Andreas Bareis on Automotive Innovation

*Andreas Bareis on Automotive Innovation: Driving Aston Martin into a New Era On a sun-soaked morning in Monaco, a crowd of global automotive journalists stood transfixed before a machine that seemed to pulse with purpose. Sleek, powerful and unmistakably British in its elegance, the vehicle symbolized more than engineering—it was a statement of transformation. Yet what unfolded that day was not just another product reveal; it was the unveiling of a revitalized Aston Martin, and at the heart of that rebirth stood Andreas Bareis.

As President for the United Kingdom, Europe, Middle East, and Africa, Bareis has been instrumental in steering the legendary marque into its next chapter. With a career spanning leadership roles at both McLaren and Lotus, he brings a unique vantage point to an industry in flux. In conversation with our publication*, Bareis opened up about Aston Martin’s strategic repositioning, the power of people, and how innovation thrives when leadership aligns with purpose.

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our publication: You’ve described the DB12 launch as a turning point for Aston Martin. What made this moment different from previous product launches? Andreas Bareis: This wasn’t just about releasing a new car. It was about redefining who we are as a brand. The DB12 marked the beginning of our journey into ultra-luxury—a shift from being a premium automaker to one that embodies exclusivity, craftsmanship, and emotional resonance. We invested heavily in refining every detail, from the tactile experience inside the cabin to the acoustic signature of the engine. That attention to sensory detail is what separates ultra-luxury from standard premium.

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CSM: How has your leadership philosophy shaped this transformation? AB: Leadership, to me, is about clarity of vision and empowering teams to execute it. When I joined, we were already building momentum, but it became clear that our strength lay not in chasing volume, but in creating value. We needed to elevate the customer experience and ensure that every touchpoint—whether digital, physical or emotional—reflected our new identity. That meant recalibrating our strategy and making bold decisions, especially around product development and brand positioning.

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CSM: What role has executive leadership played in this turnaround? AB: The arrival of Adrian Hallmark as CEO last year was a pivotal moment. Adrian brought a fresh perspective and a relentless focus on the customer. His leadership style is collaborative yet decisive—exactly what we needed. Under his guidance, we’ve been able to attract world-class talent across design, engineering, and operations. The energy is palpable. When you have the right people in the right roles, innovation follows naturally.

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CSM: How are you approaching innovation in a time when many automakers are pulling back on EV commitments? AB: Innovation isn’t about following trends—it’s about staying true to your brand while preparing for the future. Yes, the electrification landscape has shifted, but we’re not retreating. We’re accelerating our efforts on hybrid technologies and next-generation platforms, ensuring that when the time is right, we’re ahead of the curve. In the meantime, we’re doubling down on what makes Aston Martin unique: performance, design, and emotion. That’s our competitive edge.

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CSM: You’ve also invested in transforming the dealership and client experience. What’s driving that strategy? AB: The car is just the beginning. Today’s ultra-luxury buyer expects a holistic experience—one that reflects their lifestyle and values. That’s why we’re investing in immersive showrooms in key cities, and creating exclusive access programs for our clients. From private track days to curated travel experiences, we’re building a community around the brand. It’s not just about selling cars; it’s about cultivating relationships.

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CSM: How do you balance tradition with innovation, especially at a brand steeped in history? AB: Tradition is our foundation, but innovation is our compass. We honor our legacy by staying true to our design language and performance DNA, but we’re not afraid to push boundaries. Take our recent updates to the Vantage and Vanquish lines—each model retains its iconic essence, but with modern engineering and enhanced dynamics. That balance is critical. You can’t innovate for the future if you’re stuck in the past, but you also can’t ignore where you’ve come from.

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CSM: Looking ahead, what does success look like for Aston Martin in the next five years? AB: Success, for me, is measured in impact—not just financial performance, but influence. We want to be seen as the benchmark in ultra-luxury automotive design and experience. That means continuing to attract top talent, investing in sustainable innovation, and delivering products that resonate emotionally with our customers. If we can do that, the business will follow.

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CSM: Any final thoughts for other leaders navigating transformation in uncertain times? AB: Stay focused on your core strengths, but don’t be afraid to evolve. Transformation is not about reinventing who you are—it’s about amplifying what you do best. And most importantly, invest in your people. No strategy succeeds without a team that believes in the vision.

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As the conversation draws to a close, one thing becomes clear: Andreas Bareis is not just steering Aston Martin through a new era—he’s helping to redefine what leadership in luxury looks like. With a clear vision, a customer-first mindset, and a deep respect for heritage, he’s proving that even the most storied brands can accelerate into the future.