Industry's Digital Race: Jan Burian on the Next Era of Automotive

Jan, you've recently joined Trask as the Head of Industry Insights for the Automotive team. What attracted you to this role, and how did your career path lead you here?

For the past five to six years, I’ve been deeply involved in analyzing technology trends, writing industry studies, and attending global conferences to gain firsthand insights into emerging innovations. I had access to vast amounts of data on digital transformation, which allowed me to see where the market was headed. Now, I want to leverage that knowledge at Trask—not just to track trends, but to actively shape conversations with clients and bring fresh ideas to the table.

What excites me about Trask is its practical approach to innovation. It’s not just about exploring new technologies—it’s about implementing them in a way that delivers real business value. Additionally, Trask has a strong international ambition, which aligns with my own goal of expanding beyond the Czech market and contributing to global projects. And, of course, the energy and expertise within the automotive team are incredibly motivating.

The European automotive industry is facing mounting pressure. What are the biggest challenges and opportunities ahead?

There’s no doubt that European automakers are under significant pressure from multiple angles. Regulatory requirements related to green transition are tightening, energy prices and labor costs are rising, and there’s an increasing shortage of skilled workers. Meanwhile, Asian automakers—particularly from China—are expanding aggressively into Europe, while European brands struggle to gain a foothold in the Chinese market.

Beyond that, geopolitical factors will play a major role in shaping the industry’s future. Trade policies, including potential tariffs on car imports to the U.S., could have ripple effects on global automotive supply chains.

On the technological side, most European automakers are legacy manufacturers—they have decades of expertise and well-established processes, but that same precision can slow them down compared to more agile competitors from Asia. The challenge is speed—not just in software development, but in areas like vehicle connectivity, digital services, and beyond. This is where Trask can bring value, helping companies modernize their business models and infrastructure to stay competitive in an evolving market.

Artificial intelligence and digital twins are gaining traction in manufacturing. How do you see these technologies shaping the future of automotive production?

The future of automotive manufacturing is moving toward greater autonomy and automation. While human involvement will still be required in certain areas, we’re heading toward a world where AI-driven systems manage increasingly complex tasks. Companies like NVIDIA are pushing for rapid advances in robotics and automation, and humanoid robots could become commercially viable in industrial environments much sooner than many expect.

However, the impact of AI and digital twins goes beyond robotics and process optimization. If mobility itself undergoes a major shift—through autonomous vehicles, shared fleets, or new transportation models—manufacturing must adapt as well. I believe that primary research could get Europe back in the game of global industry. It is a crucial factor – various materials, biomaterials, superconductors, and substitutes for metals and plastics – this is the value we can build upon.

Sustainability is now a top priority across industries. How can digital technologies help automakers reduce their environmental footprint?

In automotive, sustainability must be addressed holistically, which is why the industry often refers to Scope 1, Scope 2, and Scope 3 emissions:

• ‍Scope 1 includes direct emissions from manufacturing processes, where digital twins and AI-powered orchestration are driving significant improvements. Advanced production simulations now enable greater efficiency, minimizing material waste and reducing energy consumption.‍
• Scope 2 focuses on energy sources—whether an automaker relies on renewable power or fossil fuels. Smart energy management systems can track real-time consumption, predict future energy needs, and optimize factory operations to lower emissions.‍
• Scope 3 is the most complex, covering the entire supply chain and product lifecycle, including materials sourcing, logistics, and even vehicle end-of-life recycling. Digital technologies now enable manufacturers to track supplier emissions, evaluate the recyclability of components, and design lighter, more sustainable vehicles.

Ultimately, digitalization is not just a tool for operational efficiency—it’s a fundamental enabler of sustainability. The ability to simulate, predict, and optimize processes is helping automakers transition toward a circular economy where vehicles are not just manufactured and used but designed from the start for recyclability and minimal environmental impact.

The automotive sector is intensely competitive. What separates successful companies from those that struggle with digitalization?

It all comes down to agility and execution. The most successful companies are those that don’t just explore new technologies—they integrate them strategically and scale them effectively. They invest in data-driven decision-making, experiment with emerging tools, and move fast when they see a clear opportunity.

In contrast, companies that struggle with digitalization often fall into one of two traps: over-planning or under-planning. Some organizations spend years evaluating options without ever pulling the trigger, while others rush into adoption without a clear strategy, leading to inefficiencies and poor outcomes.

I’ve seen that startups tend to approach this differently—they move quickly, test ideas in real-world conditions, and iterate as they go. There’s a lesson here for larger companies: prototyping, experimentation, and adaptability are key to staying ahead.

With your extensive background in analytics and consulting, what insights do you bring to Trask’s automotive clients?

My experience working with manufacturers across Europe has given me a deep understanding of the pain points companies face when adopting new technologies. Western markets have a strong appetite for innovation, but many businesses still struggle with implementation—either due to organizational inertia, outdated IT infrastructure, or uncertainty about ROI.

One of my goals at Trask is to help clients bridge that gap. I believe in looking beyond traditional industry players for inspiration. Startups, for example, often spot trends before they go mainstream—whether it’s new AI applications, software-defined vehicles, or next-gen battery technology. Keeping a pulse on these early-stage developments and translating them into actionable strategies for established companies is where I see a lot of value.

How do you see Trask contributing to the digital transformation of the automotive industry?

Trask is uniquely positioned to bridge IT and real-world industry challenges. Many consulting firms focus purely on high-level strategy, while IT providers focus on execution. Trask brings both together—combining deep technical expertise with a practical understanding of business needs.

Our team has a strong track record in modernizing IT infrastructures, implementing AI-driven analytics, and optimizing digital ecosystems for automotive companies. We don’t just introduce new technologies—we ensure they’re scalable, sustainable, and aligned with long-term business objectives.

In an industry facing technological disruption, regulatory pressures, and shifting market dynamics, companies need partners who can help them navigate complexity and drive real outcomes. That’s where Trask makes a difference.