How Bobcat CDO Roy Greco Is Building a Digital Foundation for AI and Growth

0:00It's not uncommon for machines to disappear from job sites. And Machine IQ allows us to track a machine that may have wandered off, but it also has the ability to electronically disable any machines.

0:13Peter High: Welcome to Technovation. I'm your host, Peter High, the president of Metastrategy. My guest today is Roy Greco. Roy is the chief digital officer of Bobcat Company, one of the world's leading manufacturers of compact equipment and worksite solutions. Bobcat helped create the compact equipment industry in the 1950s and today offers everything from loaders and excavators to tractors, utility vehicles, forklifts, attachments, parts, and services. The company generated approximately$6.2 billion in revenue in 2025 and is part of South Korea's Doosan Group. Roy has been in his role for roughly three and a half years and leads a broad portfolio spanning enterprise technology and data strategy, cybersecurity, digital customer experience, and the platforms that support Bobcat's dealers and global operations.

0:56Peter High: His team also helps lead a major business process in Greenfield ERP transformation designed to create a new foundation for the company's future growth. In today's conversation, we'll discuss Bobcat's business transformation and modernization, the role of data and AI, how connected equipment is changing the relationship between Bobcat, its dealers, and its customers, and what the increasingly autonomous job site may look like in the years ahead, among other topics we'll cover.

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2:30Peter High: And now on to the interview. Roy, welcome to Technovation. It's great to speak with you today. Good morning, Peter. Glad to be here. I'm glad you're here as well. So I thought we'd begin, if you don't mind, for those who may be less familiar with it, talk a bit about Bobcat as a business, the business that you help lead. Yeah, so Bobcat is a global equipment manufacturer with our history in compact equipment. Actually, in the 1950s, late 50s, we invented the skid steer based on the need of a turkey farmer who needed a machine that was light enough to go to the second floor and agile enough to work through the barn.

3:13And that was kind of the start of compact equipment and our leadership in that segment. And we continue to broaden our portfolio. So beyond compact equipment and loaders, we now have excavators, portable power, material handling, which is forklifts, turf equipment, and general grounds, downs equipment. So a pretty broad portfolio. And, you know, it's interesting to see it evolve, not just physically and how we're solving problems for our customers, but also digitally and how we begin to enable digital actions within the machines. As the machines were once just tool carriers with attachments, but now they're kind of, you know, tool carriers and software carriers at the same time.

4:02Peter High: And the company is part of Doosan Group out of South Korea. Can you talk a bit about how you and the broader entity operate together? Yeah, so Bobcat was purchased by Doosan many years ago. I think it's a great dynamic. Certainly, diversity and culture always helps. And the business world is global, right? So you get the benefit of our holding company in Korea and what they bring and also the innovation, the history of Bobcat, which was started in North Dakota. So it's a great dynamic. And personally and professionally, it's great to see both sides come forward, let's say. Fascinating. You've been in your role as chief digital officer for roughly three and a half years now, Roy.

4:57Peter High: Talk a bit about your purview in that role. What does the chief digital officer do in an organization like yours? Yeah, so as a chief digital officer, I've got a very wide purview of what happens in the company. I often tell people on my own team that we're the most cross-functional function in the company. If I get my leadership around the table, we pretty much know everything that's going on in the company. whether it's in the region or in a process, because we understand not only the technology, but the processes that the businesses are running on that technology. So it's a great purview. I work regularly with senior executives in the company to map out what the digital strategy should be.

5:43And I report to the CEO. So that kind of shows you the importance of digital and the chief digital officer role within Bobcat and the importance that we put on it. Excellent.

5:56Peter High: And I want to talk more about this cross-functional notion that you mentioned, the most cross-functional organization within the broader company, perhaps, and the relationship between process and technology. Obviously, it's a profound relationship. Talk a bit about the advantage of seeing processes end-to-end and thinking further about perhaps their re-engineering or refinement and the technology's role then in helping automate, perhaps, in new ways, those processes? Yeah, I mean, quite frankly, there's very few processes remaining that don't require some technology or digital backbone, right?

6:33So fundamentally, we're involved in a lot of things. And then we can see the interactions between the functions and the processes and where things maybe could be automated better or where things may be breaking down and could be looked at differently. And it gives us a very good view to work with our business partners also because people in various functions, they see the function and what they're responsible for. But we really have a good view of seeing how it all works together across the backbone of the company. And more often than not, we're getting pulled into meetings or projects or whatever where our expertise is needed and that broader knowledge to help solve problems for ourselves and for our dealers and our customers.

7:21Peter High: And speaking of process change, you've noted the recent reset of a lot of processes, a reset for the company to continue to grow and establish a new foundation upon which it might grow. Describe what you mean by that and, of course, some of the specifics associated with it, if you would. Sure. So Bobcat has grown, you know, multi-fold over the last decades through acquisition and through other things, right? So at one point, we've acquired so many companies and we wind up having different digital backbones or ERPs or systems across the globe. So several years ago, we started a business transformation program to kind of reset those processes across the globe because we want to grow and want to grow faster.

8:10And we came to the realization that if we really want to grow this business exponentially, we need to reset that foundation to grow from it. It cannot be extra effort to bring on every company we want to acquire. It should be seamless and it should be easy. And if we can harmonize the processes across the globe, that gives us better leverage within the company and better efficiencies as well. So it's not an easy journey. I don't think anybody would say, you know, putting in an ERP or doing business process transformation is easy. And it's not a benefit you see today, but we will definitely see it, you know, tomorrow as the company continues to grow.

8:49Peter High: And this is part of a broader modernization of the organization as well. Obviously, Bobcat has a storied history. You referenced some of that earlier. It's dating back to some of the innovations of the 1950s. Talk a bit about the form modernization has taken, more broadly speaking, to set that better foundation upon which to build with greater confidence for the future. Yeah. So, I mean, modernization is multifold. It can be the processes we're trying to re-engineer. It could be the data platforms that we're putting it on. Of course, it's also a lot about data and setting that foundation for AI and future analytics and things like that.

9:26So we spend a lot of time focusing on data and how we enable it, how we unlock it for our users in a modern way. I mean, AI is continuing to evolve very quickly, almost way too quickly sometimes. But I mean, the potential is there, but it relies on data, whether it's structured or unstructured. And then we continue to modernize how we run our factories. How can we use AI in our factories or how can we harmonize the processes there so that factories are safer and they're more efficient? And of course, we've got a whole logistics pipeline that we continue to modernize so that we can make all of the models that we want and source all the parts that we need.

10:13and we can distribute that finished product to the dealer and the customer that they're looking for. So it's a continuous evolution and modernization of the backbone of the company.

10:25Peter High: Talk a bit further about this data intelligence platform that you've developed. I know you believe it to be a key ingredient to better take advantage, for example, of artificial intelligence. Talk a bit further, if you would, about how you thought about what you were just describing there, a better means of organizing what is a profound amount of data such that you can derive more value from it? Yeah, I think, you know, Bobcat, like many companies, we have a lot of data, right? So, you know, question is, are you using it all? Are you unlocking it all? And the journey with a data intelligence platform was, hey, let's pull together some of these key pieces of data so that our business users can get to that data easily and meaningfully, right?

11:10so that we don't need to one-off every request for an analytical report or an AI agent. We can set this foundation. The data is the same, whether you're going to use it for analytics, whether you're going to use it for AI, whether you're going to use it for other purposes, the data is the same. So how do we put that in a place where it's structured enough, the unstructured data is also available, and people can get to that, and they can get to it and be confident that that data that's there is correct and accurate and true. And also by putting this platform in place, we also can put the required compliance around it so that data that's been given to us or data that we have access to that it's private and confidential or personal is only accessible to those people that have a need and that we've expressed that we would use that data for those purposes.

12:03So it's a fundamental enabler to the future. And like I said, everything runs on data, right? So if you're not spending enough time there, then you're going to spend more time somewhere else.

12:17Peter High: Very interesting. You've encouraged your employees, you've noted to me in the past, Roy, to experiment with artificial intelligence while simultaneously looking for use cases that demonstrate enough value to scale for an organization the size of yours. Talk a bit about that balance, if you would, and some of the use cases that have been developed that have you most excited. Yeah, I would say the, you know, artificial intelligence is not a one trick pony, right? So you've got you want to unlock people's ability to innovate and see what they can do with it. We also take more structured process oriented, you know, views.

12:51So how can we reengineer some of these processes with AI? So, you know, we're not putting restrictions on anything. It's like, let's, let's see what we can do with this. There's the power, the power is there. Some of the more exciting things that we're doing is within our dealerships, we've now created a Bobcat Service Assistant, which is basically an AI-enabled technician tool, which machine comes into the shop. Service technician has the machine in front of them and starts commenting or prompting as to what the problem is with the machine. we have vast load of material material on service manuals or warranty or things like that that enables that technician to get a quicker answer while that machine is in front of them which in turn is a faster repair and that's a faster turnaround getting that machine out to the out to the um to the customer so we do several ai projects around logistics how can we optimize how we're shipping parts or machines to various parts of the country and do that effectively.

14:05AI is brilliant at taking unstructured data and kind of optimizing things like this. And then we use AI in the field for our dealers and customers, for market intelligence and things like that. So when we send our regional directors out there, they're armed with competitive information or just regional information as to what's happening in those areas. So those are some key things and we'll continue to innovate.

14:31Peter High: And this is part of the machine IQ that you've described to me in the past? Machine IQ is part of it, yes. So you could say service assistant is not necessarily part of machine IQ, but it feeds it. And machine IQ is our telematics platform that we have on several hundred thousand machines. And it's quite powerful, right? So you can understand how many hours are on the machine. We can proactively tell the dealer, the customer, that maintenance is required. There should be schedules so that the machine stays healthy. Fault codes are gathered from the machine. So if something is not going right, we can tell the dealer and the customer about the fault code.

15:12In many cases, we tell the customer, if it's simple enough, how they can fix it. or if it's more complex, the dealer is getting involved and the dealer can contact the customer. And Machine IQ is also very much around safety and theft prevention, especially with compact equipment. It's not uncommon for machines to disappear from job sites. And Machine IQ allows us to track a machine that may have wandered off, but it also has the ability to electronically disable any machine. So either on a site or if it goes walking away somewhere, we can lock that machine down, which is important to our customers, right?

15:51They don't want to come in one day and their machine is not there, right? So MachineIQ enables us to do all that. And like I said, if there's a fault code, we can feed that into Bobcat Service Assistant. And then we can work with the dealer to fix the machine and put it back out in the customer's hands so they have more uptime. That's what they're paying the machine for.

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17:39Peter High: And now back to the interview. You've also mentioned to me in the past the introduction of voice activation in the cab so operators can access information while keeping their hands on the controls. Talk a bit about that and the value provided to those who are operating the machines you've been describing. Yeah, so we've launched a product called Jobsite Companion. Jobsite Companion and Service Assistant were announced at CES. So these are technology innovations. But Jobsite Companion is basically putting AI in the cab and allowing the operator to use voice commands to adjust the machine. So, you know, there's, if you have a different attachment and you're using a different attachment machine, you can use your voice and say, hey, I'm going to, I'm using this attachment.

18:30Can you optimize the settings for this attachment? The job site companion can track and adjust a number of different levers and electronic settings in the machine, all while the operator has his hands on the control. So you're not compromising the controllability of the machine, but you're enabling the operator to get more out of it. It's a very powerful tool, and it's right at the edge of the machine.

18:58Peter High: Bobcat has close relationships with its independent dealers, and those dealers in turn have deep relationships with customers. How do you use digital technology to strengthen those human relationships across the different levels of value that each provides? I mean, we're always augmenting that relationship. Our dealers and our customers, they live in the same communities. They're partners. They trust each other. And digital just augments that. You know, customers more and more when they start their journey, if they're looking for a machine, they start online. So, you know, we can help them with identifying information that they need.

19:34We have product selectors and things like that that can help them get to the right equipment. And all this enables the dealer conversation, right? This makes for a better conversation with the dealer. So we're not looking to use digital to replace our dealers. We're very much looking to augment that relationship. Our dealers are key to our business. They always have been. But there's so much power and insights that customers can gain even before they get to the dealer. We're working to make those as smart as possible.

20:08Peter High: And those dealers are independent businesses, Roy. So you don't mandate change necessarily. You influence that change. And I wonder, how does that collaboration work such that you're gleaning from them needs or opportunities and then influence the change that you believe to help rectify or take advantage of the opportunities articulated? It's very much a partnership, right? So, I mean, the dealer is our front face to our customers, but we're there supporting them in every way, whether it's helping them to get the right machine to get it sourced for that customer or learning the insights from customers on new jobs that they may have.

20:45That partnership goes back and forth. And we're there to make the job of the dealer easier, make it more efficient. We want our customers to have an ease of doing business when they come into our dealerships, and we want our dealers to have an ease of doing business when they work with Bobcat, whether it's sourcing a machine, doing a service repair, or providing other insights that will benefit the work that our customers have.

21:13Peter High: I wonder, Bobcat, as you noted earlier in our conversation, Roy, has a deep heritage here in the U.S. It's roots in Fargo, North Dakota, but now also the relationship for the past 19 years with Doosan Group in South Korea, global business spanning North America, Europe, Asia, Latin America. You've also lived and worked internationally yourself in prior roles. And I wonder, what are your own thoughts about, what have you learned from that experience across different cultures that help you think about the best means of collaborating across very different cultures represented in an organization like yours?

21:52Yeah, I did. I lived overseas for many years and a fantastic personal and professional experience. And I think that that provided me the insights to put yourselves in the shoes of other cultures, right? We're all in the same business. Generally, we're selling the same product suite. You know, customers are maybe slightly different in each of those regions, but there are cultural differences on how, you know, customers approach a sale or how they work with a company. So those are differences, but also how people work within Bobcat itself. Right. So and I find it very exciting to have that interaction.

22:29I think you get a great view of the world, you know, what people think of different cultures when you go out and see them. And for me, I find it very important to go out and be in those locations and meet with those colleagues, you know, face to face and dealers and customers when that permits. I think it's extremely insightful and very powerful. And, you know, as a leader, I think you need to have those insights if you're leading a global company, for sure.

23:00Peter High: One of the things I've found fascinating, Roy, in our past conversations and this one is historically the sale of a piece of equipment may have represented the most important transaction with a customer. But as every machine becomes more connected and increasingly intelligent, as you've noted, there are more opportunities for there to be an ongoing relationship to add further value to ensure that every piece of equipment that's put out into the field is operating optimally and as much as possible, always available when necessary as well. Talk a bit about, as you've already begun to do, forgive me, but I'd love to, as you reflect upon that difference, that it's in some ways the beginning of an ongoing relationship, very different from perhaps decades past, how you think about that evolution?

23:45Some customers, you're exactly right. This is a huge investment for them and the small business that they're running. Some customers have fleets of machines and they operate very differently. But more and more, you know, culture and people, you know, they like to have, be connected, right, to their phone or to their computer or wherever. And I think it's very important that these machines are not just physically capable of what they're doing, but they're communicating with the customer and with us so that we can make sure that the customer has the best experience and uptime is critical, right?

24:25These machines, they're best when they're working, when they're doing a job. And I think it's not just the purchase machine, but it's the ongoing life cycle of the machine and that relationship with the customer. Customers have multiple needs. So they may purchase a piece of equipment for one job that they want to accomplish, but we want them to help them accomplish more. So we might have other services or equipment that can help them. And that's part of the relationship.

25:00Peter High: Very interesting. Thank you for sharing those reflections, Roy. I wonder, are there other trends that excite you as you look to the future? Other areas that you're beginning to explore personally or professionally that have you excited about what's to come? Well, I think AI is just starting. I mean, it's moving so fast. I think there's so much more there that we're going to continue to learn. it's evolving so quickly. I also think quantum is, you know, it's continuously been on the horizon, but it's getting very close. So what quantum is going to be able to do with speed, whether it's normal business transactions or cybersecurity or things like that, I think that is really going to be the next game changer as it becomes reality.

25:46So those are a couple of things that are on my horizon, let's say.

25:50Peter High: And I want to also ask you, what do you read or listen to to stay current, Roy? Whether it's books or podcasts or blogs or whatever the case may be, in a time of such dynamism, how do you stay current? More and more, I try and stay up to speed on cyber trends. So it seems like every day I'm scanning those trends and different apps or sites. And not just for the company, right? It's very important for the business to, to be up to speed, but it also translates into my family. I've got, you know, a wife and three kids and a lot of these things transcend into their life, right? So it's like, what's happening and how can I explain it?

26:30Not only to my colleagues, but my family. Um, so that's one thing I, you know, business trends, you know, whether it's wall street journal or whether it's sports magazine and you kind of what's, what's happening out there in the global world. And if, if I get the chance to, to read, something personally. It's usually stories rooted in history with leadership or things like that. Citizens of London, I really liked. Boys in the Boat was a great book as well. So finding time to do those is harder now, but I enjoy it when I can.

27:05Peter High: Can I also ask you, Roy, you across now multiple organizations have had responsibilities for customer experience. You did at Volvo Construction Equipment prior to joining Bobcat. It is now part of your purview as well. Talk a bit about, as someone who has internally focused responsibilities as well as external responsibilities as a result of that, how you think about the balance between those and the responsibility you and team have for both sides, thus, of the profit equation, thinking about things that might be revenue enhancing, as well as those things that might derive efficiencies for the organization.

27:43Yeah, the customer experience must come first, right? So I've been blessed to have those roles in the past, and it's deeply rooted in my mind. And it can be the customer that purchased the product. It could be the dealer that's a customer. But their interaction and what their needs are drives everything that we do inside this company. So all of the efficiencies and the products we make is all driven for the customer, and they need to have a pleasant experience and an effective way. experience because they have choices also right and we want them to be with bobcat with bobcat we try and have a a small-minded business uh mentality so that we can really stay close to our customers and our dealers and um understand what their needs are and help them to to accomplish more so for me it's it's always something i'm i'm thinking about the outside in purview of what what we can do to enhance our customers' experience and our dealer experience.

28:42Peter High: Well, Roy, thank you so much for an insightful conversation reflective of the remarkable work you and team are doing at Bobcat. It's been fascinating to learn more about your three and a half years roughly in role, the progress you continue to make, the modernization activities that you've undertaken that now have you primed for so much innovation that you've described. It's been a terrific conversation. Thank you. Fantastic. Thank you, Peter. I appreciate it a ton. Thanks for listening to Technovation. If you enjoyed this conversation, subscribe and leave a rating. It helps more leaders find our podcast.

29:13Peter High: Thank you. And I look forward to seeing you next time.