New at the Wheel

Longtime Pennsylvania automotive dealer Rob Cochran had a trial by fire when he entered his father’s chosen industry in the late 1980s.

As today’s auto retail sector is buffeted by all manner of challenges, from head-spinning technology changes to just as unpredictable U.S. trade policy shifts and many factors in between, he may have the same experience as this year’s National Automobile Dealers Association chairman.

But he has some experience under his belt to help dealers brave the storms. The CEO of the #1 Cochran Automotive group for more than 30 years served as the industry trade group’s vice chairman last year after joining the board in 2020. He earlier served as chairman of his home state’s auto dealer association.

Cochran took time during this year’s NADA Show in Las Vegas to talk with F&I and Showroom on his vision for NADA and its member dealers this year. Below are his thoughts:

Why and how did you join the auto retail business?

I’m second generation. I joined our family business when I was 21, shortly after graduating from Carnegie Mellon University (with a bachelor’s degree in applied mathematics and industrial management).

At the time, we were in the process of relocating our single-point Pontiac-GMC dealership from a moderately sized property to a vacant 300,000-square-foot former department store in Monroeville, Penn.

A lot changed very quickly. Within a year, we began adding franchises, the economy slowed, my father’s second-in-command retired, and I was unexpectedly elevated to the No. 2 role – despite still having a great deal to learn.

Then, about six months later, my father was diagnosed with what became a four-year battle with cancer. He passed away in 1993, and at 27 years old, I found myself holding the reins far sooner than I ever imagined.

While I’ll always feel a sense of loss that the person who entrusted me with the company didn’t live to see what it would become, that moment shaped how I lead. It instilled in me a deep sense of stewardship, for our people, our customers, and our communities, and a commitment to building a business that honors both our family’s legacy and the future we’re creating.

I know this is a responsibility shared by so many family dealers within NADA.

What are your goals for NADA and its membership this year?

One of my top priorities is continuity in leadership. While the chairperson’s role is a one-year term, meaningful progress depends on strong alignment with past and future chairs, board members and the executive team. My goal is to build on NADA’s long-standing excellence in policy leadership and grassroots engagement while also bringing greater focus to longer-term strategic issues.

From that broader perspective, two areas are at the forefront for me. First, customer experience – how we continue to improve the interactions we have with our customers.

NADA recently commissioned an independent research firm to conduct a deep dive into the customer journey to identify real sources of friction at both the dealer and OEM levels. We’ll look forward to sharing what we learn as that work progresses.

The second area of focus is artificial intelligence and technology. My goal is to foster thoughtful dialogue, shared learning and actionable insights within NADA so our members move beyond reacting to change and can actively help lead it. 

How can NADA help dealers steer through market challenges, including tariffs, a softening labor market, affordability hurdles, and Chinese automakers?

NADA helps dealers navigate challenges by keeping them informed on regulatory updates that may impact their business and by advocating for policies that support the franchise system.

We have been working with the (Trump) administration to address the affordability crisis and have had some wins, such as bringing fuel economy standards in line with consumer demand and stopping California’s ban on gas vehicles.

NADA is monitoring the potential for Chinese automakers to enter the U.S. market and the need for appropriate governmental barriers based on concerns with unfair competition, consumer privacy and national security.

What are some lessons you’ve learned from helping lead the Pennsylvania dealers trade group that could be applied nationally?

Pennsylvania has been fortunate to have an exceptionally strong state association, and much of that is due to the leadership of John Devlin, who has been president and CEO of the Pennsylvania Automotive Association for the last 15 years.

What I learned from working with John was the value of being both principled and prepared, always focused on the best interests of dealers while taking a deliberate, well-researched and long-view approach to the issues we faced.

As I step into this NADA role, I intend to carry those same principles forward in the service of dealers across the country.

What’s your perspective on growing consolidation in auto retail? What are its benefits and challenges?

Consolidation is likely to continue, and for many dealers it brings advantages, like shared resources, access to capital, and the ability to scale best practices across multiple stores.

At the same time, one of the defining strengths of this industry has always been its entrepreneurial nature and the opportunity for dealers of all sizes to compete and succeed in their local communities.

Preserving an environment where independent and family-owned dealers can continue to thrive alongside larger groups is vital to maintaining a healthy, competitive marketplace.

What have you learned during your service on the NADA board during a time of rapid change and market shifts?

For me, this period of rapid change has underscored how important it is to remain both nimble and open-minded.

Markets, technology and consumer expectations are evolving faster than ever, often in ways that are difficult to predict.

What I’ve learned while serving on the board is that the most effective organizations are those that listen closely to their members, stay grounded in data, and are willing to adapt quickly while keeping their long-term mission firmly in view.

How do you see the role of artificial intelligence playing out in auto retail?

AI is one of the forces accelerating change across our industry. The farther out we try to look, the more possibilities emerge, which makes it challenging to separate real opportunities from noise.

That’s why I’ve encouraged our NADA team to focus on a clear, medium-term road map, highlighting the key areas where AI can make a tangible difference for dealers today and in the near future.