Fujikura Automotive America

Claudiu Bejan is a results-driven executive with more than 20 years of experience in corporate leadership and strategic management. As Vice President of Engineering at Fujikura Automotive America, Bejan has led engineering operations across the Americas, covering Paraguay, Brazil, Central Mexico, Northern Mexico, Texas and Michigan. His ideas and vision have led the company to secure major projects with high levels of automation, improved efficiency and reduced costs.

Developing new technologies and process automation has been Bejan’s key focus throughout project launch preparation and execution. Process standardization is also one of his primary focus areas, helping reduce costs while ensuring quality and delivery performance to achieve customer satisfaction goals.

A Long Engineering Journey Influencing Present Leadership Style

Since graduating from university, my dream has always been to work as an engineer. I never imagined becoming a top manager. My passion was developing new equipment, processes and concepts. As I progressed through various engineering roles and helped develop many efficient processes, I learned that none of it would be possible without people's commitment.

When I was given my first engineering team, comprising a small group of eight engineers, I realized that a team is not simply about working together. It is about trusting one another. Through trust, confidence and daily commitment, I was able to build engineering teams across three continents and more than ten countries.

Working with different cultures and varying levels of expertise, I came to understand that we are all born with the same potential. The real difference is access to information and opportunities. As a result, my management style has focused on providing engineers with access to all available information through expos, summits, training programs and other learning opportunities. This allows them the freedom to create, innovate and develop new processes and equipment.

Challenges Facing Engineering Teams

Industries are changing at an incredible pace. Technology that was relevant five years ago may no longer be applicable today, and technology from 20 years ago is often obsolete. To stay aligned with current industry needs, we must be flexible enough to quickly identify solutions to today's challenges while balancing human resources with AI and equipment capabilities.

At the same time, it is not only industries that are changing rapidly. Generations are changing as well. Generation Alpha is just around the corner. They completed much of their education during the pandemic and learned from home using various AI-powered platforms.

As leaders, we need to be prepared to provide an environment that reflects their experiences and expectations so we can bring out the best in their abilities. In my opinion, one of the greatest challenges is to understand how to maximize the potential of the next generation. What do they need in order to perform at their highest level? How can we create the conditions that allow them to succeed?

Encouragement for Innovation While Maintaining Operational Efficiency

Innovation never stops. For more than 150 years, engineers have been developing new equipment, processes and technologies. Without innovation, we would not be where we are today. Because of this, I fully support innovation projects. But they must be balanced with operational needs.

Sometimes engineers become so focused on new technologies that they overlook the human element.  We must balance industry needs with operational realities. Although AI has advanced significantly, especially over the last five years, human influence remains essential in almost every process.

In short, I strongly encourage innovation, but we must not forget the people working in operations. At the end of the day, they are the ones who benefit most from innovation. The right balance should be determined based on the industry, region, demographics and specific business needs.

Shaping the Future of Engineering Leadership

AI will continue to advance in the coming years and will not stop evolving. However, a true engineering leader will never succeed without a team. Leadership is about people. No one can become an effective leader by managing only AI systems, bots or applications.

For that reason, my approach has always been to find the right balance between technology and people. Tools can be purchased, but people must be developed. They need opportunities to grow, and their self-esteem must be valued and supported.

We should never forget that the brain cannot function without the heart, just as the heart cannot function without the brain. A balance between technology, applications and tools, combined with people’s knowledge, commitment and engagement, will create leaders who can successfully manage different behaviors, cultures and challenges.

This balance is especially important in today's environment, where new challenges seem to emerge almost every day across industries.

Advice for Aspiring Engineering Professionals

I have thoroughly enjoyed my engineering journey over the past 20 years, and I would recommend engineering to anyone with even a slight interest in the profession.

The coming decades will be even more challenging and exciting due to rapid technological advances, new developments, AI and robotics. Future engineers must be prepared not only to face these changes but also to challenge themselves and contribute to them. Sometimes I wish I were 20 years younger so I could witness firsthand how technology and processes will evolve over the next 50 years.

Engineering is not just a job. It is a continuous challenge. Engineers must consider not only the process itself but also external factors, cultural differences, rapid change, robotics and AI.

My advice to young engineers is simple: never stop learning. University is only the beginning. Real engineering starts afterward. Learn, develop, stabilize and then start the cycle again. I am turning 50 this year, and honestly, I continue learning from young engineers who are constantly looking for ways to improve themselves, their work and their processes.

So never forget–the learning process never stops. This is engineering.