Anan Bishara on Growing and Differentiating in a Competitive Market

[Counterman]

aftermarketNews (AMN): How has the global supply chain disruption over the past few years impacted your operations or sourcing strategies? 

Anan Bishara: The disruptions of the past few years validated a strategy we’ve embraced since the beginning: building a diversified and flexible supply chain. From the outset, we prioritized geographic diversification, establishing manufacturing partnerships across Southeast Asia, Latin America, and more recently, expanding our footprint in North America—both in the U.S. and Mexico. 

We’ve always believed that maintaining optionality is critical—not just for cost control, but for resilience. When the global supply chain came under stress, our ability to pivot between sourcing regions allowed us to minimize delays, contain costs and continue serving our customers with consistency. The disruption reinforced our conviction that flexibility and preparedness are not just operational advantages—they’re strategic necessities. 

AMN: The filter category is highly competitive. How does Premium Guard differentiate itself in terms of product, pricing or service? 

Bishara: Being ahead is a core commitment at PGI—that’s what sets us apart in such a competitive space. We differentiate by leading in five key areas: customer focus, innovation, product quality, coverage and speed to market. 

PGI played a key role in transforming private labels from a choice line to a coverage line within the segment. What once sat at the bottom of the shelf as a short line of opening-price-point products has evolved into leading coverage across two or three tiers of quality and performance. We built the platform that enabled our customers to transform their brands from followers to leaders. 

We invest heavily in product development and engineering to ensure we’re first to market with new applications and solutions. Our products are built to deliver consistent, best-in-class performance, backed by rigorous quality control. Coverage is another area where we lead the industry. 

Not only are we investing in innovation in filters, we’re also developing technology to better forecast the life of a part and determine vehicle interior air quality (ViAQ). Technicians with more tools to diagnose problems are able to provide better solutions and manage inventory more effectively. 

We’re not the lowest-cost supplier, but we offer premium quality, dependable supply and competitive pricing. What truly sets us apart is our approach to partnership—working closely with our customer teams to deliver exceptional value. Our customer service and speed-to-market give us an edge that other brands have trouble matching. 

AMN: How are you preparing Premium Guard for long-term success beyond your own leadership? 

Bishara: People, culture and process—that’s where the foundation for PGI’s long-term success lies. 

My focus has been on developing a strong, empowered leadership team that is not only highly capable, but also deeply aligned with our mission and values. We’ve been intentional about fostering a culture rooted in a commitment to innovation, and one that is both customer- and product-centric. At the core, our goal is to consistently deliver and build value for our customers, our team and our stakeholders. 

This culture is aspirational in vision but fully operational in practice. It guides how we lead, how we serve and how we grow. By embedding these principles into the fabric of PGI, we are building a company that is resilient, forward-looking and capable of thriving well beyond any single individual’s leadership. 

AMN: Premium Guard is sponsoring classrooms on 13 UTI campuses in partnership with NAPA. Why is it so important to be part of the aftermarket’s next generation of technicians and shop owners? 

Bishara: The aftermarket is facing a labor shortage. As vehicle technology advances, we need highly skilled professionals to service the vehicles we drive daily. By 

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 to sponsor classrooms, we’re helping train the next generation of technicians. Supporting them is not just the right thing to do, it’s a strategic investment in the sustainability and success of the entire aftermarket ecosystem. 

AMN: What inspired you to start Premium Guard, and what gap in the aftermarket were you aiming to fill? 

Bishara: I was fortunate to secure a Fulbright scholarship to pursue my graduate degree at a time when my career in marketing consultancy in Tel Aviv was beginning to flourish. Leaving that behind to move overseas with my wife and two young children—especially with limited resources—was a challenging decision. 

During that period, while helping a friend who had experienced setbacks in the automotive aftermarket, I discovered an industry that resonated deeply with my passion for cars and innovative products. It quickly became apparent that the market lacked comprehensive, high-quality private-label solutions, especially as automotive retail was expanding rapidly. Recognizing this gap and the significant opportunity it presented, I founded Premium Guard Inc. (PGI) in 1996. 

Our goal from day one was clear: to create a consumer-focused private-label brand offering outstanding value, comprehensive product coverage, and turnkey solutions that empower retailers and service providers without compromising quality. 

AMN: What key milestones do you believe have been most critical to Premium Guard’s success in the aftermarket? 

Bishara: After several years of cold calling and repeatedly facing closed doors with our private-label business concept, I decided to launch the Premium Guard filter line in 2000 as a proof-of-concept. This marked our first and most critical milestone, as it allowed customers to experience firsthand the quality of our products and the value of our service and support. Establishing credibility through our own branded products helped build trust, ultimately enabling customers to confidently entrust us with their private-label brands. 

The foundational work we did with buying groups and customers in the traditional market served as a launching pad, propelling PGI into partnerships with national retailers—a significant step that was essentially like starting a new business in many ways. 

Another transformative moment came in 2020 with the acquisition of Tenneco’s filter business and manufacturing facility in Mexico. This strategic move provided vertical integration, enhancing our control over quality and costs. That same year, we further expanded our market presence in the fast-lube segment through the acquisition of IPC Global Solutions and the ECOGARD brand. 

These milestones collectively positioned PGI as the third-largest filtration company in North America and established us as the leading provider of private-label filtration solutions in the automotive aftermarket. 

AMN: What’s been your most valuable lesson as a founder in this industry? 

Bishara: Trusting yourself—your instincts, your judgment and your passion—has been the most important lesson. While that advice may sound obvious, the real challenge lies in learning to distinguish between noise and true insight. With time and experience, you develop the ability to invest in the right ideas and ignore distractions. It’s a skill that comes with maturity and is foundational to long-term success. 

Equally important is learning to trust others. As a founder, your role evolves. In the beginning, you’re involved in every detail from start to finish. But, as the business grows, you must begin to delegate, empower others and shift your focus toward vision and strategy. 

What has made this transition possible for me is the culture we’ve built—one that values constructive feedback and respectful debate. This allows us to consider multiple perspectives, challenge each other productively, and make thoughtful, well-rounded strategic decisions as a team. 

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