The new CEO of Stellantis Antonio Philosa has announced his new team of managers, with three important Italian names, those of David Apple to the Product Planning, of Monica Genoese to purchases and of Emanuele Chaplain for commercial vehicles and South America.
Three delicate areas, in which Stellantis will face significant challenges in the near future. Filosa, however, has reserved for himself one of the most delicate roles, the guide of North America, source of important margins for Stellantis But under attack, between duties and competition.
Duties and electrical turning point, the challenges of Monica Genovese to purchases
One of the most important roles has been entrusted to Monica Genoesewho will be the new Purchasing Manager of Stellantis. Graduated from the Polytechnic of Turin, in Fiat since 1995 and in purchases since 1999, Genoese has been perfectly aware of the complex situation that this department of the giant of the car must face.
On the one hand, finding the components and materials necessary for the assembly of the Stellantis Auto could become increasingly complex. Donald Trump’s duties, especially on steel and aluminumare putting to the test to the supply chains of the automotive sector.
At the same time, a revolution has been taking place for years within the components: the transition to electricity. Magnets and batteries are acquiring an increasing importance for the group, and this inevitably means having to interface with Chinese companies, which have a dominant position in the market of accumulators for cars and rare lands, fundamental materials for their construction.
Emanuele Cappellano and the new South America
At the helm of the entire South America and commercial vehicles, Antonio Filosa has chosen Emanuele chaplain. His career in the group, when he was still Fiat, begins in 2002 and in 2014 he landed in South America. After a short parenthesis outside the company, in 2023 he returns, specializing right in the continent and commercial vehicles of Stellantis Pro One.
Chaplain will have to guide a region and a sector that are proving to be increasingly important for Stellantis. In the first part of the year, the group sold 283 thousand units in Brazil (30% of market share) and 84 thousand in Argentine (almost double compared to 2024, reaching 33% of the market share), touching the 400 thousand vehicles throughout the region in total.
Stellantis pro one Instead, he is a leader in Italy and Europe. On the continent it has a share of almost 30%, which touches 50% on the Italian market. A primacy to defend, also adapting to the electrical transition, often very important for companies that want to break down their emissions.
Davide Mele and the identity of Stellantis
Central role also for David Applein Fiat since 2002, with the success of the jeep brand in Latin America behind them. All decisions relating to the development of new products and the management of existing ones will pass from him. A central role to define the identity of the Stellantis brands, especially those who must relaunch themselves, such as Alfa Romeo and Maserati.
However, the most important challenge for apples will be that of transition to electricityalready addressed as a manager in Europe, Asia and the Middle East. The competition of low -cost Chinese models remains the most important obstacle for Stellantis, which risks ending up outside the most accessible segments, which for decades have made the fortune of brands like Fiat.
North America remains to Antonio Filosa
Finally, it is no coincidence that the new CEO has not transferred its skills to North America to anyone. Filosa will have to manage the role of Stellantis brands in the USA between duties, competition and relationship with President Donald Trump. Its basis of operations will in fact be Detroitthe historic city of the American car.
The American market still represents a fundamental source of margins for the group. The high expenditure capacity of the American is fundamental both for brands that produce on site, and for those who want to import towards the USA.
