Vehicles of The Future: BlackBerry’s Jeff Davis On The Leading Edge Technologies That Are Making Cars & Trucks Smarter, Safer, and More Sustainable
An Interview With David Leichner
Foster teamwork. The best leaders all seem to know that if they are the smartest ones in the room, then they have to find a different room. However, that brings me to the third trait: they are all constant learners, almost obsessively so. There is always a new book, new subject, new idea that they are working on outside of their day-to-day reading. The learning that successful people engage in much of the time is outside of the industry, and they are always reflecting on how to connect the dots.
The automotive industry has been disrupted recently with new exciting technologies that have made cars and trucks much smarter, much safer, and much more sustainable and more environmentally friendly.
What other exciting disruptive technologies will we see in the next few years? How much longer will fossil fuel powered cars be produced? When will we see fully autonomous vehicles? Can we overcome the challenge of getting stuck in traffic? As cars become “moving computers”, do we have to worry about people hacking our cars? How else will our driving experience be different over the next five years? Authority Magazine started a new interview series about “Exciting Leading Edge Technologies That Are Making Cars & Trucks Smarter, Safer, and More Sustainable.” In this series we are talking to leaders of automotive companies, automotive tech companies, EV companies, and other tech leaders who can talk about the vehicles of the future. As a part of this series, I had the pleasure of interviewing Jeff Davis.
Jeff Davis Currently, Senior Director, IVY Ecosystems, Development at BlackBerry. Jeff Davis oversees the development of IVY partnerships and the growth of the ecosystem, working to grow IVY’s value in the marketplace and to build understanding and awareness of the IVY product. He remains an advocate for smart mobility initiatives working with Partners for Automated Vehicle Education (PAVE), ERTICO and the Automotive Information Sharing and Analysis Center (Auto-ISAC), and in directing BlackBerry’s development in smart transportation. Prior to his role within IVY, Jeff previously served as the Senior Director for Government Affairs, and the global lead for the transportation marketing vertical. He previously served as a Senior Vice President at ITSA, the nation’s largest organization dedicated to advancing the research, development and deployment of Intelligent Transportation Systems (ITS). Prior to that he developed new programs throughout the Department of Defense, as a Marine officer and contracted civilian.
Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started in the automotive industry?
I served in the US Marine Corps, with seven tours of duty, including in Iraq, Kosovo and Djibouti among other foreign hot spots. For six years of my service I worked on R&D and strategic concepts projects. After leaving the Marines, I spent several years working with government contractors and on technology focused security projects with the US Department of Defense.
However, I wanted to take my understanding of R&D and program development somewhere outside of the world of national defense; finding an area that I could become passionate about was the hard part. Being in the military is not something you do to become rich. Marines tend to have a passion for their work, which is also something that I found in, and which attracted me to the transportation industry. People in this industry are mission-focused, they’re in it because they want to improve safety and save lives, reduce congestion, improve the environment and ultimately make a better world.
Prior to BlackBerry I served as a Senior Vice President at ITSA, the nation’s largest organization dedicated to advancing the research, development and deployment of Intelligent Transportation Systems (ITS). While there, I found the challenges of automakers extremely interesting: long development cycles, the risk of high upfront costs, pressure from consumers and regulators, and a worldwide zero-sum competitive environment were all very familiar and interesting problems to me. When the opportunity to work directly with the development and marketing for the software-defined vehicle presented itself, I jumped on the opportunity.
Ok wonderful. Let’s now shift to the main focus of our interview. Can you tell our readers about the most interesting projects you are working on now?
I’m currently overseeing the programing of BlackBerry IVY and the growth of the ecosystem, working to grow IVY’s value in the marketplace and to build understanding and awareness of the IVY product. For those that are unaware, BlackBerry IVY is our cloud-connected software platform co-developed with AWS that allows automakers to provide a consistent and secure way to read vehicle sensor data, normalize it, and create actionable insights from that data both locally in the vehicle and in the cloud. Automakers can use this information to create responsive in-vehicle services that enhance driver and passenger experiences.
How do you think this might change the world?
Everywhere you look there are discussions about the AI-driven future and how technology is going to change everything. It reminds me of the excitement that existed around the PC in the 70s and 80s, with everyone making predictions of how life would change. Some predictions were right, some were wrong, but all were off on their timing. That’s because no one paid attention to the boring and hard stuff that had to happen to open the potential of personal computing. When you think of all the technologies that had to go into place to “change the world” then you realize just how many small ideas created one big idea. There were a lot of hard (not sexy) things to get us to our current, continuously connected reality.
The internet itself was a program of necessity used by a small group of scientists, that was largely ignored in its infancy; the continuous development and improvement of chip sets and memory; an operating system that everyone could agree on; countless standards; and of course, the advancements and developments in telecoms that make our connectivity possible. Today we have predictions about big data, AI, and Machine Learning. Most of the time the predictions are outlandish, not impossible but they rarely consider all the things that need to happen to make it a reality. Automotive applications are certainly in this mix. Everyone wants and believes there will be an explosion of technology, but few realize that right now vehicle architectures can very wildly between models, limiting the number of developers to create solutions across vehicle types. IVY is the hard work that has to be done to open the insights from the vehicle, provide a simple means to work with the data, and build new applications that can adapt with the speed of the market. IVY will enable the development of new maintenance tools, EV and range applications, safety applications, and a wealth of use cases that we have not even thought of yet.
Data and connectivity are opening new avenues for innovation in the automotive industry, and BlackBerry and AWS share a common vision to provide automakers and developers with better insights so that they can deliver new services to consumers. BlackBerry IVY promises to bring an era of invention to the in-vehicle experience and help create new applications, services, and opportunities without compromising safety, security, or customer privacy.
Keeping “Black Mirror” in mind, can you see any potential drawbacks of this technology that people should think more deeply about?
The drawbacks of the technology moving forward are in two categories: switching costs and unintended consequences.
Switching costs come in many different varieties — some more valuable than others — they range from the “green premium” of electric vehicles to loss of life from the misuse of technology. Challenges like the cost of electric vehicles are easily overlooked at the micro level. An economist can explain that once EVs reach a volume point, economies of scale, technology advancements, and reduced cost of energy will (eventually) make it easier on the pocketbook. However, this does not consider the family of four that have a household income of less than $70K USD (per annum) and their one car (the one that gets everyone to work and school) breaks down. The option of finding a cheaper model is reduced as automakers have switched to an all-electric fleet.
The “green premium” is something that is also passed on to gas station owners and mechanics who are forced to make changes to their operating model. Even more costly are the switching costs of incorporating new technologies into everyday life. Think about how many accidents have been caused by the inappropriate use of automated features on the car; senseless deaths and injuries because a consumer did not understand a feature or its limits. In all cases with switching costs, it is easy to place blame, but it is difficult to come up with solutions to avoid them. The question we should always come back to is are the switching costs worth the overall outcome and how do we reduce the pain on those that may be most vulnerable to switching costs? For the most part when it comes to automotive the industry and governments around the world are working diligently to get us to a cleaner and safer future, while smoothing the bumps along the way.
The second type of drawbacks are the unintended consequences. We see this with all technologies: social media platforms let us keep up with old friends, find long lost loved ones, and drive social change. One could also link them to worldwide political polarization, the exploitation of vulnerable people, and an overwhelming loss of privacy. A strong belief in the value of humanity brings me to believe that no one intended for these things to happen. It is the old Rumsfeldian dilemma: …there are unknown, unknowns. That is to say, we just don’t know what challenges our current actions may bring about, we do our best to predict them, but all we have is the world we live in now, the past, and our imaginations as tools to determine a world we do not know. This is why building technology that is adaptable is so important. The ability to update, change, and improve an application across every vehicle is so important to the future of automotive. We will try, learn, make mistakes, and improve.
What are a few things that most concern you about the automotive industry as it is today? What must be done to address these challenges?
There are massive challenges ahead for the auto industry. I do not have particular concerns, but am interested in the adaptation and implementation of new technologies. We already discussed the challenges that come with new technologies, but there are also regulatory pressures, new infrastructure challenges, changes in ownership models, cybersecurity challenges, workforce challenges, and global supply chain issues. I think, to those of us observing our changing relationship with the automobile none of this will feel like it is happening fast; however, there is a slow, complex, and fundamental shift that is happening to the industry and the implications could put at risk companies that are very important to global economies.
Electrification is probably the closest challenge, and one of the most important ones to us as a society. As much as the elimination of CO2 emissions is an absolute necessity, it brings with it the need for a reliable charging infrastructure, new software architectures, new manufacturing practices, maintenance cycles, and new players. Each of these new necessities have secondary and tertiary effects to everything from customer relationships to changes in the workforce.
Based on your vantage point as an insider in the automotive industry, what other exciting disruptive technologies will we see in the next few years? Can you share some of the new developments that will make vehicles smarter, safer, and more sustainable?
In the year ahead we’ll continue to see the ascent of the software-defined vehicle, a trend that’s been accelerating as of late. Since its invention more than a century ago, the bulk of a car’s value has been comprised of its mechanical, hardware, and other physical components, however software and connected services have quickly become the most important drivers of value, and a key differentiator, for automobile manufacturers. Research backs this up: By 2030, electronics and software will account for 50% of car costs, up from about 30% today while the software opportunity in autonomous cars will grow from less than one billion to $25 billion. (Lux Research)
A key feature of software-defined vehicle design is the ability to tailor and customize each vehicle to suit the needs and tastes of its owner. Like smart phones, cars are becoming innately configurable. In the future, much of the software ecosystem in the automotive industry will converge the same way it has in other markets. Just like the mobile industry evolved from numerous maker-independent operating systems down to just iOS and Android, the road will narrow in the same way with a common software platform for automobiles.
Companies that resist and hold themselves apart from this tectonic shift will become outliers and see their market share dwindle. The companies who will thrive in this transition are those who understand the software architecture of the car and who can leverage the inherent benefits of a converged, standards-based software environment while continuing to deliver a differentiated and compelling product to their customers, based on proven, trusted, safe and secure software inside the vehicle.
What are a few things that most excite you about the automotive industry as it is today? Why?
From a software standpoint, I see personalization as the future of the automotive industry. The move to EVs, the consolidation of ECUs, and the increase of connectivity and compute power open a world of opportunities for us and other players across the transportation spectrum. We see a world where we can add, customize, and optimize the functions of the car, as needed, a trend which is a huge boon for smaller application players looking to tap this vast and growing market.
We’ll see autonomous driving, safety components and other features as a choice for a downloadable app rather than a dealer option. We’ll see app after app pop up from OEMs, technology companies, telcos and smaller players all looking to serve consumer demand for automated driving, connectivity, convenience, and shared mobility.
How else will our driving experience be different over the next five years?
The world of mobility is going to get more sophisticated. Applications for seamless multi-modal transportation and shared mobility will get better, single payment systems, controlled vehicle platooning, and limited Level IV driving should all become common feature of the urban landscape. We can also see a world where the life of the car lasts longer, features and adaptations will be updates and new applications, rather than model changes year after year. We will see advances in Level IV self-driving and new business models that will come with that. Industries like trucking and package delivery will also be revolutionized as the car becomes more like a computer. To do this there will have to be a software platform that is ubiquitous across makes, models, and other IoT devices that allows for a simpler way to innovate and get those innovations to market. It will also have to be supported by an ecosystem of incredible developers. That’s the direction for BlackBerry IVY.
My expertise is in product security, so I’m particularly interested in this question. Recently there were famous cases of hackers breaking into the software running automobiles, for ransomware or for other malicious purposes. Based on your experience, what should auto companies do to uncover vulnerabilities in the development process to safeguard their vehicles?
As you correctly point out, like all technologies, CAVs are not immune from a cyberattack. And all vehicles are effectively computers on wheels. As such, it is critical that vehicle design incorporate security from the planning stages and throughout the lifecycle of the vehicle.
A best practice for vehicle cybersecurity is an approach initially conceived by the NSA called “defense in depth,” which uses multiple layers of security to defend against potential hacks. Even more so than gas-powered vehicles, this is essential for EVs given the sheer number of connections they utilize — starting with home and public charging stations, to connected infotainment systems and GPS communicating with external data sources. BlackBerry offer a range of products designed for security, such as BlackBerry Jarvis, which gives automakers powerful capabilities to uncover security insights in software binaries coming from their complex supply chain, without the need to access source code.
As connected and EVs become more widespread, it will be important for automakers and security developers to continue to work collaboratively on new holistic approaches to address the ever-changing threat landscape. This includes incorporating best in class cybersecurity practices, similar to how we protect other critical infrastructure.
Nefarious actors will attack wherever there is a security gap and/or an incentive. As such, the swift and pervasive deployment of EVs as envisioned by many governments today, must involve a resolute focus on security at the outset — for both vehicles and infrastructure. Or we risk making our electrical infrastructure, and the vehicles connecting to it, an even more compelling target for those who wish to do us, our society and economy harm.
Fantastic. Here is the main question of our interview. What are your “5 Things You Need To Create A Highly Successful Career In The Automotive Industry?
That’s a tough one, can you call a career successful before it is over? I don’t know that I’m the best person to give this advice, but I can tell you what I watch and admire from other leaders throughout the industry.
The trend I see in the people I admire the most is that they are first and foremost, decent people. They understand that everyone is human, they do not hold them to an impossible standard. They push them, they give them something to emulate, but as leaders they are not afraid of their own weaknesses and faults, they make themselves into examples of constant self-improvement. That makes everyone around them want to improve and work hard for them.
The second thing is that they foster teamwork. The best leaders all seem to know that if they are the smartest ones in the room, then they have to find a different room. However, that brings me to the third trait: they are all constant learners, almost obsessively so. There is always a new book, new subject, new idea that they are working on outside of their day-to-day reading. The learning that successful people engage in much of the time is outside of the industry, and they are always reflecting on how to connect the dots.
The fourth trait seems simple, but it’s true, they get things done and they are ruthless about their priorities. They get the things they need done and kill the things that are wasting their time. Finally, the best leaders I know are always present. They are present in their current positions, present in the conversations they are having, and present in the task they are taking on. I never see these people try to multi-task, or worry about their next career step, or start looking at emails while they are talking to someone. Their attention on who they are with, where they are, and what they are doing.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
Oh, that is easy — empathy. There is always a shortage of it, and the shortage causes so many problems, and leads us to so many bad decisions. That person that cut you off is not a “jerk”, they could be a parent that’s late for picking up their kid. The rude person in the grocery store may have just lost their job and is trying to figure out how they are going to pay their mortgage. Your co-worker is probably not a moron, they just see things a bit different from you. People are normally decent and rational, and if you do a little digging and have just a bit of empathy you can usually figure out that rational and close the distance in finding a sound solution to a problem. That doesn’t mean that you get rid of arguing or disagreement, nor does it mean that you have to be Mother Teresa, it just means that you take a little time and mental energy to put yourself in their place, before you react.
How can our readers further follow your work online?
Visit BlackBerry.com and follow @BlackBerry.
Thank you so much for the time you spent doing this interview. This was very inspirational, and we wish you continued success.
About The Interviewer: David Leichner is a veteran of the Israeli high-tech industry with significant experience in the areas of cyber and security, enterprise software and communications. At Cybellum, a leading provider of Product Security Lifecycle Management, David is responsible for creating and executing the marketing strategy and managing the global marketing team that forms the foundation for Cybellum’s product and market penetration. Prior to Cybellum, David was CMO at SQream and VP Sales and Marketing at endpoint protection vendor, Cynet. David is a member of the Board of Trustees of the Jerusalem Technology College. He holds a BA in Information Systems Management and an MBA in International Business from the City University of New York.
