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In engineering, transitions often happen on paper, from one formula to another, from one schematic to the next. But for some women, the most powerful transitions are not between compounds, but careers. Strong with a master's degree in chemical engineering, Barbara Barbieri immersed herself in the automotive industry, building a reputation as a dynamic leader with strong commercial and strategic acumen.
Barbara’s professional journey began at Andersen Consulting, where she developed foundational skills in consultancy, gaining a cross-industry perspective and learning from the top-tier mentors. She spent 12 years at Iveco, managing commercial network development across Italy, South America, and EMEA, honing her ability to build relationships with independent entrepreneurs, and gaining experience that deeply shaped her leadership style, negotiation skills, and understanding of influence without authority.
In 2015, Barbara joined BCA Italia, the Italian division of British Car Auctions. She transformed the company from a 20-person operation to one of Europe's fastest-growing branches. Her leadership style, rooted in autonomy and empathy, fosters innovation and accountability.
Tell us about key turning points in your professional journey.
The time I spent in South America, specifically in Brazil, was a turning point for me. Arriving in a completely new environment: new country, new language, new culture, new ways of doing things forced me to reset, rethink how I approach things, and even how I saw myself. Being in the middle of my career, it wasn’t just about adapting, it was about questioning, is the way I have always worked still right in this new context? That experience made me re-evaluate my mindset and priorities in a really deep way.
Give us the opportunity to think differently and bring fresh ideas to the organization, because true leadership, across any sector, is fueled by passion, commitment, and the joy of achieving goals, much like in sports, and that’s how I envision building a company that truly meets a need and leaves a lasting image
What key areas of specialization have you developed over the years?
My core strengths come down to three main areas. First, sales and commercial work, as I have spent most of my career in negotiation, closing contracts, and building commercial strategies. I don't have a law degree or formal specialization in that space, but I have picked up a lot just by doing the job, learning on the ground.
Secondly, it's all about people, managing teams internally, and also working with partners and clients externally. You always have someone across the table from you, so soft skills like empathy, active listening, and being able to connect with people are essential. People often note that I smile a lot, it's a prideful trait that significantly impacts one's appearance and interactions, making a significant difference in building relationships and enhancing impressions.
Thirdly, I possess a natural strategic mindset, focusing on commercial expertise, people leadership, and strategic foresight. I anticipate issues, plan ahead, and ensure the right course for the future, demonstrating my strengths in these areas.
Introduce us to BCA Italia. Tell us about the roles and responsibilities you shoulder as the Managing Director.
BCA Italia is the Italian branch of the BCA and Constellation Group. Italy is one of the largest markets in terms of potential volume, thanks to its sizeable car industry, although it is a highly competitive and challenging environment. Challenges such as brand awareness and recognition were top priority initially. The company has now reached a point where it is recognized as a major player in the Italian automotive industry.
Our business is primarily virtual, since we run online car auctions. Therefore, we don't have direct contact by default. I established a human face in the virtual car auction business, building a strong commercial team, making sure vendors and buyers knew we are real people behind the screen. Despite using AI and technology, BCA maintains a balance and a personal approach. The company has grown from 20 to almost 70 employees and is now seeing real growth in revenue and EBITDA.
What are some critical challenges you encounter in your current role at BCA Italia? How do you navigate through these roadblocks?
One of the biggest challenges we face in Italy is culture. Unlike the Anglo-Saxon markets, Italians aren't naturally inclined toward online auctions, and it's not part of our business mindset yet. So, a major hurdle has been convincing people that auctions are a legitimate, standard way to do business.
Another key focus is building a strong leadership team, a diverse first line with different cultural backgrounds, and soft skills. I believe that having a mix of perspectives leads to better discussions and decisions. I want people who challenge ideas, bring in new viewpoints, and are genuinely convinced about the direction we are taking, not just saying yes because I am the boss.
What steps do you take to periodically align yourself with evolving industry evolutions and changes?
The company organizes monthly internal sessions for open discussion and innovation, allowing everyone to share ideas and perspectives from outside the industry, regardless of their role. Finance can share ideas on commercial, commercial can comment on marketing, and so on. The idea is to get fresh perspectives, even from outside our industry, fostering innovation, in digital services and buyer experience.
Around 90 percent of our time is spent in running day-to-day business, making a point to carve out time for creative brainstorming. We also organize off-site sessions twice a year, sometimes with guest speakers or training on leadership and mindset shifts. I believe in ongoing development, especially in soft skills like communication and leadership, to grow our people and drive innovation.
What key milestones have you achieved so far?
The key achievements for me have been threefold. First, building the right organization within BCA, getting the right people in the right roles. Second, the financial growth, as we have multiplied our volumes by five, year over year, earning a good amount. Third, we have built trust in the market, as BCA is a well-known brand in Italy.
The company's mantra is to grow, grow, grow, driving its success in the Italian automotive industry.
Barbara Barbieri, Managing Director, BCA Italia
Barbara Barbieri, Managing Director of BCA Italia, a leading European vehicle remarketing company. Barbara brings a diverse wealth of experience in sales, negotiation, and people management, having developed her expertise through hands-on roles rather than formal legal training. She values empathy and understanding in building commercial relationships. She prioritizes innovation, continuous improvement, and fostering a culture of evolution through regular brainstorming sessions.
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