Mark Stewart, president and CEO of Goodyear Tire & Rubber Co., discusses the company's vision for the future - and what that includes - in this interview.

MTD: Can you bring us up to speed on Goodyear's performance in North America so far in 2026? What have been some of the company's challenges and achievements?

Stewart: Goodyear’s vision is to be number one in tires and service and that means staying focused to deliver value with discipline. We’re prioritizing premium products - ones with higher rim diameters, advanced technologies and differentiated performance. That’s already showing up in our mix. Premium products continue to outpace the rest of the portfolio in both growth and profitability. For dealers, that shows up in a pretty straightforward way. You’re working with a supplier that’s more focused, more disciplined and increasingly aligned with your goals.

The other piece I’d highlight is the strength of our portfolio. Very few companies can offer the breadth we do - from premium Goodyear to Cooper, Kelly, Mastercraft, Roadmaster, Starfire and Mickey Thompson - while still having a clear role behind each brand. Across our entire portfolio, we make tires worth bragging about. That’s intentional. It’s about giving dealers the ability to capture every customer, not just one segment.

MTD: The first quarter of 2026 was soft for consumer tire demand at both the replacement and OE levels and the commercial truck tire segment was hit even harder. What are your thoughts about the rest of 2026 for both the North American tire industry and Goodyear, in particular?

Stewart: While the first quarter was softer than expected across both consumer and commercial markets, we're focused on the areas where we can create the most value and differentiate ourselves. We've spent the last two years reshaping the company through Goodyear Forward. We've streamlined our portfolio, strengthened our balance sheet and focused our investments on our core tire business. That gives us greater flexibility to navigate changing market conditions while continuing to invest in growth opportunities.

Second, we're aligned with the segments of the market that continue to show the strongest long-term demand. Across our consumer business, we're expanding our premium portfolio, including ultra-high-performance, larger rim-size, light truck and all-terrain products. In commercial, we're continuing to invest in products, services and technology solutions that help fleets improve uptime and lower operating costs.

Finally, our manufacturing footprint is becoming increasingly aligned with where the needs of the marketplace are. Investments particularly in facilities like Lawton and Napanee are expanding our ability to produce higher-value tires, while helping ensure we have the right capacity in the right places to serve our customers. (Editor's note: Goodyear is making investments in its Lawton, Okla., and Napanee, Ontario, plants.)

While market conditions may continue to fluctuate, we're positioning Goodyear to compete effectively and continue delivering value for customers and consumers. We remain focused on what we can control: our customer relationships, pricing discipline, cost management and the flexibility of our manufacturing and supply chain. We’ve operated through many challenges and we’ve built the systems and processes to respond quickly. We also will stay very close to our customers, ensuring we’re aligned on demand signals and can adapt together as conditions change.

MTD: Goodyear has consolidated several of its dealer programs. What have been the reaction and the results of doing this?

Stewart: Dealers told us they want simplicity and that's exactly what we've delivered with the Velocity program. And they’ve responded positively to that.

In the U.S., we brought together the Goodyear, Cooper, Kelly and Starfire programs under one structure and we launched the same approach in Canada on July 1. The goal is to make it easier for dealers to do business with us while giving them access to the strength of our full portfolio. Dealers tell us they appreciate the streamlined experience, clearer program structure and greater flexibility to serve customers across multiple price points and segments. It's helping reduce complexity and making it easier for dealers to focus on what matters most: growing their business. More broadly, Velocity reflects the work we've been doing across the company to become an even stronger supplier for our customers.

MTD: Goodyear announced its Fayetteville, N.C., plant will close next year. Is this part of a broader restructuring or rationalization of Goodyear's North American manufacturing footprint?

Stewart: The tire industry is changing quickly and staying competitive means adapting at the pace of that change. As we focus on evolving our mix to include larger rim sizes and premium products, our manufacturing footprint needs to evolve, as well. That can mean consolidating certain operations or modernizing facilities so they’re better aligned with where the market is going.
For dealers and consumers, the key takeaway is this: the industry is modernizing, not retreating. We’re continuing to invest for long-term growth, aligning production with demand, focusing on premium, higher-value products, and building a more resilient supply chain to serve our customers. Those are the steps we have to take to stay competitive and keep delivering value to our customers over time.

MTD: Can you update us on modernization projects in Lawton and Napanee?

Stewart: We’re making strong progress on both modernization projects. They’re an important part of how we’re optimizing our network and working to help future-proof our manufacturing footprint. At their core, these investments are about modernizing our equipment and capabilities so we can produce more higher-value tires. In Lawton, we’ve completed the ramp up of the new premium capacity. In Napanee, construction is nearing completion and equipment installation is underway. We expect capacity to begin coming online later this year, with a phased ramp-up as additional equipment is installed.

More broadly, both investments reflect the same priority: making sure our network is aligned with evolving our mix to include larger rim sizes and premium products, with the right capabilities in the right places to serve our customers over the long term.

MTD: Last year, during the launch of the Eagle F1 and Wrangler Outbound AT, you said that Goodyear was in the midst of bringing out 1,800 new or refreshed SKUs worldwide, with an emphasis on filling product screen positions at the premium tier. What's the status on the new SKUs or new lines?

Stewart: In the consumer segment, we will continue focusing on the fastest-growing and highest-value areas, including ultra-high-performance tires and larger rim sizes of 18 inches and above, as well as strong product offerings in the all-weather and all-season segments, where Goodyear was an early innovator in all-season tire technology. We also see opportunity in light truck and all-terrain categories, particularly under our Goodyear, Cooper and Mickey Thompson brands.

In commercial, we’re preparing to launch the Goodyear Endurance SRS, our first super-regional steer tire designed to deliver a balanced combination of long mileage, even wear and scrub resistance for higher-mileage regional applications. In addition, with fleets increasingly moving toward proactive planning - driven by the need to control costs and improve uptime - technology solutions are playing a bigger role. Looking ahead, Goodyear expects more fleets to explore integrated, service-based models, which combine premium tires, predictive insights and nationwide service support into a single solution.
We’ve accelerated our product portfolio - launching significantly more new products in recent cycles - and that momentum continues.

The key is that every launch is intentional: premium where it matters, while ensuring each brand in our portfolio has a clear role and the products meet the marketplace demands.

MTD: As consumers continue to trade down to less-expensive, tier-three and tier-four brands, will Goodyear use some of its lower-tier brands - Kelly, Starfire and Mastercraft - to compete?

Stewart: We’re uniquely positioned with a full portfolio of products: Goodyear - premium, technology-leading; Cooper - strong mid-tier, dependable and reliable; Kelly (and) Mastercraft - dependable value tiers; Mickey Thompson - enthusiast/off-road leadership

For our customers, this means a portfolio that helps drive profitability. Premium tires deliver better margins, stronger brand pull and higher customer loyalty. Just as importantly, it’s about giving dealers and consumers a broader range of clearly positioned brands and products across our portfolio. This range gives dealers the ability to meet every customer where they are, while still mixing them up where it makes sense.

For consumers, our premium products have real benefits: longer tread life, better fuel efficiency, quieter rides with Sound Comfort Technology and performance tailored to how they drive and what they drive. As vehicles become more advanced and expectations continue to rise, those benefits matter more than ever.

MTD: Can you give us an update on the Cooper brand? We know that a new brand identity for Cooper launched earlier this year. Does this signal a renewed emphasis on Cooper? Where is Cooper positioned right now within Goodyear's overall brand portfolio?

Stewart: The refreshed Cooper brand identity is part of a broader effort to strengthen and invest in the brand. We're expanding Cooper's presence in key segments like light truck and SUV, accelerating innovation tailored to Cooper customers and providing dealers with even clearer positioning alongside our Goodyear offerings. Cooper plays an important role in our portfolio as a strong mid-tier brand, offering dependable performance and value for consumers while helping dealers serve a broader range of customers. We see significant opportunities for growth, particularly in North America and Europe, and we're committed to supporting that growth through continued investment in products, marketing and brand development. For our Cooper dealers, the message is straightforward: you can expect continued focus and investment behind the brand.

MTD: Goodyear's company-owned retail store network has consistently hovered around the 500-location mark. What role will these stores continue to play in Goodyear's presence in the U.S. market? Are there plans to make significant changes and/or investments in Goodyear's company-owned retail store network?

Stewart: Our company-owned retail stores remain an important part of our business and an important connection point with consumers. They give us the opportunity to showcase the full breadth of our portfolio -from Goodyear to Cooper and our other brands -while helping consumers find the right tire for their specific needs. At the same time, we're focused on becoming even more consumer-centric by giving consumers more ways to interact with Goodyear. That includes continuing to invest in digital tools that create a seamless experience from online research and scheduling to in-store service across our retail stores and network, as well as expanding access through our mobile operations, which now serve customers across 28 markets. Whether a consumer chooses to visit a store or have tires installed and serviced at home or work, our focus is on making the experience as convenient and seamless as possible.

Ultimately, our retail stores remain a key part of how we serve consumers, represent our brands and support the growth of our portfolio. Our focus is on ensuring the retail network continues to deliver a strong Goodyear experience while working alongside digital capabilities and mobile tire and service offerings that provide customers with greater flexibility, convenience and choice in how they interact with us.

MTD: From your vantage point, what are three of the biggest headwinds and three of the biggest tailwinds facing not just the North American tire industry but also tire dealers?

Stewart: On the headwind side, I'd point to continued uncertainty around consumer sentiment, ongoing geopolitical and policy volatility and a highly competitive marketplace, where customers have more choices than ever.
On the tailwind side, we're seeing continued growth in premium tire segments, increasing demand for larger rim-size, light truck and SUV products and opportunities created by technology and innovation across both consumer and commercial markets. For dealers, success will increasingly come down to having the right portfolio, strong brand pull and trusted supplier relationships. That's an area where we believe Goodyear is particularly well-positioned.

Goodyear science means we have one of the industry's strongest portfolios, spanning premium to value-oriented offerings, brands with deep consumer recognition, long-standing dealer relationships and a manufacturing footprint anchored in the U.S. No matter the market environment, those fundamentals matter. That's why we remain focused on helping our customers compete across multiple segments, while providing the products, service and support they need to grow profitably over the long term.

MTD: What can we expect to see from Goodyear during the rest of 2026 and into next year?

Stewart: In the consumer segment, we will continue focusing on the fastest-growing and highest-value areas, including ultra-high-performance tires and larger rim sizes of 18 inches and above, as well as strong product offerings in the all-weather and all-season segments. We also see opportunity in light truck and all-terrain categories, particularly under our Goodyear, Cooper and Mickey Thompson brands.

In commercial, we’re preparing to launch the Goodyear Endurance SRS, our first super-regional steer tire designed to deliver a balanced combination of long mileage, even wear and scrub resistance for higher-mileage regional applications. In addition, with fleets increasingly moving toward proactive planning, driven by the need to control costs and improve uptime, technology solutions are playing a bigger role. Looking ahead, Goodyear expects more fleets to explore integrated, service-based models, which combine premium tires, predictive insights and nationwide service support into a single solution.

You can also expect to see continued investment behind our brands. We've recently launched our new Eagle 'Fast Is In Us' campaign, reconnecting consumers with one of the most iconic performance brands in the industry, and we introduced a new brand identity for Cooper as we continue strengthening its position and presence in the market. These efforts are designed to increase visibility, deepen consumer engagement and support our dealers by creating stronger demand for our products.

We've accelerated our product portfolio - launching significantly more new products in recent cycles -and that momentum continues. The key is that every launch and every investment is intentional - strengthening our premium offerings, clearly defining the role of each brand in our portfolio and ensuring we have the products, innovation and brand support to meet evolving customer and consumer needs.

I’d close with this: while the industry is evolving, the fundamentals haven’t changed. Dealers still win by serving their customers, having the right products available when they need them and working with companies like Goodyear that they can count on. Everything we’re doing - whether it’s focusing more on premium products, simplifying the business or investing in innovation - is built around supporting that. At the end of the day, our success is directly tied to our customers’ success.