With a decade of specialized experience in the manufacturing sector, Trent Randles has been an asset to tier-1 automotive suppliers. His tenure at industry leaders like BorgWarner, Magna Seating and Plastic Omnium is marked by his ascent to pivotal leadership roles. Trent’s proactive approach has significantly advanced the field of digital transformation. He has been instrumental in the development of digitizing standard work documents, digital twins of assembly processes and the strategic use of manufacturing execution systems to refine and innovate manufacturing workflows. A graduate of the University of South Carolina-Upstate with a bachelor’s in engineering technology management, and holding a master’s degree in Industrial Engineering from Clemson University, Trent is the Engineering & Operational Excellence Manager at BorgWarner. In this role, he draws on his rich background to spearhead advancements in digital technologies across all departments.
Can you share your journey so far and your current roles and responsibilities in the organization?
My tenure at BorgWarner has been marked by distinct phases. Initially, I was tasked with ‘clean-up mode,’ a literal term as I joined following a tornado that had significantly damaged our plant. Collaborating with cross-functional teams, I focused on enhancing machine availability, improving first pass yield, and reducing scrap. As our performance indicators began to improve, I transitioned into the ‘improvement phase,’ which involved automating labor-intensive operations, refining data reporting, and addressing systemic process failures.
Now, in the ‘sustain and advancement phase,’ my efforts are geared towards maintaining the robust processes we’ve established, optimizing our technologies to maximize sustainability, and employing advanced technologies to create a more profound impact on our business performance.
What are the prevailing challenges you as a leader face today regarding technology trends?
Integration with Existing Systems: The integration of cutting-edge technologies with established legacy systems is a multifaceted challenge that not only requires meticulous planning but also strategic execution as to not interrupt operations. This process must be approached with a nuanced understanding of the existing technological framework to ensure that the introduction of new systems complements rather than disrupts the current operations. It requires a delicate balance between innovation and continuity, ensuring that the new technology seamlessly interfaces with the old, thereby preserving operational integrity while enhancing overall functionality.
Cost Management: From a financial perspective, the management of costs associated with the adoption of new technologies is a perpetual balancing act. It involves a thorough analysis of the initial investment against the projected long-term benefits.


