1. When you began working in a male-dominated industry, either at VetroCar or in previous roles, were there any notable challenges, practical or perceptual, that you faced in your career? How did you address them, and did they shape who you are today?

There have undoubtedly been difficulties, and it would be unrealistic to say otherwise. The car glass repair and replacement sector has historically been associated with terms such as “technical” and “masculine” in the collective imagination, but this has never been a limitation for me, rather a context in which to bring value in a different way. I have always believed that competence, strategic vision and the ability to build relationships are gender-neutral. One of the most complex challenges has been combining my role as a mother with a position of responsibility, in a context that requires presence, decisiveness and strategic vision. It has not always been easy, but over the years we have done a lot as a company to support every woman in her personal and professional development. At Vetrocar, motherhood has never been seen as an obstacle, but as a natural part of life, to be integrated with respect and flexibility.

2. Can you share a project or achievement at VetroCar that you’re particularly proud of, and why?

The most significant, and also the most challenging, project was to follow market developments and learn to “ride the wave” of change, rather than suffer it. In a constantly evolving sector, where customer habits are rapidly changing and technology is redefining the ways in which we interact, the real challenge was to anticipate trends while maintaining our corporate identity.

We worked hard to strategically map and monitor all the channels through which customers come into contact with Vetrocar: from physical to digital, from call centres to social media, from online booking platforms to customer satisfaction surveys. This has allowed us to build a consistent, seamless and personalised experience, where every touchpoint is designed to respond to customer needs in an effective and human way.

The value of this project was not only operational but also cultural: it required a change in mindset, greater integration between departments and a strong drive towards innovation. Today, we are more responsive, closer to our customers and more aware of our role in the market. And this, for me, is a source of great pride.

3. Have you seen positive changes in recent years regarding gender diversity, leadership opportunities, and an inclusive culture at VetroCar or in the wider industry?

Yes, and not only within Vetrocar. The change is also being felt in the sector at an international level. The stories of women at the top of companies that are driving innovation in the automotive glass market are a clear sign: female leadership is becoming increasingly visible, concrete and influential.

At Vetrocar, this change is already partly a reality. Forty per cent of our 250 employees are women, and many of them hold positions of

responsibility. Fifty per cent of the management committee itself is made up of women, and this is not a symbolic choice, but a strategy that values different skills, visions and sensibilities.

We have worked to create an environment that promotes a balance between private life and work, encouraging smart working and flexibility. Not because it is “modern”, but because it is right and functional.

What emerges is that diversity is no longer an issue to be managed, but a resource to be activated. It is an evolution that concerns not only women, but the way we want to do business in the coming years: more inclusive, more aware, more sustainable.

4. How would you like to see the industry evolve in terms of gender equity, leadership, and innovation over the next five years?

In reality, this evolution has already begun. We see it every day, both at Vetrocar and in the wider sector: companies are reviewing their organisational models, investing in inclusive leadership, digitalisation and sustainability.

Gender equality is no longer just a goal to be achieved, but a concrete lever for growth. The fact that at Vetrocar, the team of people who make strategic decisions is composed of 50% women and 50% men is an example of how this transformation is already underway. This is not an isolated case: more and more companies are recognising the value of diversity as a driver of innovation.

Over the next five years, I hope that this trend will consolidate and spread, because the future should not just be imagined: it must be built, day after day, with concrete and consistent choices.

5. If you could sum up your personal philosophy in one sentence, what would it be?

“A leader creates space for others, they don’t take it up.”

Being a leader does not mean imposing oneself or centralising decision-making power, but facilitating and delegating by creating an environment that allows people to express their potential and grow. It is a cultural shift towards generative leadership, where leaders do not dominate but guide change.

6. Is there anything else you’d like our readers to know about you or VetroCar?

Vetrocar is a company that has grown while remaining true to its values. It is made up of people, passion and a strong culture of service.

We believe that the true value of a company is not measured solely by its financial results, but by its ability to generate a positive impact: for customers, for employees and for the community. Every day, we strive to be a benchmark in the industry, but also a place where people can feel part of a larger, shared and sustainable project.