Ramming Speed

Stellantis has a new plan.

Earlier this week, they unveiled FaSTLAne 2030, a €60 billion, five-year strategic plan to invest billions in global platforms, powertrains, and technology, expand partnerships, optimize manufacturing, and determine which of Stellantis’s 14 distinct brands to leverage in what markets globally.

The plan also included pillars like “Excellence in execution” and “Empowerment of regions and local teams,” but that sounds like a lot of boardroom bullshit nobody, likely not even Stellantis executives, care about.

CEO Antonio Filosa said, “FaSTLAne 2030 is the result of months of disciplined work across the Company and is designed to drive long-term profitable growth. With the customer at the center of everything we do, the plan will deliver our purpose – ‘to move people with brands and products they love and trust’ – powered by our unique combination of strengths.”

“We have great people, the muscle of global scale, unmatched brands that connect and inspire, the deep local roots of our regions and dealer partners to meet our customers’ distinctive needs, and a relentless focus on innovation and excellence in execution. With these strengths, we are uniquely positioned to offer delight, functionality, and affordability. Adding to these the accelerating and amplifying benefits of our ‘win-win’ partnerships, we have everything we need to deliver our FaSTLAne 2030 ambitions.”

That sounded to me like the Stellantis PR team used ChatGPT to write Tony’s quotes. But I checked it with an AI detection tool, and those words were 100% written by a human.

Sorry, Stellantis PR person, I shouldn’t have doubted you.

In 2023, Stellantis looked stable on the surface, but Jeep and Ram sales were already softening.

In 2024, the problems became impossible to hide: total US sales fell 15%, Ram dropped hard, Dodge’s transition hurt, and Jeep continued to lose volume.

In 2025, the company was still down for the year, but the rate of decline slowed, Q4 improved, and several core products showed some signs of recovery.

The strongest brands remain Jeep and Ram, but both need sharper pricing, fresher products, and better segment coverage.

Dodge has a brand recognition and heritage advantage, but it went through a brutal product transition with the Challenger and Charger, abandoning a loyal segment of buyers.

Chrysler has a viable minivan business, and only that.

Alfa Romeo and Fiat sales weren’t great, but they are also too small to matter strategically in the grand caravan scheme of things.

In a nutshell, Stellantis struggled because too many key products aged out (Jeep Cherokee, Alfa Romeo Giulia), were mispriced (Jeep Wagoneer), were just plain missing (Jeep Renegade, Chrysler 300), were mid-transition (Dodge Charger, Ram Classic), or were poorly aligned with current customer needs (where the hybrids at, bruh?).

Bringing back the HEMI sorta sounded like a fantastic plan until the US price of gas jumped by over 50% in a matter of weeks.

Throw in a 40% drop in stock price, broken relationships with dealers and the UAW, some angry dealer letter writing, and a CEO resignation, and it was not exactly the best of times.

Partnerships are a fundamental part of FaSTLAne 2030.

Stellantis expects to take advantage of lower-cost Chinese vehicle production for export into other markets, including North America.

Earlier this month, the company announced an expanded partnership with Leapmotor. Tony sees an opportunity to expand its production with Leapmotor, potentially shipping and selling Leapmotor vehicles into Mexico and Canada.

This week, they announced the formation of an EU-focused joint venture with Dongfeng Motors.

Stellantis is also considering jointly developing vehicles in ​the US with Britain’s Jaguar Land Rover.

Stellantis plans to use Qualcomm’s Snapdragon Digital Chassis solutions to deliver unified, advanced compute power across the entire vehicle, including the cockpit, connectivity, and advanced driver-assist systems. Basically, a partnership to secure chips for future advanced vehicle platform development.

Stellantis and Applied Intuition announced plans to expand their strategic technology partnership, building on their existing work on STLA SmartCockpit to support the development of the next generation of Stellantis’ STLA Brain intelligent vehicle platform. Basically, better software inside vehicles.

Stellantis is gonna drop tech from UK’s Wayve into its STLA AutoDrive platform to enable “hands-free, door-to-door supervised automated driving across both urban streets and highways.” Basically, Wayve is enabling Stellantis with something akin to Tesla’s Full Self-Driving.

Stellantis also has a preexisting deal with Nvidia, Uber, and Foxconn to make robotaxis.

Then, Stellantis announces the launch of its groundbreaking small, affordable E-Car project; the first E-Cars are expected to roll off the production line in 2028.

Needless to say, the Stellantis PR team had a busy few weeks. No one would begrudge them if they, in fact, did use ChatGPT to write some of those press releases.

When your company is the result of multiple mergers of multiple car companies, you end up with too many damned platforms.

The STLA One is designed to (finally, fully) address that problem.

It is a massive “mega-platform” designed to consolidate five existing vehicle architectures into a single, highly scalable, and modular base.

Slated to launch in 2027, it will underpin over 30 models across segments and support both hybrid and battery-electric vehicles (BEVs).

The STLA One platform announcement is arguably the most relevant to investors.

It strikes at the heart of cost, complexity, and EV economics.

Management is targeting up to 70% component reuse and 20% cost efficiency, with cell-to-body batteries and 800-volt capability supporting affordability goals in Europe and, more broadly, BEV profitability concerns.

If STLA One hits its technical and timing milestones, it alone could directly support the FaSTLAne margin and cash flow targets.

Yep, the STLA One platform is kinda a big deal.

That HEMI, it’s still coming back.

Chrysler, it’s gonna make more than just minivans.

Armed with this new plan, Stellantis expects to increase its North American sales by 35% by 2030.

The expected growth targets 60% sales increases for Chrysler and Ram Trucks, 10% from Dodge performance, and 15% for Jeep.

Those are ambitious goals in the face of the fiercest competition the merged organization has ever seen.

The shift here, however, is less about manufacturing and more about orchestration.

If Stellantis can juggle these partnerships to produce economically viable vehicles that meet the growing fuel-efficient and tech-focused needs of today’s (and tomorrow’s) buyers, and gear shift their sales up into ramming speed, they might just pull it off (LFG).

One grew revenue 50x after half his team quit over the strategy. One brought in 50K signups in a single day with no paid budget. One generated 100M+ views from a stunt that took 50 hours to conceive. One asked every prospect to demo the product themselves instead of demoing it for them.

None of them followed the safe playbook. They treated GTM like an experiment, moved before they had proof, and made bets most founders would never get approved.

HubSpot for Startups documented all 6 stories in the free Bold Bets Playbook. The risks they took, why it was risky, and what it returned.

Read the free Bold Bets Playbook