Intersection of Sustainability & Technology in Automotive Manufacturing

Andrea Heekelaar, a seasoned global executive with over 20 years of experience leading IT and digital transformation across multinational corporations. Currently Vice President of Sales & Distribution IT and CIO of Dacia at Renault Group, she brings a multidisciplinary approach shaped by her academic and industry expertise.

In an insightful interaction with Global Woman Leaders Magazine, Andrea shares her insights on the evolving role of IT in the automotive industry, highlighting its impact on customer experience, delivery models, digital transformation challenges, and balancing innovation with stability in a fast-paced sector.

How do you envision the evolving role of IT in the automotive industry, particularly in shaping customer experiences and transforming delivery models over the next 5 years?

The automotive landscape is radically transforming as vehicles are evolving into intelligent ecosystems. Software-Defined Vehicles are standardizing over-the-air service updates, from infotainment to digital assistance. AI agents, using chat and voice, are ready to streamline dealership processes and accelerate sales growth. As demonstrated at tech events such as CES 2025, advanced technologies, such as holographic displays and interactive 3D surfaces, will soon radically redefine the car interior.

This is not evolution; it is a technological revolution. Tech proficiency is paramount. The IT department is the backbone of this transformation, providing the software, data management and analytics, IT infrastructure, (AI) integration and security expertise needed to enable this change.

In leading digital transformation within the automotive sector, what have been the key challenges, and how have you driven successful outcomes despite these obstacles?

I transitioned from two decades in oil and gas to the automotive sector. My ability to adapt to change quickly has been a constant throughout my career, and I quickly developed a deep passion and affinity for this new area.

The automotive sector is navigating a convergence of formidable pressures: stringent environmental mandates, evolving consumer demands, hyper-competition, and the imperative for relentless cost optimization and rapid production scalability.
My strategic focus is to transmute these challenges into decisive advantages. This involves leveraging advanced digital platforms and granular customer data to architect seamless product discovery and sales journeys, driving brand elevation through targeted innovation, and deploying automation to achieve operational excellence.

As a leader in automotive IT, how do you ensure innovation is balanced with maintaining the stability and reliability needed in this complex, high-stakes industry?

Stability demands a robust, adaptable IT core. We are gradually migrating from legacy solutions to modular, API-based, cloud-native architectures to reduce technical debt and improve agility. Implementing DevOps and advanced monitoring tools further fortifies reliability.  This effort hinges on a well-trained workforce and strong digital governance that we introduced.

Innovation isn't anarchy - as with operations, frameworks help facilitate the ideation process. To ignite innovation, I implemented an annual Innovation Challenge, where teams prototype solutions to real-world problems or to seize opportunities. Weeks of pre-launch engagement, via social media and personal narratives, cultivated a fertile mindset, sparking widespread participation. We did not just ask for ideas; we built a launchpad for them.

How has your experience in consultancy and organizational change shaped your approach to aligning IT strategy with the automotive industry's ever-evolving business needs?

My time in consulting yielded a set of traits and vital skills that I still use.
Curiosity drives me to understand “why" first. It is reflected in focusing the conversation on the outcome that we want to achieve, thinking in scenarios, storytelling.
Problem-solving is ingrained; I embrace challenges, not roadblocks. As a consultant, resolving a problem is often the reason why you get involved, you learn to be persistent and resourceful.

Visual frameworks and visualizations are my go-to tools – my staff knows that it never takes long in a conversation until I stand up and start drawing.
Furthermore, I value externalization and benchmarking. A strong internal focus can be a pitfall for established, expert-driven companies. But why waste the company’s time and resources to reinvent the wheel?

With automotive manufacturing increasingly leveraging data and AI, how do you navigate the challenges of utilizing these technologies ethically while driving operational efficiencies?

AI's potential in automotive is undeniable. My focus is on implementing AI to enhance our customer engagement and support.
A car that knows and continuously adapts to your personal needs, does it not sound great? Yet, the realization of this potential demands more than just enthusiasm. I have seen firsthand the hurdles: fragmented, siloed data, a regulatory minefield, and critical ethical dilemmas.
These challenges need to be tackled – let me share a few examples of how to do it.

To safeguard sensitive data - IP, trade secrets, customer details, and compliance data - we have implemented a robust data governance framework. This ensures privacy and security throughout AI integration.
Building on a decade of machine learning and deep learning experience, we have launched a program to rapidly scale AI throughout the organization.

With the rise of electric vehicles and sustainability in the automotive market, how does IT play a critical role in seamlessly integrating these innovations into traditional vehicle manufacturing systems?

Zero-emissions and carbon-neutral manufacturing are the automotive industry's reality. We all grapple with the EV transition's cost while ensuring it does not devastate our planet.

IT is not just a support function here; it is a driver offering tangible solutions. Digital twins simulate production environments to test improvements with minimal real-world impact, Internet-of-Things and AI help optimize energy use in production lines, vehicle-to-grid solutions for EVs support renewable energy usage and sustainability dashboards give drivers insights into eco-driving scores and CO2 savings – and there are many other examples to mention.

We are also accountable for our digital footprint. That is why we launched a Digital Sustainability initiative, empowering employees with tools to meet the Group's environmental and social goals.