Mary Barra has steered General Motors through one of the most volatile periods in its 117-year history – from a sweeping recall crisis to pandemic shutdowns, a $35 billion shift into electric vehicles, and now a global trade war reshaping the cost of building cars.
She also broke new ground as the first woman to lead one of Detroit’s big three automakers.
In 2025, Forbes ranked Barra seventh on its list of the world’s most powerful women.
While in Melbourne for the Australian Formula 1 Grand Prix – where Cadillac debuted as the sport’s newest constructor – Barra sat down with Forbes Australia for an exclusive Q&A.
Formula 1
Cadillac’s entry into Formula 1 is a major investment. Is this primarily a brand play, or a statement that GM wants to compete as a serious technology leader again?
“For GM, this is about expanding the possibilities in engineering, software, and aerodynamics. The best teams in the world push these boundaries every race weekend. We want Cadillac to be on that track – learning, improving, and bringing those insights back to every vehicle we build for our customers.”
Brand & Perception
Cadillac is trying to re-establish itself in the global luxury market. What role does Formula 1 play in changing how the brand is perceived?
“We know our customers feel pride when driving a Cadillac, and we hope fans will feel that same pride when they see our Cadillac F1 Team on the grid.”
“We’re rebuilding Cadillac with bold design, advanced software, and craftsmanship. F1 puts that work in front of a global audience that’s diverse and passionate about the sport. They see performance as more than just what happens on the track. It’s also about culture and lifestyle…just like Cadillac.”
Global Headwinds
With tariffs, geopolitical tension and shifting global supply chains, how much harder has long-term planning become for an automaker today?
“When I started in this industry, product planning felt more linear. Today we plan around multiple scenarios and build flexibility into our manufacturing footprint. We’ve been strengthening our supply chain since 2021 for the world we live in now – unpredictable, fast-moving, and globally interconnected.”
Mary Barra“We need to be nimble and flexible, but that’s nothing new for GM. Agility is our superpower. We’ve made strategic decisions to make it easier to deliver customers vehicles they love.”
Australia
Australia no longer has domestic car manufacturing. What message do you hope Cadillac’s presence at the Australian Grand Prix sends to this market?
“Australia has one of the best motorsport cultures and racing is core to our identity here. Chevrolet Racing is a fan favourite locally, and Cadillac’s entry into Formula 1 further extends GM’s motorsport legacy.”
“We’re in this market with electric luxury Cadillacs, as well as our ICE portfolio of Chevrolet pick-ups, the GMC Yukon Denali, and Corvettes. Our focus is on niche, premium products.”
“This is an opportunity to build awareness of our incredible Cadillac luxury portfolio in a highly competitive market. During race week, we launched the Cadillac OPTIQ and VISTIQ to sit alongside the LYRIQ for our all-EV Cadillac portfolio here in Australia and New Zealand.”
The EV Transition
The EV market has entered a more uncertain phase in some markets around the world. What genuinely keeps you awake at night right now when you think about the transition?
“We’re focused on offering customers choice. We’ve shown that we have the flexibility to respond to external factors and continue to ensure that each market can meet the customer where they are.”
“EVs are our end game. We know drivers don’t go back once they’ve tried an EV. It’s better technology and a better driving experience.”
Mary Barra“The EV transition was never going to be uniform around the world. The market is growing here, and we’re being very deliberate in how we introduce the brand and our portfolio. Our Cadillac EV business in Australia and New Zealand is like a start-up, and the team is innovating how we go to market to build recognition and trust with our customers.”
Autonomy & AI
GM has invested heavily in autonomy and AI. What have you learned from that work that has most changed how you think about the future of driving?
“We believe your vehicle should make life easier, more streamlined, and most importantly, safer. That’s what we’re working toward at GM. We see a future where your car will learn your preferences, anticipate your needs, and even emulate your driving style as it takes on more of the driving tasks and improves over time.”
Mary Barra“We know from the adoption of our Super Cruise product that hands-free driving makes driving more relaxing and enjoyable. This will only accelerate when we launch eyes-off driving to give people time back and make roads safer.”
“In countries like Australia, many of the building blocks of autonomy are already present in advanced safety features such as automatic emergency braking, helping prevent accidents with cameras, sensors, and radar.”
“We’re continuously evaluating opportunities to expand Super Cruise globally. Deployment will depend on customer demand, regulatory frameworks, and the ability to ensure the system performs to our safety standards.”
Legacy
How do you balance honouring GM’s legacy with the need to reinvent the company for the future?
“Our people – and a century of innovation – are the foundation of everything we do. They’re the reason we honour the legacy that built this company while continually pushing ourselves to reinvent it for the future.”
“We’re making major investments in electrification, software, and advanced technologies, ensuring we stay competitive and continue shaping the industry for the next generation. When you combine deep experience with a commitment to continued innovation, that’s when real transformation happens.”
On Her First Day As CEO
If you could go back to your first day as CEO, what advice would you give yourself about leading through change?
Video: Tess Alexander
“After I became CEO, I said the automotive industry would change more in the next 5 years than it had in the past 50. The reality is that the pace of change only continues to accelerate.”
“Looking back at my first day, I’d tell myself that the importance of adapting quickly will only intensify. Look around corners, be prepared, and surround yourself with a team that can execute in this environment. Over the last several years, we’ve built a foundation of product excellence, innovation, operating discipline and resilience that sets the GM apart, and I believe it will continue to fuel our strong momentum.”
Leadership
And how do you want this period of leadership to be remembered?
“I always come back to the trajectory of our company: are we moving GM in a direction that sets it up for 100 more years of success? That’s the key question.”
Mary Barra“I learned to focus over the years on creating the right conditions for other leaders to do their best work. That means listening more, asking the right questions, and being very intentional about providing context – making sure teams know the ‘why’ and not just the ‘what.'”
“Ultimately, it’s about building an organization and a culture that scales beyond any one person and is sustainable for the long term.”
