Congratulations to Loreanne Garcia, Co-Founder of Kavak, Our February Member of the Month! 🎉👏

on February 25, 2025

Can you tell us a little about yourself, your background, and how you got
 started in the automotive industry?
I’m Loreanne Garcia Ottati, Co-Founder of Kavak. My journey into the automotive world wasn’t exactly planned—it; actually started with a desire to solve a big problem I come from a business background and I love connecting with people and creating solutions, but long story short, my brother Carlos passed through a very bad experience selling his car. He noticed how stressful and unsafe buying or selling a  car was in Latin America. When he told me about the idea to start Kavak I thought it had a huge potential and decided to join him in this adventure. I would like to say that what started as a dream is now a global company, and I couldn’t be prouder of how far we’ve come and how we’ve been transforming the industry.

 What is your current role, and what are your primary responsibilities within
 your organization?
I spent 7 years as Chief of People Officer, building a strong and the right culture, empowering and unleashing the performances of our teams. Recently, I’ve stepped back from day-to-day people operations to continue building the Kavak ecosystem with my brother. My main responsibilities in the organization are supporting key initiatives in the CEO's office to keep unlocking growth and delivering our vision.

What advice would you give to women aspiring to leadership positions in the
 automotive industry?
First, trust in your unique perspective—it’s your strength. The automotive industry needs diverse voices to drive innovation. Don’t let outdated ideas about who belongs in this space hold you back. Think long-term and share your vision and the plan to get there.

Leadership isn’t about having all the answers; it’s about learning, adapting, and lifting others along the way.

What exciting opportunities do you see for women in the automotive industry
 shortly?
There’s so much happening right now! With the growth of electric vehicles, new mobility solutions, and technology redefining how we think about cars, the possibilities are endless.

 What is the most radical change you believe is necessary to achieve true
 equality in the automotive industry?
Honestly, we need to break down the stereotypes that make women feel like they don’t belong here. That means rethinking everything—from how we recruit talent to how we support career growth. It’s not just about giving women a seat at the table; it’s about making sure their voices are heard and valued. Equality will only happen when organizations fully commit to this mindset.



 What innovative initiatives have you seen that are making strides towards
 gender equality in the automotive sector?
I’ve seen some amazing programs focused on mentoring women and creating leadership pipelines. Things like flexible work policies are also making a huge difference—they show that companies truly value their employees’ well-being. And I love seeing organizations partnering with schools to get young girls excited about STEM careers. These initiatives are planting seeds for long-term change.

 What keeps the automotive industry from achieving true gender parity?
I think the biggest challenge is the cultural mindset. There’s still this outdated belief that the automotive world is a “man’s domain,” which makes it harder for women to  feel like they belong. Add to that the lack of representation in leadership roles, and it  becomes a cycle that’s tough to break. But the good news is, this is changing—and we’re all part of that change.

 How can organizations effectively measure the impact of their diversity and
 inclusion initiatives?
It starts with clear goals. For example, are you increasing the number of women in  leadership roles? Are your teams more diverse year over year? Beyond numbers, it’s about listening to your employees—are they feeling supported and included?  Surveys, focus groups, and open conversations are great tools. And, most  importantly, leaders need to be held accountable for making these changes happen.  Also, remember that meeting a quota is not enough, it is also thinking about what  benefits the operation. There are underserved groups you can focus on; for example,  at Kavak, we are convinced that older women have great experience to contribute  to us and we are looking for them and adding them to our teams where we know they will have a positive impact. Improvements in operation are also a way to measure it.

Favourite business or leadership book? 
The Hard Thing About Hard Things. Book by Ben Horowitz

How do you unwind after a busy day?
I read with Kids

What's a quote that inspired you? 
Quote by Mahatma Gandhi: “Be the change that you wish to see in the world..”

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