Jason Blackman, CIO at CAR Group, on autonomous mobility, AI readiness, and the role of the CIO

In this episode of CTO2CTO, Forte Group CTO Lucas Hendrich talks with Jason Blackman, CIO at CAR Group, about what it takes to lead global digital marketplaces through waves of disruption—from autonomous vehicles to generative AI. Jason shares his journey from hardware design to global tech leadership and reflects on what it means to steward technology, teams, and outcomes across diverse regions.

Autonomous is actually about optimization

LH: What’s your take on autonomous mobility?
JB: I think autonomy will first take hold in commercial applications (long-haul trucking, taxis, and fleets) where maximizing asset uptime matters most. People will still want to own vehicles, at least for now. Driving is emotional. It’s identity. I’m a car guy myself, I don’t want to give that up.

EVs are a subset, not a replacement

LH: How does EV adoption affect your business?
JB: EVs are carving out a distinct market segment. The demographic is shifting—not just environmentally conscious drivers, but people focused on convenience and urban efficiency. Traditional manufacturers are playing catch-up while Chinese brands are bringing real innovation. It’s an exciting moment, and we’re building marketplaces to keep up.

From CTO to CIO: A broader lens

LH: How did your role evolve?
JB: My journey started in control systems and hardware. I moved into software, then product, then governance and cyber. When I became CIO, I didn’t stop being a CTO—I added more layers. At this level, it’s about stewardship: guiding teams, managing risk, and enabling value for the business.

AI: Move fast, but keep your powder dry

LH: How are you thinking about AI adoption?
JB: We’ve placed AI use cases into “no regrets” and “watch carefully” buckets. If it helps now (like transcribing meetings or summarizing documents) we use it. But placing big bets on fast-evolving tools? That requires caution. The market’s still sorting itself out. Pick your spots and stay agile.

AI and the work culture shift

LH: Is AI changing how people work?
JB: It’s like going from waterfall to agile: it’s not just process, it’s culture. But stigma is still real. Some people feel like they’re “cheating” by using AI. We need to normalize it. Like calculators, it’ll become second nature. The key is prompting, context, and value, not just output.

Global markets, local nuances

LH: How do you balance product development across regions?
JB: About 80% of our marketplaces are similar, but the remaining 20% matters. Regulation in the U.S. differs drastically from Brazil or Australia. So while we reuse what we can, we also adapt to each market’s legislative and behavioral quirks. It's part of operating globally.

Mentorship that shapes a career

LH: What shaped your leadership approach?
JB: I had a great early mentor who gave me confidence when I was just starting out. That stuck with me. Now I pay it forward, especially with junior talent. Helping someone build their foundation is one of the most rewarding parts of this job.

Stay tuned for more real talk at the intersection of technology, product, and leadership on CTO2CTO.