What does it take to thrive at GM for over a decade?
For Laura Barlow, the answer is simple: embrace every challenge as an opportunity. In 14 years, she’s gone from test engineer to leading teams that drive advances in automated driving, manufacturing, and quality. Along the way, she’s become a mentor and leader, proving that long-term success at GM isn’t about standing still: it’s about moving with urgency and growing at every turn.
Meet the one who helped build the future of automated driving at GM in our interview below.
How did your road to GM begin?
Right after graduating from Ontario Tech. Though, at the time, it was still called the University of Ontario Institute of Technology. I was an electrical engineering student, and like a lot of grads, I wasn’t totally sure what came next.
So I packed a bag and traveled through Europe. While I was abroad, a friend at GM reached out and said, “Hey, we’re hiring.” I applied, flew home for the interview, and landed a contract role as a test engineer.
What came next after that first contract role?
After a year, I was hired full-time. That felt like a big step. I stayed in test engineering, then moved into what we call a Hardware in the Loop (HIL) engineering role, which helps build plant models and mechanizations for our electric vehicles.
From there, I shifted into software development, working on stop-start systems. It was a big change, but it gave me a clearer view of how everything in the vehicle works together.
How did you get involved in automated driving?
As the Canadian Technical Centre (CTC) started to grow, my manager and I helped launch a new team focused on automated driving. At the time, Advanced Driver Assistance Systems (ADAS) didn’t really exist there. We started from zero.
We began with diagnostics, just the two of us. I took on a Controls Technical Specialist role. Over time, that one team grew into six, covering everything from diagnostics to lateral controls to mapping. It was exciting to help build that from the ground up.
And that team grew quite a bit, right?
It did. We went from two people to six full teams, covering everything from diagnostics to mapping. It’s been amazing to see it grow.
Barlow stands in front of a 2026 GMC Acadia on a sunny day at GM’s Oshawa Elevation Centre in Ontario, Canada.
How did you get into people leadership?
After being deep in technical work for a while, I was ready to grow as a leader. I spent six months in manufacturing at the Oshawa Assembly Plant, managing a unionized team. That gave me a front-row seat to how our work comes to life on the line.
How did your leadership journey continue?
Manufacturing gave me a new perspective, and not long after, I stepped into a manager role back at CTC. From there, I moved through a few leadership roles – starting with diagnostics, then DevOps, and later software and quality for programs like Super Cruise.
Sounds like AV has been a constant throughout your journey?
Definitely. Active safety and automated driving have been at the core of my work, whether it was diagnostics, release, or building out new teams. At one point, I was leading teams of nearly 40 people as we kept scaling ADAS across the Canadian Engineering Centre.
Beyond your day-to-day work, it sounds like mentorship has been important to you?
It has. Early on, I joined JumpStart – a career development group for new hires at GM – and got to explore different parts of the business through rotations, dealer visits, and public speaking.
I also got involved in EcoCAR, a student competition where teams rework GM vehicles with new control strategies. I started as a mentor, and now I help lead the propulsion and controls events. It’s been a great way to give back.
Why are you excited to work in automotive tech?
For me, it’s a combination of what we’re building and how we’re building it. It’s the technology we’re delivering and the way we’re evolving to build it. Working on Super Cruise, our hands-free highway driving system, was a big moment for me.
But I’m just as excited about how our tools and processes are changing. We’ve moved from traditional testing to virtual vehicles, using simulation, CI/CD, and modern programming languages like C++ to verify software before it hits hardware.
That shift has transformed how we work, and it’s been amazing to be part of it.
What’s your biggest achievement at GM so far?
Helping bring Super Cruise to customers has been a major milestone. Seeing that kind of safety tech on the road is incredibly rewarding.
Lately, I’ve been focused on improving how we test and validate software—finding ways to catch issues earlier and raise launch quality across the board. That’s the kind of work that really drives me now.
What are your goals for the next few years at GM?
To keep raising product quality. Providing insights to design and making sure customers get the best experience possible.
I recently took on a new role as Senior Manager for Software-Defined Vehicles (SDV) Embedded Control & Data Plane. I feel this role will enable me to make an even greater impact.
Barlow brings leadership presence and technical insight at every corner of GM.
How do you balance work and personal life in such a demanding role?
I’ve learned that stepping away from a problem often leads to better solutions when I come back with fresh eyes. I try to prioritize that time away from work, and I’m fortunate to have a strong team around me that supports that.
What challenges do you face in your job, and how do you overcome them?
Driving change: whether it’s adopting new tools or moving more testing into virtual environments. I’ve found the best way forward is to start small, show quick wins, and build confidence in the bigger shift.
Which GM Employee Behavior resonates with you and why?
“Move with Urgency”. Every big opportunity I’ve had at GM started with acting quickly when I saw a challenge.
How does GM stay ahead in automotive technology and innovation?
Innovation isn’t just about new features in a car. It’s about how fast we’re willing to change. At GM, we’ve built a culture where digital tools, bold pivots, and a readiness to chase opportunity keep us moving ahead of the curve.
Any advice for someone starting out as a people leader?
Having a strong technical foundation really helps. When your team hits a roadblock, you can draw on your own experience to guide them. Mentor by showing, not just telling.
But what’s mattered most to me is investing in people’s growth. My proudest moments aren’t tied to a project. They happen when I see someone I’ve mentored step up, present with confidence, and succeed on their own. That’s what makes me realize leadership is where my passion truly is.
Looking back, what’s made GM the right place for you?
I’ve stayed at GM because I’m still learning every day. The opportunities for growth are endless if you’re willing to move with urgency and go after them. Doors open when you take initiative, not when you wait for things to happen.
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