Today, automotive manufacturers are undergoing one of the most disruptive transformations in their history – as they shift from traditional car brands to comprehensive mobility service providers.
Born in Ecuador, Wendy brings a clear and uncompromising vision to the table: the industry must embrace sustainable innovation – and make room for more women in leadership.
“Every transformation comes with its share of challenges and opportunities to learn and self discovery,” she says. “But navigating rough waters shapes us. Just like failure, it can reveal untapped potential and strength.”
One thing is crystal clear to Wendy: we urgently need to rethink how we use natural resources – and do so in a far more sustainable way. But sustainability, she insists, is not about renouncing comfort or quality of life. “It’s about creating a new way of living together – one that’s holistic, inclusive, and future-oriented,” she explains.
As Astara reimagines mobility, its top finance executive is helping drive change where it matters most: at the intersection of business, society, and the planet.
Ladies Drive: What is the scent – the perfume – of your childhood?
Wendy Soledad Penaloza: Of my childhood? Roses. Wild roses. That one’s easy, actually.
Tell me more about the wild roses.
Well, I grew up in the city, but my grandparents lived in the countryside, and they had a lot of wild roses. For me, that scent is linked to freedom, adventure, a carefree life – just enjoying the moment. Even today, funnily enough, I’ve managed to find perfumes that carry that strong, wild rose fragrance. And every time I spray it on, it’s like – boom – I’m alive. Energised and ready to take the day.
When someone has such a prominent career and holds a leadership position like you do, that usually comes with a lot of pressure. You just mentioned that the scent of wild roses symbolises freedom for you. How do you try to create that sense of freedom within your current role, your job, and your career?
Freedom comes from being able to do what you truly believe in. It doesn’t matter what field you’re in – finance, sales, automotive, family – it’s about having the freedom to pursue what matters to you. And once you have that, you naturally aim for the best possible outcome. A lot of people say, “Oh, finance is so boring.” But once you believe in what you’re doing – and you do it with conviction – it changes everything. You become whole. You start to see things differently. There’s no such thing as “I can’t do it.” It’s quite the opposite. Whenever I’ve done something with full heart and full passion, I haven’t focused on what’s happening around me – I’ve focused on what I believe in and where I want to go. That’s what freedom really is: the freedom to choose and to do what you truly believe in.
How do you handle mistakes or failure?
I see them as the greatest opportunities. I wouldn’t be where I am today without them. Sure, I struggle when I fail – who doesn’t? But then I think: okay, how do I fix this? And, in fact, those failures were the biggest learning moments of my life. They pushed me to grow, to become a better version of myself. They helped me develop during key phases in my career and encouraged me to seek out new opportunities and embrace unfamiliar contexts. Sometimes, when you feel lost and you begin to rediscover yourself, that’s exactly when you evolve – professionally and personally.
Can you share one of the most important crossroads you’ve encountered in your professional journey?
The boldest decision I ever made was leaving finance. I was deeply rooted in corporate finance – my entire career was built on it. My goal back then was clear: become a CFO. But then came the opportunity to become Managing Director of a brand in Switzerland. And that was a major turning point. I thought: I might never return to finance. I didn’t have experience in sales, nothing that would guarantee success in that space. So I jumped into something completely unfamiliar, armed with nothing but conviction and the will to make it work. Looking back now, I honestly don’t know what I was thinking! (laughs) From a safety perspective, it was like jumping off a bridge without a rope. But I told myself: if I fail, at least I tried. I stepped out of my comfort zone. It shook my world – but I would never, ever regret doing it.
You have been in the role of Global Head of Environment and ESG at Astara. Can you share the challenges you’ve encountered regarding ESG?
I became involved in ESG because I was personally passionate about the topic. I had read a lot about it privately. So once again, I decided to take a leap of faith. Despite the fact that this isn’t a green industry by nature, I was convinced that we could still make a positive impact. We have choices – and the power to make a difference.
For example, Astara launched the first sustainability report and implemented concrete targets across all our markets, including in Latin America – countries like Chile and Peru, where the topic still carries a lot of taboos due to the lack of infrastructure, such as charging stations for electric vehicles. Astara began tracking the emissions and educated the operational teams on what those numbers meant and why they mattered.
Incredibly, Astara managed to reduce emissions by more than 30 per cent. Astara redefined the company car policy, shifting fully to electric vehicles and PHEVs, ensuring that employees also follow this sustainable mobility approach. All Astara offices were transitioned to renewable energy, Astara eliminated single-use plastic bottles, and digitalised workflows to move towards a paperless operation. Astara achieved a lot – and it was an incredible journey. One of our successes in Switzerland was the launch of a circular economy initiative focused on battery recycling. It truly transformed how our global workforce perceived sustainability. The thing about sustainability is: yes, it comes with upfront costs and investments – but it can also generate new revenue streams and evolve into a key pillar of operational excellence.
One part of ESG is also the social component – namely diversity and inclusion. How do you approach transforming a traditionally conservative company culture? And how many women currently work at Astara globally?
Our global target is 33 per cent by 2027 – this remains a major topic in the automotive industry. Compared to 20 years ago, we’ve seen massive change and progress – but we’re not there yet. It’s still a very male-dominated field, and the pace of change has been slower than expected. There’s still a lot we can do, especially by promoting role models. At the executive and C-level, in particular, the automotive industry lacks visible female figures. That’s a challenge. Astara has developed strong retention programmes and is actively working on tailored career development tracks. Career growth shouldn’t be one-size-fits-all, and it’s not just about gender. For example, someone who wants to start a family shouldn’t be penalised. There’s a lot of untapped talent – but too often, we fall short because we assume that one development pathway fits everyone.
Have you looked into when and why women tend to drop off the path to top management?
When women look at top leadership, they mostly see men. If breaking through looks too difficult, many choose to switch industries after a few years. I can’t say for sure if this is unique to automotive, but the industry hasn’t been very family-friendly, especially when it comes to flexible working hours or adaptable contract models. We are working to become more flexible – but there’s still room to grow.
Are you actively investing in employer branding to attract more women to Astara?
Astara has done a lot in terms of branding, but our primary focus is on attracting talent. Performance is key, and while gender diversity is an essential part of that, diversity goes beyond gender. Astara collaborates with organisations like Ladies Drive and with universities. We’re also preparing to launch a mentoring programme, with a strong focus on supporting women in leadership roles. But, of course, meaningful change takes time.
How much emotional expression is acceptable – even necessary – for a leader, particularly in a male-dominated industry?
We’re in a highly emotional, passionate industry.
Amore motore.
Exactly. The design, the engine, the colours – every detail in a car is the result of passion. As a leader, I ask myself: how can we channel emotions into something constructive and impactful? Many say that strong leadership means having a strong character. But part of being emotionally intelligent is having empathy. You can lead with passion, with your heart, with your convictions. It’s not the facts that move people – it’s emotion. I’m proud to be an emotional leader. At least it brings some life into the room! And I firmly believe in diversity. It brings new ideas, fresh perspectives, and innovative concepts. What I dislike is when people use diversity to divide rather than to unite. At the end of the day, we’re all in the same boat – in the same team, in the same company, on the same planet. It’s better to collaborate.
If you look at the world today, the overall situation feels tense and uncertain. How do you personally navigate these multiple crises and this constantly shifting, highly complex world?
I always ask myself: what can I do? Can I contribute in some way? Can I help to mitigate the situation? How can I use my own talents to create a positive impact? We often get caught up in all the bad things that are happening because we have constant access to information – through social media, through the news. We should focus on the good, the more good we’re able to do. Conversely, if we fixate on the bad, we tend to perpetuate negativity.
Absolutely. One last question then: How can someone become a truly effective troubleshooter in today’s world?
Focus on the impact you want to make – across everything you do. Ask yourself: how can I help? How can I support? Even as a finance professional, I can ask: how can I enable my organisation to go further? And as a mother: how can I raise my children to become kind, thoughtful human beings? That’s how I approach life – by striving to be the best version of myself. And I hope that energy cascades down to everyone around me. Everything we do creates a ripple effect. So instead of only focusing on the problems out there, we should focus on strengthening ourselves from within. Because if we’re strong inside, we can cope with almost anything that’s happening outside.
Wendy Soledad Penaloza
One of the bold female role models in car industry: Mother of two Wendy Soledad Penaloza is CFO of Astara Central Europe with prior responsibility for finance and performance across multiple markets.
Previously, she served as Managing Director of Opel Switzerland, building on long-standing roles at General Motors across finance, marketing, and turnaround functions. Active in the industry since 2002, she brings broad international experience with mandates in Switzerland and Belgium.
Astara Sustainability Report 2024
Astara – The Open Mobility Company
Astara is an innovative mobility company that puts people first and is committed to sustainability. With revenues of over EUR 5 billion in 2024, Astara provides tailored mobility solutions designed around diverse customer needs and the specific conditions of each market–ranging from outright purchase to subscriptions and car-sharing. This modern mobility ecosystem is built on the Astara platform and intelligent data management.
All of this is made possible by Astara’s diversified, multicultural team of 3,000 employees from nearly 50 nationalities. The company currently operates in 19 countries across three continents: Europe, Latin America, and South-East Asia.
In Switzerland, Astara is the third-largest private automotive importer, responsible for the brands Hyundai, Nissan, KGM (formerly SsangYong), MG, Maxus, Fiat, Abarth, Alfa Romeo, and Jeep. The Astara Move car subscription offers customers a wide selection of models at attractive fixed monthly prices and with flexible terms, allowing vehicles to be swapped as needs change. For corporate mobility solutions, the Astara B2B & Fleet team acts as a single, expert partner–cross-brand, centrally managed, and tailored to each client.
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