectivity and the rise of e-commerce, it creates a very bullish environment for both passenger and commercial mobility,” Moitra says.

THE ‘SHARP AND DEEP’ STRATEGIC PILLAR

Despite India being the world’s largest two-wheeler market, Bridgestone is famously absent from that segment – and intends to stay that way for now. Moitra clarifies that the company’s philosophy is rooted in specialisation rather than horizontal expansion. “At Bridgestone, we believe in being ‘sharp and deep’ in our strategy,” he says.

Currently, Bridgestone India’s business split is heavily weighted towards the consumer segment, with 70 percent of sales coming from Passenger Car Radial (PCR), 25 percent from Truck and Bus Radial (TBR) and 5 percent from Off-the-Road (OTR) segment.

“We see enough headroom for growth within the passenger car segment across products, channels and customer experience, so we are focusing our resources on maintaining our leadership there,” Moitra notes, dismissing any near-term plans to enter the two-wheeler space.

Instead, the company is doubling down on ‘white spaces’ within the consumer car category, specifically targeting higher rim diameters and specialised compounds for Original Equipment Manufacturers (OEMs).

INVESTING IN CAPACITY AND LOCAL INTELLIGENCE

To support this growth, Bridgestone is moving aggressively on the manufacturing front. With current operations running at 90–95 percent capacity, the company is in the midst of a major investment cycle.

At present, the company’s Pune plant has a capacity to produce 4.01 million passenger car tyres and around 693,000 truck & bus radial tyres, while the Indore plant has a capacity to produce 7.11 million radial tyres for passenger cars and light trucks.

“Our last major investment was USD 85 million in October 2024, which is being ramped up in phases through 2029,” Moitra confirms. This capital is being used to scale volumes and enhance technical capabilities at the Indore factory.

The new investment is expected to further add 1.1 million tyre production capacity in Pune by CY2029, thus taking its total production capacity to around 11.1 million units in the country.

“Our strategy is two-fold: we want to be future-ready for market demand while simultaneously sweating our current assets to drive higher efficiency,” Moitra explains. Crucially, this expansion isn’t just about physical output; it’s about local autonomy. Moitra highlights that a ‘very large part’ of procurement is now local, decided by teams on the ground in India.

The launch of a Satellite Technology Centre in 2025 has further decentralised the company’s innovation engine. According to Moitra, this centre plays a pivotal role in increasing local leverage and technical presence, allowing the Indian arm to maintain a balance between local agility and global sourcing.

EVs AND PREMIUMISATION

As the Indian market matures, consumers are demanding larger wheel sizes – a trend Moitra says is led by OEMs. “We are seeing a clear market shift towards higher inches – for example, a car like the Maruti Suzuki Swift moving from 14-inch to 15-inch and others moving from 16-inch to 17-inch,” he observes.

Bridgestone’s ‘all-inch’ strategy covers the spectrum from 12 to 20 inches, but their brand strength is most potent in these premium, higher-diameter sizes.

This premiumisation dovetails with the transition to electric vehicles (EVs). Bridgestone has positioned itself with an ‘EV-ready’ portfolio, exemplified by the Turanza 6i. “It balances long-lasting durability and safety with low noise and comfort – essential for EVs,” says Moitra. To ensure they capture this nascent but fast-growing market, the company expanded the range from 36 sizes in 2024 to 72 sizes by 2025.

The OEM relationship remains the cornerstone of this technological foresight. “The OEM segment allows us to see ahead of the curve regarding future vehicle technologies,” Moitra explains.

At present, 35 percent of their consumer business is OE-based and Bridgestone is in active discussions with many of the newer automotive entrants arriving in India.

While Bridgestone is aggressively expanding its footprint in new tyre technology and premium consumer segments, it is taking a markedly more conservative approach towards the retreading sector in India. Despite the potential for material circularity, the company does not view retreading as a strategic priority for the immediate future.

Moitra clarifies that Bandag, Bridgestone’s global retreading arm, is not currently active in India, and there are no plans to introduce it in the near-term. This decision is driven largely by the unique and challenging dynamics of the local market, which is currently dominated by cold retreading.

He points out that a significant pricing challenge exists when ‘cold retreads versus biased tyres versus some of the cheaper tyres’ are compared, making the business case difficult to justify at this stage. Consequently, Bridgestone has opted to remain focused on its core segments for the next two to three years rather than entering the retreading space.

SUSTAINABILITY AND THE ‘INSTITUTION OF RESPECT’

Beyond the numbers, Bridgestone is attempting to build what Moitra calls an ‘institution of respect’. This involves a heavy commitment to environmental goals. The Pune plant already holds the distinction of being the first carbon-neutral facility in the Bridgestone group.

“Sustainability is a core agenda across our entire value chain,” Moitra explains, noting a public commitment to reduce the company’s carbon footprint by 50 percent by 2030, including Scope 3 emissions. This holistic approach ranges from manufacturing processes to material circularity in the tyres themselves.

Looking ahead, the goal is to protect a dominant market share – currently over 20 percent by volume and 23 percent by value in the passenger car aftermarket. To do this, Bridgestone plans to expand its physical reach by 30 percent over the next five years, building upon its current network of over 4,000 touchpoints.

As the company transitions its branding from the Olympics to Formula E, the focus remains clear: high performance and the next era of mobility. “It’s the perfect platform to showcase our technological edge,” Moitra concludes.

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