In our interview series of remarkable women and men in the automotive world, we had an interview with the first woman to lead Stellantis’ historic American brand in the old continent: Antonella Bruno, now Head of Jeep Brand for the Enlarged Europe region.

She has not less than 20 years experience in the automotive industry, and started her career at the company in 2007. Since then, she has held increasingly prestigious roles in the sales and marketing divisions, becoming Market Director Italy for the Lancia Brand in 2012, followed by a position as Head of Lancia Brand in 2013.  

From 2017, in addition to her role at Lancia, she served as Head of Network Development and Customer Experience, an interesting position which together with her new challenge at Jeep, were reasons enough for having this interview…

Hans Knol ten Bensel

Q1 My first question is, you had a long career in the automotive world, I think it has to do with what your father did, but could you tell me why you find the automotive sector so fascinating?

AB: As you rightly said, I grew up close to the automotive world, my father was leading one of the SKF plants, one of the subsidiaries, so after my degree it was natural to step into this sector. I got an opportunity to start working in MSF, and then on further, so it was a kind of natural path for me.

Q2: Why do you think the industry is so unique? What do you think about its future, about the energy transition… and the many mobility and environmental revolutions it is going through, like electrification among others. Do you have any comments on that?

AB:  Let’s say that the automotive industry is very magnetic because it is especially now evolving very rapidly, and electrification is one of the main topics in the future, so at Jeep we started last year with the launch of the Renegade and Compass 4Xe, our first two electrified models, and we are carrying on with that strategy, this will represent our future. We are also working to let the customer understand that buying or considering an electrified car is rather easy, and that the technology is user friendly.

We also make clear that being electrified does not mean that they lose the core of Jeep. So for us electrification means catching new customers, with a less aggressive and more sustainable stance, but at the same time – and this is really crucial – it means also to stay true to our values and not really dilute our DNA.

Q3: It is indeed a balancing act for you, you have the customers who appreciate the authenticity of Jeep and go for the Wrangler Unlimited so to speak and at the other end of the spectrum you have new urban Jeep buyers who chose the Renegade and possibly opted for hybrid electrification. Indeed, you have to keep your DNA…

AB: You are right in saying that we have a more urban clientele opting for the Renegade back in 2018 when it was launched, but also the whole current range of 4Xe models are a perfect example of what we mean in terms of balancing the sustainability and capability because the Wrangler (4Xe and plug-in hybrid) is now a car which you can use daily. If you drive the car, you will notice it performs even better off road thanks to the electrification and this balance I mentioned between sustainability and capability is crucial for a brand like Jeep.  

Q4: With the venue of the Renegade in the mass compact SUV segment, the market presence of the brand has widened considerably…

AB: Yes, as I was saying, before the Renegade the brand was rather more a kind of niche brand in Europe, but when the car was launched, we really grew in terms of volumes and we opened a new segment of (potential) customers.

Q5: My next question brings us a bit more to the personal side, focusing on the woman in the corporate world. I would like to ask you which skills, which talents did you hone and perfect during your long career and at the same time what would you advise young people and/or young women specifically when they enter the corporate world. What should they watch for, what should they study in terms of human relations, management?

AB As a woman I had the possibility of starting at Ford when I started the first part of my career, and let’s say I had to opportunity to grow a lot, and in terms of skills, I think that it is related to the way I am behaving outside work.

I am an ex-volleyball player so I am used to be very determined, passionate. But I have to be honest, I studied a lot, because when I was young, my first passion was reading, automotive magazines among others. I was very curious, and I used to listen to people who were more experienced than me. Because I think you need also at the beginning to be humble, indeed to be very curious but at the same time humble enough to listen to people who have more experience than you.

I did not experience any kind of difference between men and women, so I was very lucky, and for me it is not a matter of gender, it is a matter of being a professional, being skilled, and you need to keep studying along your career. You grow during your career, but you cannot ever consider that you have arrived, because each new role (re)defines your profile, and therefore at the same time requires you to keep studying. It is important to be a strong, skilled manager, and this goes for both men and women.

Q6: Do you think Corona has affected the position of women in the workplace?

AB: Corona has changed the way we are working in this sense that that now we are spending a lot of time working from home, and this requires a different kind of organization. It requires a kind of cooperation between men and women, let’s say within the family, because it is a new way of working. It depends therefore on the single situation whether this is to the disadvantage of women. It requires an important ability to organize your time.

Q7: If we come back to your new and first rather to your previous function, I was very intrigued that you were Head of Network Development and Customer Experience. Can you tell me more about it?  

AB: AB: As head of customer experience, I can tell you that it was a cross-brand function, and with Corona the digital experience became very relevant and even more so after the sanitary crisis.

So by making the digital experience more efficient, we provide our customer with the ability to order the car online, this is very relevant and it is the future. You have to provide additional content and the digital experience has to be very easy, because you know that 90% of the first research when you are interested in a car starts on the web. So this was the main activity before Corona.

Coming back to the network, I had the privilege of leading the network development, which is also very related to the customer experience. To reach the customer is the first mission, but in the final stage we need to explain and pass all the information on the product to the end customer, especially now that we are going through the electrification (of our range). Having said that, we need to offer the best professionalism from our sales staff and we also need to offer a real customer experience in line with our brands. We also need to help the customer to overcome anxiety when it comes to electrification. “

Q8 Can you tell a bit more about the markets in the Enlarged Europe region?

AB: In Europe, the most important market is Italy, representing almost 50 pct of volumes, and we need to keep growing in markets like Germany, which is the most important market in Europe when we talk about electrification. Also France is of key importance for our future.

The high penetration in Italy is explained by the strong legacy with our network, and since June last year we are producing both Renegade and Compass at our factory in Melfi, so Italy is performing very well. I am sure that we will keep growing thanks to the electrification in the markets outside Italy.

HK: We thank you for this interview.