Adapting to Growth: Lessons From My Desk at TGI

The more we grow, the more we must learn and adapt to change. At Tire Group International, growth is not only about expanding our distribution footprint; it is also about keeping pace with an economy, an industry, and a customer base that are constantly evolving.

When I started in 2016, we had one distribution center in Miami, our headquarters. Managing inventory back then was straightforward: a handful of work orders, Excel sheets, and historical sales trends. Today, we are preparing to open our fourth distribution center in Orlando in Q4 of 2025, with even bigger plans on the horizon for 2026. Each new DC brings more complexity, more opportunities, and more responsibility.

From One DC to Four and Beyond
As our footprint expanded from a single hub to multiple DCs in Miami, Tampa, Portland, and soon Orlando, the challenges grew as well. Work orders multiplied, demand shifted based on geography, and the market continued to evolve with tariffs, changes in consumer confidence, and shifting buying behaviors.

With growth came opportunity. What once took days of manual work can now be accomplished in hours. Our IT and Operations teams, combined with advancements in our ERP and Power BI integrations, have allowed us to adapt and meet these challenges directly.

The Power of Learning and Adapting
I have always believed in staying ahead of the curve. Whether it is reading a book, diving into industry reports, or learning from peers, growth requires effort. In 2021, I completed a Data Analytics Boot Camp, anticipating the rise of AI and advanced analytics. That investment paid off.

Today, we use Tableau, Power BI, advanced Excel models, and Large Language Models (LLMs) with Generative AI to complete analyses in a fraction of the time. A report that once took several days can now be pulled together in hours, with Generative AI helping to summarize vendor data, draft pricing comparisons, or even simulate market scenarios. This speed translates into better decision-making at the SKU, warehouse, and segment levels, ensuring we walk into meetings prepared with insights that matter.

Looking ahead, I plan to pursue my next course focused on Generative AI and LLMs. These technologies have already proven their value over the last four years. This makes it the perfect opportunity to sharpen my knowledge and apply it directly to purchasing and analytics, improving efficiency and bringing even more value to TGI’s decision-making process.

Technology and Teamwork Drive Efficiency
Our distribution network now stretches coast to coast. With a DC in the Pacific Northwest, we have gained flexibility to rotate inventory seasonally. A SKU that moves slowly in Florida may be in high demand in Oregon. Transferring stock between regions increases efficiency, reduces waste, and strengthens our ability to serve customers.

Technology alone is not enough. Our purchasing team is built on collaboration. Each member has individual responsibilities, but we also share what we learn so the department as a whole grows stronger. Domestic and international purchasing overlap at times, yet we rely on grit, resilience, and dedication to ensure tasks are completed, deadlines are met, and goals are achieved.

Never Stop Learning
The greatest takeaway from my nine years at TGI is simple: never get comfortable. The tire industry will continue to evolve, technology will keep advancing, and competitors will always stay hungry. That means we must stay hungry too.

Tools like ChatGPT and Microsoft Copilot are not shortcuts but enablers. They will not do the work for you, but they will help you become more efficient and refine your thinking if you understand the outcome you want. Efficiency comes from learning the craft, not bypassing it.

So, I challenge you: learn something new. Apply yourself. Grow in parallel with your team, your company, and your industry. Growth at TGI is not just about distribution centers; it is about people.

Closing Thought
At TGI, growth means expansion, adaptation, and shared success. I have learned that the only way to truly keep pace with change is to embrace it with grit, resilience, and a commitment to never stop learning.

Recommended Literature for 2025
– Building a Second Brain — Tiago Forte
– Let’s Get Real or Let’s Not Play — Mahan Khalsa & Randy Illig
– HBR Guide to Generative AI for Managers
– Co-Intelligence — Ethan Mollick
– Grit — Angela L. Duckworth

These resources, along with hands-on experience and conversations across our industry, fuel the insights I bring to TGI every day.