Benedetto Vigna discusses his four years of leading an iconic brand through rapid technological change, balancing tradition with progress, and steering growth from Maranello, Italy, to the global stage. Vigna is a physicist and longtime technology innovator. At STMicroelectronics, he helped pioneer MEMS motion-sensing technology and holds more than 200 patents.
Global Finance: How has the transition been from being a physicist and an innovator in the semiconductor industry to the CEO of Ferrari?
Benedetto Vigna: It has been an extraordinary learning experience; less different from my previous role in high-tech than I initially expected. Regardless of the sector, what matters most are the people.
The CEO of Ferrari, like any leader in high-tech, must be an innovator. The key difference here is the strong heritage that must be honored and interpreted. In my previous role, the future of the business was shaped almost entirely by what lay ahead, whereas at Ferrari, there is a unique balance between tradition and innovation.
Additionally, the sporting dimension adds an emotional intensity unlike anything I have experienced before.
GF: How did your previous career prepare you for your current role? And what perspectives or skills did you bring with you to Maranello, the home of Ferrari?
Vigna: My previous career prepared me for my current position at Ferrari in three main ways.
First, I brought an entrepreneurial mindset to innovation, encouraging teams to embrace new ideas and approaches. In my previous role, with a small team, hard work, passion, and trust from several clients, we had been able to build from scratch a multi-billion dollar business.
Second, I promoted greater openness within the organization and expanded our external network, helping teams build stronger relationships with suppliers and partners from diverse cultural backgrounds.
Third, my experience made me appreciate the importance of organizational design. I applied this by helping to flatten the structure at Ferrari, making it easier for information and ideas to flow across the whole company.
Last but not least, I highlighted the importance of acting as a united team.
GF: You recently outlined Ferrari’s new 5-year strategy. What are the key elements, and what does it mean for the “Casa di Maranello”?
Vigna: At our Capital Markets Day, first of all, we confirmed to have kept our promises, both in terms of products and financial performance. We exceeded the profitability targets set in our 2026 business plan one year ahead of schedule, and we are also ahead on our share buyback program. Moreover, during a time of uncertainty, we provided a clear floor for both top-line and margins until 2030.
Finally, we reaffirmed our strong commitment to sustainability, as we believe it is a key enabler for the new generation.
GF: And how much are you involved in the racing car side of the business?
Vigna: Our company has three souls: racing, sports cars, and lifestyle. Racing, where our story began, is extremely important for the company and for me, as it reflects our involvement in Formula 1, Endurance, and Hypersail.
For Ferrari, racing represents three main dimensions: it serves as a technological platform that transfers innovation from the track to the road; it provides a universal commercial platform for sponsorship opportunities; and it acts as a constant reminder to stay grounded, humble and focused.
GF: Ferrari is one of the most known and recognized brands in the world. How do you keep the reputation of the group so high for a long time to come?
Vigna: The world needs brands that are both agile and consistent with their DNA and values. In a time when respect and consideration are increasingly rare, it is crucial to pay attention to all stakeholders. For Ferrari, this means engaging with the local community through educational projects. We believe in co-prosperity.
GF: The role of technology and innovation is crucial for the future of Ferrari. What is your approach to this, considering your background?
Vigna: Ferrari has always been exploring new territories. Just think that, in the beginning of our history, Enzo Ferrari was called in his hometown “el mat”—the madman—for his determination to create a 12-cylinder engine. At that time, no one believed in a 12-cylinder car.
The technology, which is fundamental for a company’s survival, is only one of the ways to innovate. A purely tech-push approach, indeed, risks forgetting what is truly essential: the individual. Also a market-pull approach carries the risk to lag behind. My approach is emotion-driven—one that starts with a person’s emotion. We embrace technology neutrality because we put people at the center.
GF: And where growth is going to come from for the group? New models? New markets? Or eventually also new segments of the market?
Vigna: We have clear ideas on this front. The bulk of our growth over the next five years will be driven by Sports Cars revenues, further supported by the strong visibility provided by our order book, which extends well into 2027. More specifically, we expect Sports Cars activities to generate approximately 2 billion euros in revenue over the plan period, driven by an enriched product mix and increased contributions from personalizations. For this reason we are building two new Tailor Made centers in Tokyo and Los Angeles.
GF: Do you accept the definition of Ferrari as a leader in luxury goods, or is there more to the brand than just that?
Vigna: Ferrari is unique, first of all, as there is no other brand in the world that is both exclusive and inclusive. What sets us apart is also the blend of three dimensions: heritage, technology, and racing. Heritage is the extraordinary legacy our founder left us. Technology means the relentless innovation to always exceed our clients’ desires. And racing—the arena where we were born and which continues to fuel the Ferrari dream. The first Ferrari, the 125 S in 1947, was born to race.
GF: And finally how much do economic uncertainty and tariffs affect a brand like Ferrari? Less than most other car companies and manifacturers in general?
Vigna: The answer lies in our agility in defining and updating our commercial policy. Ferrari is in a somewhat privileged position compared to most other manufacturers: We have the ability to carefully control our allocations in each region, which helps us preserve our brand value. Our new sports cars have been very well received, and we continue to see consistent demand-growth across all our powertrains, models, and geographies. This strong and resilient demand, combined with our unique positioning, enables us to navigate economic uncertainties and regulatory changes. Despite all this, we must always—always—keep four wheels on the ground.