The aftermarket isn’t a back-office function anymore.
It’s where margin is made, customer trust is built, and strategic complexity is managed every day. And for many supply chain leaders, especially those coming from finished goods or manufacturing, the aftermarket is fast becoming a career destination of choice. A place to sharpen commercial acumen, drive enterprise value, and prove what you’re capable of on a bigger stage.
Because while the spotlight often falls elsewhere, aftermarket leaders are already acting like members of the C-suite. They just aren’t always seen that way.
Beyond the Back Office
The aftermarket directly impacts the business outcomes that matter most—revenue, margin, and customer experience. In many OEMs, it’s become the foundation of sustainable growth.
It’s resilient in downturns, dependable in a crisis, and consistently profitable. According to McKinsey, aftermarket services are between two and 10 times more profitable than new equipment sales. And as new sales slow, that margin matters more than ever.
It’s also where customer loyalty is won or lost. When a critical part isn’t available, machines sit idle. Brand reputation takes a hit. But when the aftermarket delivers on time, in full, with minimal friction, it builds loyalty that lasts.
And beyond today’s challenges, the aftermarket sets the stage for the future. Mastering pricing, planning, and fulfillment today lays the groundwork for predictive, performance-based service models that drive tomorrow’s growth.
According to Syncron’s State of the Aftermarket 2025 research, nearly half of OEMs now cite the aftermarket as a top strategic priority. But the role of the aftermarket leader still isn’t getting the visibility it deserves.
The Reality Behind the Role
Running the aftermarket is often misunderstood. To those outside the function, it can appear narrowly focused or purely operational. But the reality is very different.
Leading the aftermarket is more like running a business within the business than managing a single function. It demands a broad set of skills and the ability to juggle competing priorities every day.
There’s the commercial side—managing pricing, margins, and revenue expectations.
There’s the operational side—responding to supply chain disruption, planning for demand spikes, and keeping critical parts moving.
And there’s the human side—working with dealers and customers, solving problems quickly, and maintaining trust through uncertainty.
In many ways, it’s not just one job. It’s three.
Aftermarket leaders often find themselves acting as an unofficial CRO, COO, and Chief Customer Experience Officer all at once, driving revenue, managing operations, and shaping the post-sale customer experience.
It’s a multifaceted, high-pressure role that operates across multiple teams and touchpoints. That kind of scope is rare. And it mirrors the complexity of a C-level portfolio.
Turning Experience into Enterprise Impact
The aftermarket builds exactly the kind of leadership muscle the C-suite needs. It connects finance, operations, service, and customer success in ways few other roles do.
But that’s only part of the equation.
To take the next step, aftermarket leaders need to bring a more strategic lens to how they communicate and lead. That starts by linking day-to-day performance to broader business outcomes.
A faster turnaround, a smoother parts shipment, a more responsive dealer experience; each of these can have a direct impact on margin, customer retention, and long-term growth. Making that connection explicit helps others understand the strategic importance of the work.
It’s also about seeing the aftermarket as a connected system, not a set of siloed functions. When pricing, parts, warranty, and planning work in sync, they can be guided by shared commercial goals, unlocking greater impact and visibility.
And finally, it’s about leading through customer value. Every part delivered on time, every issue resolved quickly, every service call handled well reinforces the brand. These are the moments that shape long-term loyalty and drive repeat business.
When aftermarket leaders bring this mindset to the role, others begin to see the function differently too.
A Role Worth Aspiring To
The aftermarket is no longer a support function hiding in the shadows. It’s a strategic pillar and a proving ground for tomorrow’s executives.
But recognition doesn’t happen automatically. It happens when leaders start connecting performance to purpose, shifting from functional execution to enterprise impact.
That’s what this series is here to explore.
In the next few blogs, we’ll dive deeper into how aftermarket leaders can level up; reframing performance metrics, building influence across the business, and claiming the seat at the table they’ve already earned.
Because nobody dreams of running the aftermarket.
But maybe they should.
Want to learn more about how to claim your seat at the leadership table? Download our white paper: The Secret C-Suite: How Aftermarket Leaders Quietly Drive Revenue Growth.