Mary Barra

Mary Barra

Barra speaking at the 2024 CES

Personal details
Born	Mary Teresa Makela 1961/12/24 (age 64) 🇺🇸 Royal Oak, Michigan, United States
Nationality	🇺🇸 American
Citizenship	🇺🇸 United States
Residence	🇺🇸 Northville, Michigan, United States
Languages	English
Education	General Motors Institute (BS in Electrical Engineering) Stanford University (MBA)
Spouse	Tony Barra (m. 1985)
Children	2 (Rachel Barra, Nicholas Barra)
Parents	Ray Makela (father) Eva Pyykkonen Makela (mother)
Career details
Occupation	Business Executive, Automotive Industry Leader
Years active	1980-present
Employer	General Motors
Title	Chair and Chief Executive Officer
Term	January 15, 2014 - present
Predecessor	Dan Akerson (CEO) Tim Solso (Chairman)
Compensation	US$29.0 million (2023)
Net worth	Template:Increase US$150 million (October 2024)
Board member of	General Motors (Chair) Walt Disney Company Duke University
Awards	• Time 100 Most Influential (2014, 2020) • Fortune "Most Powerful Women" #1 (2015-2023) • Forbes "World's 100 Most Powerful Women" (annually) • Automotive Hall of Fame (2018)
Website	gm.com/our-company/leadership

Mary Teresa Barra (née Makela; born December 24, 1961) is an American business executive who has served as the chair and chief executive officer of General Motors Company (GM) since January 15, 2014. She is the first female CEO of a major global automaker, and the first woman to lead a major U.S. Automaker.

Born and raised in the Detroit area to a family with deep roots in the automotive industry, Barra began her GM career at age 18 as a co-op student in 1980. She spent her entire career at General Motors, rising through engineering and manufacturing roles to become the company's highest-ranking executive. With an estimated net worth of $150 million, Barra has led GM through its bankruptcy recovery, a major ignition switch crisis, massive restructuring, and a bold transformation toward electric and autonomous vehicles.

Under Barra's leadership, GM has committed $35 billion to electric vehicle development, launched the Chevrolet Bolt and GMC Hummer EV, established Cruise autonomous vehicle division, and repositioned the company for a zero-emissions future. She has been consistently ranked among the world's most powerful women by Fortune, Forbes, and Time magazine.

Early life and family background

Childhood and family

Mary Teresa Makela was born on December 24, 1961 (Christmas Eve), in Royal Oak, Michigan, a suburb of Detroit. She grew up in Waterford, Michigan, in a working-class Finnish-American family deeply connected to the automotive industry.

Family background:

Her father, Ray Makela (1929-2000), worked at the Pontiac Motor Division of General Motors for 39 years. He started as a die maker and worked on the assembly line, later becoming a skilled craftsman. Ray Makela was a member of the United Auto Workers (UAW) union and embodied the blue-collar automotive workforce that built Detroit's prosperity. He instilled in Mary a deep respect for manufacturing, quality craftsmanship, and the dignity of work.

Her mother, Eva Pyykkonen Makela, worked as a homemaker and was instrumental in raising Mary and her brother. She emphasized education as the path to advancement and encouraged Mary to pursue her interests in mathematics and problem-solving.

Mary has one brother (name not widely publicized), and the Makela family maintained strong ties to their Finnish heritage, participating in the local Finnish-American community in the Detroit area.

Growing up in Waterford during the 1960s and 1970s, Mary was surrounded by the automotive culture. Her father would come home from the Pontiac plant and discuss manufacturing challenges at the dinner table. These conversations sparked young Mary's interest in how things are made and how problems are solved.

Early influences:

• Father's dedication to quality workmanship
• Exposure to manufacturing processes and challenges
• UAW union values of worker dignity and fair treatment
• Strong work ethic modeled by both parents
• Finnish cultural values of sisu (determination/resilience)
• Detroit's automotive culture and innovation

Barra has often spoken about how her father's influence shaped her career:

""My father worked at Pontiac for 39 years on the plant floor. I saw how hard he worked, and I saw how proud he was of what he did. That shaped me tremendously.""|

— Mary Barra

Interview, 2014

Education

General Motors Institute (now Kettering University):

Barra attended the General Motors Institute (GMI) in Flint, Michigan, now known as Kettering University. GMI was a cooperative education institution where students alternated between classroom study and hands-on work at GM facilities.

• Enrolled: 1979
• Graduated: 1985
• Degree: Bachelor of Science in Electrical Engineering
• Co-op program: Worked at Pontiac Motor Division (where her father worked)
• Scholarship: Sponsored by GM as part of co-op program

During her co-op rotations, Barra worked on the factory floor, inspecting fender panels and hoods. She was one of very few women in the engineering program and one of even fewer women working on the factory floor. This early experience gave her deep understanding of manufacturing processes and the people who make automobiles.

Stanford University Graduate School of Business:

While working full-time at GM, Barra pursued her MBA through the Sloan Fellowship program:

• Attended: 1988-1990
• Degree: Master of Business Administration (MBA)
• Program: Sloan Fellowship (for mid-career professionals)
• Graduated: 1990

The Stanford MBA gave Barra business strategy and leadership training to complement her engineering expertise, positioning her for senior management roles.

Career at General Motors

Co-op student and early engineering roles (1980-1988)

Barra's relationship with General Motors began in 1980 when she was just 18 years old. As a GMI co-op student, she alternated between classes and work assignments at Pontiac Motor Division.

Early experiences:

• Quality inspector checking fender panels and hoods on assembly line
• Exposed to manufacturing processes, quality control, union workforce
• One of very few women on factory floor in early 1980s
• Learned to navigate male-dominated environment
• Developed respect for hourly workers and manufacturing complexity

After graduating with her engineering degree in 1985, Barra continued at GM in various engineering positions:

• Body engineering
• Product engineering
• Manufacturing engineering

These roles gave her hands-on experience with how vehicles are designed, engineered, and built.

Rising through management (1990-2008)

After earning her Stanford MBA in 1990, Barra's career accelerated:

Plant manager and manufacturing leadership (1990s):

• General superintendent of Hamtramck Assembly (Detroit/Hamtramck Assembly)
• Plant manager of Detroit-Hamtramck Assembly (one of few female plant managers in auto industry)
• Responsible for thousands of workers and production of multiple vehicle lines
• Developed reputation for operational excellence and problem-solving

Executive assistant to CEO (late 1990s):

• Served as executive assistant to then-CEO Jack Smith
• Exposed to corporate strategy and board-level decision making
• Learned how senior leadership operates
• Built relationships across the company

Vehicle development and engineering (2000s):

• Executive director, Vehicle Manufacturing Engineering
• Vice president, Global Manufacturing Engineering (2008)
• Oversaw manufacturing engineering for all GM global operations
• Responsible for production quality and efficiency worldwide

Throughout this period, Barra built a reputation for:

• Deep technical knowledge combined with business acumen
• Ability to manage large, complex operations
• Focus on quality and efficiency
• Collaborative leadership style
• Understanding both white-collar strategy and blue-collar manufacturing

Senior leadership (2009-2013)

Vice President of Global Human Resources (2009-2011)

In 2009, amid GM's bankruptcy and government bailout, Barra was appointed Vice President of Global Human Resources - a surprising move for an engineer/manufacturing executive.

In this role during GM's darkest period, she:

• Managed workforce reductions and plant closures
• Negotiated with UAW on contract modifications
• Led cultural transformation initiatives
• Implemented new performance management systems
• Worked to change GM's bureaucratic culture
• Helped negotiate government bailout conditions affecting workers

This HR experience was invaluable, giving Barra deep understanding of GM's culture, workforce dynamics, and the human side of business transformation.

Senior Vice President of Global Product Development (2011-2013)

In 2011, Barra was promoted to Senior Vice President of Global Product Development, purchasing, and supply chain - one of GM's most important operational roles.

She was responsible for:

• All vehicle design and engineering worldwide
• Global purchasing and supply chain
• Quality oversight
• Product development budgets (billions of dollars)
• Engineering workforce of tens of thousands

Major achievements in this role:

• Reduced vehicle development time from 48 months to 24 months
• Cut number of vehicle platforms from 30 to 14 (simplified, more efficient)
• Improved vehicle quality ratings
• Oversaw development of Chevrolet Bolt EV (approved for development 2013)
• Streamlined global product development process
• Established common global architecture strategies

This role positioned Barra as the clear front-runner to eventually lead GM.

Chief Executive Officer (2014-present)

On December 10, 2013, GM announced that Mary Barra would become CEO on January 15, 2014, succeeding Dan Akerson. She became:

• First female CEO of a major global automaker
• First female CEO of a major U.S. Automaker
• Youngest person to lead GM at age 52
• First engineer to lead GM in decades
• First CEO to have started at GM as an hourly worker (co-op)

Six months later, in June 2014, she was also named Chairman of the Board, consolidating her leadership.

Ignition switch crisis (2014)

Just weeks after becoming CEO, Barra faced the ignition switch crisis - one of the worst safety scandals in automotive history.

The crisis:

• GM recalled 2.6 million vehicles for faulty ignition switches
• Defect could cause engines to shut off while driving, disabling airbags
• Linked to at least 124 deaths and 275 injuries
• GM engineers knew about problem since 2001 but didn't recall vehicles
• Company concealed defect for over a decade
• Congressional hearings, federal investigations, criminal charges

Barra's response:

Barra immediately took personal responsibility and overhauled GM's culture:

""This is not the GM way. We will no longer accept anything less than best-in-class safety and quality. [...] I never want to put this behind us. I want to put this painful experience permanently in our collective memories.""|

— Mary Barra

Congressional testimony, April 2014

She implemented sweeping changes:

• Created Global Product Integrity organization for safety oversight
• Fired 15 employees involved in the cover-up
• Compensated victims' families ($600+ million fund)
• Instituted "Speak Up for Safety" program encouraging employees to report concerns
• Changed culture from "cost first" to "safety first"
• Personally testified before Congress multiple times
• Paid $900 million fine to settle criminal investigation
• Made safety paramount in company culture

Her handling of the crisis, while the crisis itself was devastating, earned respect for:

• Taking immediate personal responsibility
• Not blaming predecessors (though problem preceded her tenure)
• Sweeping cultural changes
• Transparency with public and victims
• Commitment to "never again"

The ignition switch crisis defined Barra's early tenure and demonstrated her crisis management capabilities.

Restructuring and strategic transformation (2015-2019)

Following the crisis, Barra implemented massive restructuring:

Geographic restructuring:

• Sold Opel and Vauxhall to PSA Group (2017) - exited European market after decades of losses
• Withdrew from unprofitable markets (South Africa, Australia, India, others)
• Focused on North America, China, and profitable markets
• Closed underutilized plants in North America

Product focus:

• Discontinued low-profit passenger cars (Chevrolet Cruze, Impala, Volt)
• Focused on trucks, SUVs, and crossovers (high-margin segments)
• Invested in electric vehicles and autonomous vehicles
• Streamlined product portfolio

These decisions were controversial:

• UAW criticized plant closures and job losses
• President Trump criticized GM for closing plants
• Some accused Barra of abandoning workers
• Shareholders generally supported efficiency moves

Financial results:

• Operating margins improved significantly
• Profitability increased
• Cash flow strengthened
• Positioned GM to invest in future technologies

Electric vehicle transformation (2017-present)

Barra made the bold strategic bet that the automotive future is electric.

Ultium platform investment:

• Announced $35 billion investment in electric and autonomous vehicles
• Developed Ultium battery platform (modular, flexible, proprietary)
• Goal: 30 new global electric vehicles by 2025
• Built or converted battery and EV manufacturing plants
• Committed to "zero crashes, zero emissions, zero congestion" vision

Major EV launches:

• Chevrolet Bolt EV (2017) - affordable mass-market EV
• GMC Hummer EV (2021) - electric super truck
• Cadillac Lyriq (2022) - luxury electric SUV
• Chevrolet Blazer EV, Equinox EV, Silverado EV
• BrightDrop commercial EV vans

"Everybody In" campaign:

• Announced aspiration for all-electric future
• Pledged carbon neutrality by 2040
• Committed to phasing out internal combustion engines
• Positioned GM as EV leader (competing with Tesla)

Challenges:

• Delayed launches (Hummer EV, Blazer EV had issues)
• Battery production challenges
• Competition from Tesla, new EV startups, traditional automakers
• Consumer adoption slower than hoped
• Profitability challenges on EVs (initially money-losing)

Cruise autonomous vehicles

Barra invested heavily in autonomous vehicle technology:

• Acquired Cruise Automation (2016) for $1 billion
• Invested billions more in Cruise development
• Partnered with Honda on autonomous vehicles
• Cruise tested robotaxis in San Francisco
• Goal: Autonomous ride-hailing service

Challenges:

• Cruise robotaxi struck pedestrian in San Francisco (October 2023)
• California suspended Cruise's permit
• Major setback for AV program
• Barra restructured Cruise leadership and operations
• Future of AV program uncertain

Labor relations and UAW strike (2023)

In fall 2023, Barra faced a major UAW strike:

• 40-day strike affecting 48,000 workers
• UAW demanded 40% wage increases, pension restoration, elimination of tiers
• Negotiations were contentious
• Strike cost GM billions in lost production

Outcome:

• Barra ultimately agreed to 25% wage increases over contract
• Restored cost-of-living adjustments
• Improved benefits
• Contract cost GM significantly but ended strike
• Relationship with UAW remains complex

Barra has said she wants cooperative relationship with UAW but must balance worker interests with company competitiveness.

COVID-19 pandemic response (2020)

During COVID-19, Barra:

• Shut down North American plants (March 2020)
• Pivoted production to ventilators for hospitals
• Manufactured face masks and PPE
• Implemented extensive safety protocols for factory workers
• Managed supply chain disruptions (especially semiconductor shortage)
• Maintained financial stability despite revenue decline

Financial performance summary

Under Barra's leadership (2014-2023):

• Revenue: $155.9 billion (2014) → $171.8 billion (2023)
• Net income: -$2.8 billion (2014, restructuring) → $10.1 billion (2023)
• Operating margin: significantly improved from early tenure
• Stock price: Fluctuated significantly, reached all-time highs in 2021
• Market cap: Grew substantially though remains below traditional auto peers

Barra has navigated:

• Bankruptcy recovery
• Ignition switch crisis
• Massive restructuring
• EV transformation
• Pandemic
• Semiconductor shortage
• Labor strikes
• Intense competition

Compensation and wealth

Executive compensation

Mary Barra's compensation has made her one of the highest-paid female executives in the world:

Mary Barra Annual Compensation

Year	Base Salary	Cash Bonus	Stock Awards	Other	Total Compensation
2023	$2.0 million	$3.75 million	$21.4 million	$1.85 million	$29.0 million
2022	$2.0 million	$3.7 million	$20.3 million	$1.6 million	$27.6 million
2021	$2.0 million	$5.4 million	$16.3 million	$1.3 million	$25.0 million
2020	$2.1 million	$0	$12.4 million	$1.0 million	$15.5 million
2019	$2.1 million	$5.2 million	$15.1 million	$1.1 million	$23.7 million

Source: GM SEC Proxy Filings

Her compensation includes:

• Base salary: $2 million annually
• Annual incentive bonus based on financial performance targets
• Long-term equity incentives (stock options, restricted stock units)
• Perquisites: Security, company aircraft for business/personal, automobile allowance, executive benefits

Compensation controversies:

• Criticized during UAW strike for high pay while workers sought raises
• Pay ratio: Barra earns about 360 times median GM employee
• Defended by GM board as competitive with other global auto CEOs
• Some shareholders questioned compensation levels during transition years

Net worth and holdings

As of October 2024, Mary Barra's estimated net worth is approximately $150 million, derived primarily from:

GM stock holdings:

• Significant GM stock from annual equity grants
• Stock value fluctuates with GM's stock price
• Has sold portions periodically for diversification and living expenses
• Estimated GM holdings: $50-75 million

Compensation received over career:

• Total compensation 2014-2023 exceeds $200 million
• After taxes and spending, accumulated substantial wealth

Real estate:

• Primary residence in Northville, Michigan
• Estimated value: $2-3 million (modest for CEO of her stature)
• Maintains Detroit-area presence

Other investments:

• Diversified investment portfolio
• Details not publicly disclosed

Barra's wealth is modest compared to tech CEOs but substantial for an executive who rose through corporate ranks rather than founding a company.

Philanthropy

Barra supports various causes:

• STEM education for girls and women
• Detroit-area charitable organizations
• Engineering and automotive education
• Women's leadership development programs
• University scholarships (especially Kettering/Stanford)

She has not publicly pledged to give away majority of wealth but is involved in charitable activities.

Personal life

Family

Mary Barra married Tony Barra in 1985, around the time she graduated from GMI. Tony is also a GM alum, having attended Kettering University and worked as a consultant.

The couple has two children:

• Rachel Barra (born late 1980s/early 1990s) - attended Duke University
• Nicholas Barra (born early 1990s) - attended Kettering University (like both parents)

Both children are now adults with their own careers. Mary has spoken about balancing motherhood and her demanding GM career, often crediting her husband with strong support and shared parenting responsibilities.

Family life:

• Raised children in Detroit suburbs
• Maintained relatively normal family life despite career demands
• Tony took on significant parenting responsibilities
• Family attended children's school and sports events
• Kept children largely out of public eye

Barra on work-life balance:

""I don't believe in balance. I believe in integration. It's all my life, and I want to enjoy all my life.""|

— Mary Barra

Interview

Residences

Primary residence:

• Northville, Michigan - Suburb of Detroit
• Modest home by CEO standards
• Maintains connection to Detroit area and GM heritage
• Estimated value: $2-3 million

Unlike many CEOs, Barra has not acquired:

• Multiple luxury homes
• Vacation estates
• Penthouses or mansions

She maintains a relatively modest lifestyle focused on family and work.

Lifestyle and interests

Daily routine:

• Wakes early (around 6 AM)
• Exercises regularly (stays fit and healthy)
• Long workdays at GM headquarters or plants
• Frequent travel to GM facilities worldwide
• Balances work with family time

Personal interests:

• Automotive passion: Drives GM vehicles, genuine car enthusiast
• Detroit sports: Detroit Pistons, Detroit Lions fan
• Manufacturing: Still enjoys visiting factory floors
• Mentoring: Mentors women in engineering and business
• Reading: Follows automotive industry and business trends
• Family time: Prioritizes time with husband and adult children

Public image:

• Known for approachability and authenticity
• Not flashy or ostentatious
• Midwestern values and work ethic
• Comfortable on factory floor and in boardroom
• Relatable to workers and executives alike

Transportation:

• Drives GM vehicles (rotates through GM lineup)
• Uses company aircraft for business travel
• No private jet ownership
• No yacht or extravagant assets

Leadership philosophy and management style

Engineering mindset

Barra's engineering background shapes her leadership:

• Data-driven decision making
• Problem-solving orientation
• Focus on root cause analysis
• Systematic approach to challenges
• Appreciation for technical complexity

Worker-centric perspective

Having started as hourly co-op:

• Respects manufacturing workforce
• Understands shop floor realities
• Values quality craftsmanship
• Appreciates union workers' contributions
• Father's influence as line worker

Cultural transformation

Barra has worked to change GM culture:

• From bureaucracy to speed and agility
• From silos to collaboration
• From hiding problems to transparency
• From "cost above all" to "safety first"
• From slow decision-making to rapid iteration

Key initiatives:

• Dress code change: "Dress appropriately" (replacing detailed rules)
• Symbolic of trust and empowerment
• Breaking down bureaucratic barriers
• Empowering managers to make decisions
• Encouraging innovation and risk-taking

Transparency and accountability

Especially after ignition switch crisis:

• Takes personal responsibility for problems
• Doesn't blame predecessors or subordinates
• Communicates directly with stakeholders
• Regular town halls with employees
• Accessible to workforce and media

Key leadership quotes

""I want to work for a company that is a place that people want to come to work, where they're proud of the product, where they're treated with respect, where the opportunities are tremendous.""|

Interview, 2014

""If you're always leading, you're not learning. And if you're always following, you're not leading.""|

Speech, 2018

""The status quo never made anything better.""|

GM employee communication

Awards and recognition

Mary Barra has received extensive recognition:

Major awards and honors

• Time 100 Most Influential People (2014, 2020)
• Fortune Most Powerful Women #1 (2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023)
• Forbes World's 100 Most Powerful Women (top 10, annually)
• Automotive Hall of Fame (2018) - Youngest living inductee
• Forbes "World's Most Powerful People" (multiple years)

Honorary degrees

• Honorary Doctor of Engineering, Kettering University (2014)
• Honorary Doctorate, Duke University (2015)
• Honorary Doctorate, Stanford University (2017)

Industry recognition

• Automotive News "Industry Leader of the Year" (multiple times)
• Society of Automotive Engineers (SAE) Foundation Award
• Yale School of Management CEO Leadership Award (2017)
• Time "Businessperson of the Year" finalist (2014)

Board memberships and affiliations

Corporate boards

• General Motors Company - Chair and CEO (2014-present)

* First female automotive company chairman

• The Walt Disney Company - Board of Directors (2017-present)

* Audit Committee member
* Compensation Committee member
* Brings automotive and manufacturing expertise

Educational institutions

• Duke University - Board of Trustees

* Represents business school alumni
* Supports STEM education initiatives

• Kettering University (formerly GMI) - Board of Trustees

* Alma mater connection
* Major donor and supporter

• Stanford Graduate School of Business - Advisory Council

Non-profit involvement

• Economic Club of Washington, D.C.
• Business Roundtable (member)
• Detroit Economic Club
• Various STEM education organizations

Controversies and challenges

Ignition switch crisis

Covered above - defining crisis of early tenure

Plant closures and job losses

Lordstown, Ohio plant closure (2019):

• Closed historic plant, eliminating thousands of jobs
• President Trump criticized decision harshly
• UAW protested closures
• Community devastated by loss
• Barra defended as necessary for competitiveness

Other closures:

• Detroit-Hamtramck temporarily (later reopened for EV production)
• Baltimore transmission plant
• Warren transmission plant
• Multiple facilities in restructuring

Criticism: Abandoned workers and communities Defense: Necessary to save company and invest in future

Labor relations

Ongoing tensions with UAW:

• Two-tier wage system (later eliminated)
• Temporary workers with fewer benefits
• Plant closures and layoffs
• 2019 strike (40 days)
• 2023 strike (40 days, most contentious)

UAW President Shawn Fain was particularly critical of Barra during 2023 negotiations, accusing GM of greed and not sharing profits fairly.

Product quality issues

Various recalls and quality issues during tenure:

• Chevrolet Bolt battery fires (2020-2021) - massive recall
• Ongoing recalls for various defects
• Quality ratings below some competitors
• Critics say quality still not where it should be

China dependence

• Significant GM sales in China (historically ~30% of total)
• Questions about dependence on Chinese market
• Risks of geopolitical tensions
• Joint venture structure in China

EV strategy execution

Challenges:

• Delayed EV launches (Hummer EV, Blazer EV, others)
• Software and technology issues on new EVs
• Battery production problems
• Behind Tesla in EV market share
• Losing money on most EV sales
• Consumer adoption slower than projected

Critics question whether GM can truly compete with Tesla and newer EV companies.

Cruise autonomous vehicle incident

October 2023 incident where Cruise robotaxi struck pedestrian:

• Severely injured woman
• Cruise initially didn't disclose full details
• California suspended Cruise's license
• Federal investigations
• Major setback to AV program
• Questions about Barra's oversight

Barra restructured Cruise leadership and refocused program.

Executive compensation

Criticized for high pay, especially during:

• Plant closures and layoffs
• UAW strikes
• Pandemic difficulties

Pay ratio of 360:1 compared to median worker seen as excessive by critics.

Legacy and impact

Breaking barriers

First female automotive CEO:

• Shattered highest glass ceiling in automotive industry
• Proved women can lead in male-dominated manufacturing
• Role model for women in engineering and manufacturing
• Changed perceptions of women in automotive leadership

From factory floor to CEO:

• Only major automotive CEO to start as hourly worker
• Represents American Dream and meritocracy
• Demonstrates value of engineering background
• Shows importance of understanding company from ground up

Industry transformation

Leading GM through:

• Bankruptcy recovery to profitability
• Major cultural transformation
• EV transition (industry's biggest transformation in 100 years)
• Autonomous vehicle investment
• Global restructuring

Corporate culture change

Changed GM from:

• Slow, bureaucratic dinosaur → Agile, focused company
• Hide-problems culture → Transparency and accountability
• Domestic focus → Global strategic thinking

EV leadership attempt

Positioned GM as major EV player:

• Massive investments in EV technology
• Ultium platform potentially industry-leading
• Commitment to all-electric future
• Competing directly with Tesla

Success still being determined, but bold strategic bet.

Women in business

• Highest-profile female industrial CEO
• Consistently ranked most powerful businesswoman
• Mentors women in STEM and business
• Demonstrates women can succeed in manufacturing/engineering

Criticisms of legacy

Execution challenges:

• EV launches delayed and problematic
• Quality issues persist
• Lost market share in key segments
• Cruise AV setback

Labor relations:

• Contentious relationship with UAW
• Plant closures hurt communities
• Critics say didn't share success with workers fairly

Financial performance:

• Stock price performance mixed
• Valuation lags Tesla and some competitors
• Profitability good but not exceptional

Legacy still being written, but Barra has undeniably transformed GM and automotive industry leadership.

Photo gallery

• 
  Mary Barra in 2014
• 
  Official portrait
• 
  Mary Barra at GM event
• 
  Barra with VP Pence

See also

• General Motors
• Satya Nadella - Fellow transformational CEO
• Tim Cook - Another CEO managing major company transition
• Sundar Pichai - Tech industry peer
• Women CEOs of Fortune 500 companies
• Electric vehicles
• Automotive industry
• Detroit, Michigan

External links

• Official GM Biography
• GM Media
• LinkedIn profile
• Forbes profile
• Fortune Most Powerful Women profile