From Strategy to Shop Floor: Alan Wexler Dives Into SUV Assembly at GM’s Arlington Plant
Alan Wexler, General Motors’ senior vice president of strategy and transformation, is a leader known for his forward-thinking vision and commitment to reshaping how GM prepares for the mobility revolution. Since joining the automaker in 2020, Wexler has played a pivotal role in helping GM navigate a rapidly evolving automotive landscape—connecting enterprise-wide initiatives, using data to challenge conventional thinking, and driving the company’s transformation journey toward an all-electric, more sustainable future.
But recently, Wexler stepped far outside his usual executive suite and into an entirely different environment: the assembly line of one of GM’s most iconic vehicle manufacturing facilities. His destination? GM’s Arlington Assembly Plant in Texas—home to the production of GM’s full-size SUVs, including household names like the Chevrolet Suburban and Tahoe, the GMC Yukon and Yukon XL, and the prestigious Cadillac Escalade.
This immersive experience wasn’t just a casual plant tour. Wexler rolled up his sleeves and took on the challenge of vehicle assembly firsthand, participating in each stage of the manufacturing process—from the stamping shop where raw materials are formed, to the intricate tasks in the body shop, through to final assembly and vehicle testing. It was a deep dive into the craftsmanship, precision, and teamwork that go into building some of the world’s most popular and luxurious full-size SUVs.
In a video captured during the visit, Wexler is seen working side-by-side with GM employees on the shop floor, attempting tasks that plant workers master through years of experience and training. His participation is part of GM’s “A Day in the Plant” initiative, a program designed to give senior leaders direct exposure to frontline operations and the people who bring the company’s vehicles to life every day.
Reflecting on the experience, Wexler expressed awe and newfound respect for the complex processes involved in modern vehicle manufacturing. “It was amazing to see the vehicle go from a stamped roof panel all the way through to testing on the final line,” he remarked. “Seeing that transformation gave me a deeper appreciation for the people and the craftsmanship behind every vehicle we build.”
For Wexler, the visit was not just professionally enlightening—it also carried deep personal meaning. His father had spent his entire career as a pressman working in printing factories, and Wexler himself began his own professional journey in manufacturing-related roles. Early in his career, he led software design and development for the planning systems at the New York Times’ manufacturing facilities. Setting foot on the factory floor in Arlington brought back vivid memories of his past and reconnected him to the hands-on, physical nature of building something tangible—whether it’s a newspaper or a next-generation SUV.
“Today meant a lot to me. Everyone I worked with was so helpful and welcoming,” Wexler shared. “It reminded me of visiting my dad at work, and I felt him with me throughout the day. I’m really grateful to the Arlington team for the opportunity—it was truly special.”
This kind of leadership engagement is not just symbolic. By spending time on the ground with production teams, senior executives like Wexler gain invaluable insights into the real-world challenges, strengths, and innovations driving GM’s manufacturing excellence. It’s also an opportunity to recognize the dedication and skill of the employees whose work underpins the company’s success.
The Arlington Assembly Plant itself plays a key role in GM’s global operations. Strategically located in Texas, it employs thousands of people and contributes significantly to GM’s North American output of high-demand, high-margin SUVs. The plant represents a blend of cutting-edge automation, human expertise, and quality control processes that ensure each vehicle rolling off the line meets rigorous standards.
Wexler’s day at the plant underscored the value of firsthand experience and direct interaction with the production workforce. It also reinforced GM’s commitment to breaking down silos between departments—something Wexler champions in his corporate role. By participating in assembly, he connected with the heartbeat of GM’s operations and highlighted how strategic vision must ultimately align with frontline execution.
Programs like “A Day in the Plant” help bridge the gap between corporate strategy and daily production realities, ensuring that transformation efforts are grounded in practical understanding and employee engagement. For GM, fostering this kind of leadership empathy is essential as the company undertakes its bold mission to lead the industry through a technological revolution—from EV adoption to autonomous mobility.
In the end, Wexler’s time at Arlington wasn’t just about observing how SUVs are built. It was about stepping into the shoes of those who make it all happen, acknowledging their role in shaping GM’s future, and reaffirming the company’s belief that real transformation starts with people—on every line, in every plant, across the enterprise.
