By Chris Officer | Associate Editor
The story of Iron Lilly dates to the early 20th century, when Lilly Farrow shattered the motorcycle industry’s glass ceiling by becoming the country’s first female Harley-Davidson dealer. Now, more than 110 years after Farrow and her husband first opened the Ohio-based dealership, her legacy is being retold to a mainstream audience through a major motion picture in hopes of inspiring a new generation of V-twin riders.
Coined as the Amelia Earhart of motorcycling, Farrow was a trailblazer in the industry. In 1912, she, along with her husband, A.D. Farrow, co-founded what is now the country’s oldest Harley-Davidson dealership in the world. Following her husband’s unexpected death, Farrow ran the store independently, all while being a single mother, fighting against buyout offers, financial hardship, and scrutiny from a male-dominated industry.
Eventually, Farrow’s determination gained the respect of her peers and the motorcycle community. She ran the service department and sold units, parts, and accessories. She founded The Buckeye Motorcycle Club — the first uniformed motorcycle club in the U.S. — and promoted racing events, including hill climbs, ice races, and flat track competitions.
Leading the production of the film “Iron Lilly” is City of Peace Films. Michael Johnson, the company’s founder and a lifelong motorcyclist, purchased the film rights in 2021. Company CEO Yochanan Marcellino says the bio-pic centers on the life of Farrow and both the hardships and successes as a Harley dealer.
Marcellino says he hopes the film will help uplift the motorcycle industry, not only by telling Farrow’s inspirational story, but by captivating audiences with two-wheel excitement. Using authentic and fully functional motorcycles from the early 1900s, audiences will be immersed in motorcycle culture, from the drama of Farrow navigating life as America’s first woman Harley dealership owner to action-packed scenes like ice racing and vertical hill climbs.
“This is going to be an exciting film, but it’s going to be real. It was a true story. This lady did it, and I think that’s what people are resonating with,” Marcellino says.
Mike Shell, who’s the project’s chief marketing officer, says the film aims to honor Lilly Farrow’s legacy while using her story to uplift the industry, attract new riders, and promote inclusivity. Snell, who worked in a similar capacity on the motorcycle documentary “Why We Ride,” saw firsthand how a film can resonate with an audience and have a lasting impact.
“What we want to do with this film is uplift the industry,” Shell says. “‘Why We Ride” got a lot of butts in the seats and inspired a lot of people to get back into the industry and start riding. And that’s what we feel this film is going to do.”
Many other popular films have also resonated with audiences, pushing an otherwise niche hobby into the mainstream, such as “Saturday Night Fever,” which helped fuel the 1970s disco craze.
“Throughout history, films have done this. Look at what the movie F1 did to Formula 1 racing, or what Caddyshack did to golf. When “A River Runs Through It” came out, fly fishing was up 60% two years in a row. So, it does have a way to resonate,” Snell says.
He adds that the film has a chance to reverberate beyond bikers and motorheads, and insists it isn’t just a motorcycle movie, it just happens to include motorcycles. The movie, at its core, is about family, loss, perseverance, and overcoming odds. Something he says has generated interest from non-motorcyclists who want to see the film.
Creating excitement among new riders and reinspiring older enthusiasts has an undeniably positive impact on the industry. Snell spells it out in the simplest terms: More interest in motorcycles means more business for dealers.
He emphasized the importance of foot traffic in a dealership and how every organization has a standard operating procedure. For a dealer, the initial goal is to get customers through the doors. Regardless of how they walk in, get them in. Once in, every dealership has a system. “We don’t care how you get somebody in the door. Get them in,” he says.
Once in the building, dealers can work their magic. Whatever their secret sauce: show them the latest model, let the customer sit on the bike, pre-qualify them for financing, ask if they want to trade in that machine they haven’t ridden in 10 years. And Snell believes a movie like “Iron Lilly” will increase visits to dealerships.
“So that’s one of the big things that we feel this film’s going to do: increase showroom traffic,” he says. “Uplift an industry, bring in new riders. And you know, if we get 30 million people to see this film, which we’re pretty confident in, it’s going to do a lot for the industry.”
And it’s not just dealers that benefit from an uptick in popularity, but OEMs will benefit from the inventory moving. P&A aftermarket companies will become direct beneficiaries as well, whether that’s from new riders needing gear or reinvigorated enthusiasts buying batteries and spark plugs after dusting off their old Harley that was sitting in the garage.
“Every OEM, from Honda to Harley, benefits, and every parts and accessory company, from Parts Unlimited to Drag Specialties, they all benefit,” Snell says.
The current marketing push for “Iron Lilly” includes crisscrossing the country, hitting all major motorcycling events from Daytona to Sturgis, and showing select audiences the film’s 23-minute short, or proof of concept.
Unlike a full-length film, this sneak peek is produced specifically to showcase the film’s concept, tone, and style to investors to secure funding for a feature-length project. Marcellino says it’s using this approach to evaluate the movie’s interest and eliminate any major risks.
“In the motion picture industry, everything ramps up to opening weekend,” say Marcellino, who has more than 30 years experience in the film production industry. “If you hit a home run on opening weekend, you will more than likely hit a home run with the film. If the opening weekend is a flop, then it’s very difficult to keep your film in theaters and benefit from that. So early on, we recognized that we did not want to do the Hollywood model.”
The Iron Lilly Project has had a specific program in place for the last three months, where people go online, watch the trailer and, from there, make a pledge — which is essentially a promise to buy tickets when the movie is released in theaters. Marcellino says the film has already seen tens of thousands of pledged tickets in just a few months. The current goal is to get two to three million in pre-sold tickets before opening day weekend.
“This is a fundraising tool that we’ve been using to ignite people. We hope to be in pre-production in fall 2026,” says Marcellino. “This isn’t in granite, but my hope is we’re able to get this thing shot and done and out by fall 2027.”
Dealers can become partners in the Iron Lilly project, which offers exclusive benefits, including pre-selling tickets, VIP screenings, marketing materials, and more. Visit ironlilly.com/become-a-partner/ for full details.
By Brendan Baker | Editor-in-chief
For Mike Kennedy, the call came at just the right moment — and after decades of preparation.
“I feel like I’ve been working 35 years for that phone call,” the new CEO says.
That call ultimately placed Kennedy at the helm of Indian Motorcycle, just as the iconic brand entered one of the most transformative periods in its modern history. Following its separation from Polaris Inc. and acquisition by Carolwood LP, Indian is now operating as a standalone company — leaner, more focused and, in Kennedy’s view, primed for growth.
“It feels like a startup,” he adds. “But you don’t often get to build a startup around a brand that’s been around for 125 years.”
Kennedy brings a rare, full-spectrum perspective to the role. His resume spans the OEM, retail and aftermarket sides of the business, including leadership roles at Harley-Davidson, RumbleOn and Vance & Hines.
That breadth, he said, gives him a practical understanding of how each piece of the industry fits together — and where friction points often emerge.
“I’ve seen this business from every angle,” Kennedy explains. “As an OEM, as a dealer and in the aftermarket. That helps you understand what really matters to riders and to the people selling and supporting the product every day.”
It also shapes his leadership philosophy: simplify where possible, focus where it counts and build trust across the ecosystem.
Under Polaris, Indian Motorcycle was part of a much larger enterprise — one with roughly $12 billion in revenue and tens of thousands of employees. Within that structure, motorcycles represented only a small portion of the overall business.
Now, as a standalone company with approximately 900 employees and about $500 million in revenue, Indian’s priorities have sharpened considerably.
“When you’re part of a large organization, decisions get made a certain way,” Kennedy says. “Now, we wake up every day focused solely on motorcycles. That changes everything.”
The shift is more than symbolic. Kennedy believes independence allows Indian to move faster, make clearer product decisions and better align its resources with its core mission.
“There’s no dilution of focus,” he said. “Every decision we make is about building better motorcycles and supporting the people who sell and ride them.”
One of Kennedy’s early priorities is streamlining Indian’s product lineup — a move he believes will benefit both dealers and customers.
“The product line has gotten too complex,” he shares. “It makes it harder for riders to shop and harder for dealers to manage inventory.”
The solution: fewer SKUs, clearer positioning and a renewed emphasis on the segments where Indian is strongest. Those include cruisers, baggers and touring motorcycles, with plans to expand into trikes.
“We’re not going to try to be everything to everybody,” Kennedy says. “We’re going to focus on the categories where we know we can win.”
That focus also reflects broader market realities. While entry-level motorcycles continue to generate industry buzz, Kennedy sees significant opportunity in Indian’s current lineup — particularly models like the Scout, which already serve as an accessible entry point for many riders.
“At under $10,000, the Scout is already a strong value,” he says. “And the pre-owned market is another important gateway into the brand.”
Indian’s 125th anniversary in 2026 provides a natural backdrop for its next chapter. Few brands in powersports can match its historical significance, and Kennedy is keenly aware of the responsibility that comes with that legacy.
“I’m incredibly humbled to be leading America’s first motorcycle company,” he emphasizes. “Our job is to make sure it’s around for another 125 years.”
That long-term mindset is reflected in the company’s product direction. Recent models, including the Chief lineup, blend vintage-inspired design with modern engineering — an approach Kennedy believes resonates strongly with today’s riders.
“People love the heritage,” he says. “They love the look and the feel. But they also want modern reliability and technology. You have to deliver both.”
If there’s one area where Kennedy is especially emphatic, it’s the role of Indian’s dealer network.
“Our scorecard will be the health of our dealers,” he says. “If they’re not successful, we’re not successful. It’s that simple.”
Indian currently works with approximately 600 dealers globally, the majority of whom operate multi-line showrooms. Kennedy is comfortable with that model and sees it as a practical reality of today’s retail environment.
“Dealers need to run profitable businesses,” he adds. “If that means carrying multiple brands, we’re fine with that. We just want to earn their commitment.”
To do that, Kennedy is prioritizing transparency and communication — what he describes as “trust through transparency.”
“We’re not always going to agree with our dealers,” he notes. “But we owe them a clear explanation of why decisions are made. That’s how you build long-term relationships.”
He also emphasized the importance of maintaining stable, healthy dealer operations, noting that turnover within a market can create confusion for customers and disrupt the ownership experience.
“Consistency matters,” he says. “Riders build relationships with their dealers. We need to support that.”
Another key focus area is the aftermarket — a segment Kennedy believes is essential to the overall rider experience.
“The aftermarket is incredibly important,” he explains. “It allows riders to personalize their bikes and make them their own.”
Rather than trying to offer every possible variation from the factory, Indian plans to simplify its core lineup and rely more heavily on aftermarket partners for customization.
“It’s about creating a strong ecosystem,” Kennedy says. “When the aftermarket thrives, the brand thrives.”
Indian’s transition to private ownership under Carolwood LP has prompted questions across the industry, particularly among dealers wary of private equity involvement. Kennedy acknowledges those concerns but challenges the underlying assumptions.
“Private equity isn’t inherently negative,” he notes. “At the end of the day, they want a well-run company, a strong team and a good return on their investment. That aligns with what we want.”
He points to companies like Fender Musical Instruments Corporation and BRP as examples of brands that have thrived under private equity ownership.
“Carolwood understands brands,” Kennedy asserts. “And they’ve made it clear they want to see this one succeed for the long term.”
Ask Kennedy what success looks like three years from now, and his answer doesn’t start with sales figures.
“It starts with what our dealers say about us,” he says. “If they’re telling other dealers that we’re transparent, that we have their back — that’s success.”
From there, he points to employee engagement and, ultimately, market share growth in Indian’s core segments.
“If we get the fundamentals right — the culture, the dealer relationships, the product — the rest will follow,” he shares.
With new ownership, new leadership and a milestone anniversary on the horizon, 2026 is shaping up to be a defining year for Indian Motorcycle.
Kennedy describes the outlook as “cautiously optimistic,” but there’s an unmistakable sense of momentum behind his words.
“There’s a lot of energy in the organization right now,” he says. “We’ve got new products coming, a clear strategy and a team that’s excited about what’s ahead.”
For a brand steeped in history, the road forward is rarely about reinvention alone. It’s about honoring the past while building for the future. Under Kennedy’s leadership, Indian Motorcycle is aiming to do exactly that.
By Chris Officer | Associate Editor
Last year, Harley-Davidson battled through a 12% loss in year-over-year sales, several dealership closures, and corporate infighting that led to former CEO Jochen Zeitz stepping down as chief executive. In turn, dealers faced their own difficulties. Carryover inventory, favoring online P&A sales, and unpopular, not to mention unaffordable model releases — and that’s just to name a few.
Harley dealer George Gatto, who’s also chairman of NPDA’s Harley-Davidson Dealer Council, echoed these frustrations. But he also says he is optimistic about the future, citing new leadership stepping in signals a culture change within the executive ranks that should turn around the storied brand.
We caught up with Gatto while his Pittsburgh dealership, Three Rivers Harley-Davidson, was going through a remodeling, tied to H-D’s Fuel Facility Program, where dealerships undergo both interior and exterior upgrades to better enhance customer experience.
The scale of the construction was a lot less than Gatto anticipated. Three-Rivers’ remodel went through multiple redesigns, since the project is tied to projected unit sales. Initially, Gatto’s projected sales were nearly 400 new units, but when the estimates dropped, so did the square footage, and Harley adjusted the scope of the project.
Gatto’s situation and the challenges in moving new units is just a microcosm of what Harley-Davidson dealerships have felt throughout the country. In 2006, during the peak of its production, Harley sold 350,000 motorcycles worldwide, with 260,000 units sold in the U.S. Fast-forward 20 years, and that number has dropped significantly, with 2025 figures showing around 130,000 total units sold.
“And that’s what Harley shipped, not what was sold out of the dealerships,” Gatto quips. “We’re all sitting on a lot of inventory from last year. And when you look at these owners that have gigantic facilities, how do you pay for that facility and all your overhead when you’re only selling 200 new motorcycles a year?”
Dealers have responded with either store closings or consolidations. Over the last 12 months, several large H-D dealer networks have scaled down. And these consolidations aren’t being pushed by the OEM, Gatto says — this is happening organically.
Established Harley dealer Evan Schipper consolidated multiple dealerships in St. Louis and Virginia, RideNow Group combined locations in Arizona, and MOD Enterprises purchased three H-D stores in Virginia and consolidated them into one location — and that’s just within the last few months. Other locations in North Dakota, Pennsylvania, and Colorado completely closed operations, while more than a dozen other dealerships were sold to multistore enterprises.
To put it in perspective, at its height, Harley had well over 600 dealerships in the U.S. Today, that number sits slightly above 500.
Gatto also consolidated three stores into one location. Operations were still profitable last year, but he says his typical 10% annual operating profit was cut in half from 2025 levels and has fallen 14 points from his Covid sales high.
“Most of the dealers I know are in the red.” Harley dealers are doing what they can to mitigate the slow sales. Gatto says he’s seeing some dealerships taking on other brands such as Indian, Triumph, and Royal Enfield, and putting them under the same roof as their Harley machines. Used units have been vital in keeping dealers in the black, but that’s only if you have the capital to buy them outright. Gatto just purchased 200 used bikes last winter but had enough capital to skirt high floorplan rates, which eat into profit.
And although Gatto says the pre-owned Harley market is booming right now, inventory isn’t currently meeting the demand. H-D produced its most machines in the early 2000s and has since scaled back half of its output. The downside is that late-90s and early-2000s bikes aren’t worth a dealership’s time, considering the difficulty in finding parts on the aftermarket.
“We can’t get parts to fix the damn things, Gatto says. “But [used] is the only place you can make money. We’ve been giving away new Harleys because there are too many. I know dealers that have 60-80 carryovers. And they may be taking a loss on it, but they must go. You must clear out that old inventory.”
The appointment of new CEO Artie Starrs last October signaled that The Motor Company was trying to correct course. However, following the announcement, skepticism arose over his lack of industry experience. But Gatto believes an industry outsider is exactly what Harley needs.
“The thing I like about Starrs is he’s not from the industry, but he’s got customer service experience,” Gatto says. “What I really liked is that, even before he got the job, he went to multiple Harley stores. He bought a Harley. He bought a jacket and the helmet. He went through the whole experience and asked ‘why t-shirts are $50? Why is a sweatshirt $120? Why don’t we have affordable motorcycles? Why did they cut the Sportster?’ [Starrs knows] it’s about the experience, and he wants to get it back to where the customers have a great experience again.”
Gatto adds that Starrs has been actively calling and visiting dealers, even stopping by his Pittsburgh store last November. Even before taking over the reins of CEO, Starrs was at the NVP show in Milwaukee, talking to dealers and listening to their concerns.
Zeitz, on the other hand, cut off communications, and didn’t go to dealer shows, Gatto says, adding that dealers “couldn’t get in the ear with the big boss, and I think that is an issue.”
Under the new leadership, tough decisions have already been made. “I don’t think you’ll find a dealer that’ll tell you that this reset doesn’t need to happen,” Gatto says. “I believe the changes he’s making are painful, but they’re the right changes. I like his outside perspective because he’s not one of the good old boys.”