Antonio Filosa is not a stranger in the automotive world. Joining Fiat in 1999, he climbed the ranks with quiet consistency. Originally from Naples, he began his career as a night supervisor in a Spanish factory. This initial field experience shaped his approach to the practical and industrial realities.
Quickly, he took on complex missions. He managed the Betim plant in Brazil, a key site in the group’s global deployment. He implemented a rigorous method: industrial simplification, range rationalization, logistics optimization. Under his leadership, the South American market, crucial for Fiat, regained sustainable profitability.
His rise caught the attention of Sergio Marchionne, the guiding figure of Fiat-Chrysler and architect of their merger. Marchionne brought him into the exclusive circle of managers he called his "kids." It was in this demanding environment that Filosa refined his style: analytical rigor, attention to detail, lack of vanity, and fine management of internal balances.
A trajectory on the scale of the American continent
Starting in 2016, Filosa took on high-responsibility positions across the American continent. He went through the management of Alfa Romeo and Maserati, where he attempted to revitalize them. Indeed, these brands were in search of identity. He then took the helm of Fiat Chrysler in Argentina. Subsequently, he led the revival of Jeep in North America in 2023.
The context was tense: rampant inflation, declining purchasing power, regulatory pressures. Yet, he managed to revive Jeep sales by reworking the product offering and strengthening industrial synergies. In less than twelve months, he became director of the Americas, overseeing all the group’s brands on the continent.
In February 2025, a new step: he was appointed global director of quality. A strategic choice. Stellantis had to face recurring criticisms about the reliability of certain models, notably the 1.2 PureTech, and the delayed handling of the Takata scandal. Filosa implemented a global audit of production lines and reinforced factory controls. His approach combined technical expertise and pragmatism.
A designation that changes the game
In May 2025, Antonio Filosa succeeded Carlos Tavares as CEO of Stellantis. The former CEO, although praised for his financial results, was abruptly ousted. His authoritarian style and strategic choices—particularly the focus on margins at the expense of volumes—had weakened the group’s positions in North America and crystallized internal tensions.
Filosa’s arrival marks a shift. At 51, this insider appears as a figure of stability. He embodies a return to balance after the upheavals of the previous mandate. But this appointment is not neutral. It signifies an Italian takeover of the entire organizational chart: alongside Filosa, John Elkann, heir of the Agnelli dynasty, chairs the board of directors.
This dominance raises concerns in France. Indeed, the Peugeot family and the PSA heir executives are questioning their place. The 2021 PSA-FCA merger had established a fragile Franco-Italian balance. Now, this tacit agreement seems void.
An open but demanding managerial style
Antonio Filosa stands out with his open managerial style. Far from brutal verticality, he multiplies contacts with social partners, in France as well as in the United States. Unions, like the CFDT, praise his willingness to engage in dialogue. He encourages employee participation and shows new attention to working conditions.
However, not everyone shares this optimism. The CGT denounces a continuity of forced profitability logic. Some executives fear a management focused on financial objectives at the expense of innovation. Filosa will therefore have to convince, beyond words, that his promise of managerial transformation is sincere.
Immense industrial and strategic challenges
Filosa takes the helm of a weakened group. In 2024, the operating margin fell to 5.5%, compared to 12.8% in 2023. The Stellantis stock lost more than 50% of its value on the stock market in one year. Several models did not find their audience. Moreover, the gap between electrification promises and industrial reality undermines the group’s credibility.
The new CEO will have to reposition the European brands. The future of Peugeot, Citroën, and DS is unclear. The case of Maserati and Lancia, with uncertain positioning, remains open. At the same time, Stellantis must succeed in its electric transition, especially in the entry-level segments. Additionally, they must comply with European environmental regulations.
Finally, he will need to regain the trust of North American markets. The success of Jeep and Ram is essential to the group’s profitability. Filosa will need to clarify his vision: is it to become a global champion of electric vehicles or to consolidate a hybrid position between tradition and transformation?
A trial of truth for the Stellantis group
In a letter addressed to employees upon taking office, Antonio Filosa wrote: "I have this company in my blood." This profession of faith reflects a rare loyalty in a sector dominated by external figures. But the time for loyalty will not suffice. Filosa will have to invent a new cycle for Stellantis, where industrial ambitions, technological innovation, and social cohesion finally find common ground.
The success of this transformation will depend on his ability to reconcile cultural legacies, to give new clarity to brand strategies, and to restore confidence, both internally and in the markets. The man has the profile to succeed. But time is pressing, and the margins for error are slim.