Mark Stephen McCollum is a seasoned leader in the automotive industry with over 35 years of experience. He grew up in Conroe, Texas, in a close-knit family with three siblings—Tom, Missy, and Chris. He played basketball in high school, which taught him discipline and teamwork—qualities that would shape his future in business.
After graduating from Conroe High School in 1979, Mark went on to study business finance at Lon Morris College and Texas A&M University. He began his career working in dealerships, learning the business from the ground up. Over time, he moved into leadership roles with major dealer groups like Sonic Automotive.
Mark eventually became Market President at AutoNation, the largest automotive retailer in the U.S. There, he oversaw 22 franchises under 18 rooftops and managed more than $1.5 billion in annual revenue. He focused on building strong teams and creating a culture where people came first.
Most recently, Mark founded Automotive IntelliQence, a software company that helps dealers make smarter, faster decisions. His goal has always been to combine technology with human insight—not replace it.
Outside of work, Mark Stephen McCollum enjoys golf, basketball, and giving back to his community. He supports the Center for Child Protection in Austin and believes leadership means helping others grow.
Mark’s success comes from showing up, staying humble, and never losing sight of people. He’s built a career by focusing on trust, consistency, and always learning something new.
Q&A with Mark Stephen McCollum: Defining Success in Business and Life
How do you define success today compared to earlier in your career?
Early in my career, success was all about hitting the numbers. Sales goals, revenue growth, market share—those were the benchmarks I chased. I thought long hours and big reports meant I was doing something right. But over time, I learned that success isn’t just performance on paper. It’s about the impact you have on people—your team, your customers, your family. Now, I look at success as building something that lasts, something that makes people better for having been part of it.
What was a moment in your career where you realized your definition of success needed to change?
There was a period when I was overseeing a large market for AutoNation—22 franchises under 18 rooftops. On paper, everything was working. Revenue was strong, and we were outperforming the region. But I started noticing high turnover among managers, and customer satisfaction was slipping. I realized we were chasing the right outcomes with the wrong mindset. I had to slow down, reconnect with the stores, and start listening more. That’s when I began to prioritize culture, training, and clarity. Success wasn’t just results—it was building a team that could sustain those results without burning out.
What role has failure played in your success?
A huge one. One of the biggest missteps I made was hiring a senior team too quickly when expanding into a new market. They had great resumes, but they weren’t the right fit culturally. The result? High turnover, frustration, and a lack of trust. I had to own that failure and rebuild from the inside. It taught me that alignment is more important than accolades. Since then, I’ve always hired with values in mind first—skills second.
What habits have been key to sustaining your success long-term?
Consistency. I’ve kept a notebook since my early days in the business. I write down what went well, what didn’t, and ideas I want to explore. It sounds simple, but that habit keeps me grounded. I also make time for reflection—usually early mornings, before the emails start rolling in. Taking that quiet time helps me think more clearly and lead more intentionally.
What do you think people often get wrong about success?
They think it’s supposed to feel like a straight line. Success is messy. You’ll have great quarters and then suddenly run into a supply chain mess or lose a key team member. You’ll get praised one month and questioned the next. That’s part of the job. What matters is how you respond when things don’t go your way. I’ve always believed the way you lead in the hard moments is what defines you.
Have your values shaped your definition of success?
Absolutely. Growing up in Conroe, I saw how hard my family worked. My siblings and I learned early that success wasn’t handed out—it had to be earned. My parents didn’t have fancy jobs, but they showed up for people. That stayed with me. Whether I was a GM or a Market President, I tried to show up for my team. That’s why I believe in writing handwritten notes, mentoring younger staff, and being present in the stores. Success is personal. It’s not just what you build—it’s how you build it.
How do you balance professional success with personal fulfillment?
That’s something I had to learn the hard way. In my early 40s, I was putting in 12- to 14-hour days regularly. My professional life was strong, but I was disconnected from the things that really mattered—my health, my relationships, time for reflection. I started playing more golf, reading again, and spending quality time with family. That balance made me a better leader. When you’re burnt out, you can’t lead anyone effectively. You have to protect your time and energy.
What’s a lesson on success you pass down to younger professionals?
Don’t chase titles—chase value. Your success won’t come from job descriptions. It’ll come from the impact you make. Show up early, ask good questions, and help solve problems. And when you make a mistake, own it. That’s what earns respect over time.
What’s one thing you’ve done consistently throughout your career that you think others overlook?
I listen more than I speak in meetings. Whether it was in a dealership or a boardroom, I’ve always found that the smartest idea usually comes from the person closest to the problem—not the person with the highest title. That mindset has helped me build better teams and make better decisions.
Do you think success looks different now for the next generation of leaders?
Yes, and that’s a good thing. They value transparency, purpose, and flexibility. Those weren’t always priorities in my early career, but I see now how important they are. Success in the future will be about adaptability and emotional intelligence, not just profit margins.