Bonus: Seat-Cupra future unwrapped with CEO Markus Haupt

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This week our deputy editor Felix Page meets Seat Cupra CEO Marcus Helpt over to Felix.

Hello and welcome to a very special episode of the My Week in Cars podcast. I'm Felix Page.

I'm the deputy editor of AutoCar and I'm joined today in this very swish London studio by the

CEO of Seat and Cupra, Marcus Helpt. Thank you so much for being with us. How are you?

Thank you first of all Felix for inviting me here. I'm really happy to be here. This nice

setting and super happy to be in London having some interviews and preparing to borrow my

FT summit appearance. So happy to be here. This is why you're in town, the big FT summit

where we hear from lots of CEOs. I think it's your first time speaking as Seat Cupra CEO at

the event, which makes it the perfect time to ask you. You've been in the position for a good

few months now, almost a year. Yeah, one year. Yeah. And how have you found it? How's it been?

Are you settling in well? What's the experience been like of taking over the reins?

Super busy. As you can imagine, I took over quite fast and things were running. So there was not a

lot of time just to get used to the position. It was just dipping into the pool. And this is

what I did. I'm happy to have a super good team. So it was not completely new for me before. As

you know, I was vice president for production and logistics. So I was aware about the projects

going on, the situation of the company. And it was then about to find this new setting with

the team and start to work on whatever priorities, what is a business plan and at least now at the

end working for a new strategy for the company, what we are doing now. So super, super busy start,

but super happy and now happy to be here. Give me a bit of a flavor. I always think looking at

the industry landscape as it is, who'd want to be a car company CEO, right? It's one of the toughest

jobs in the world at the moment. So you get that call up. Is it daunting? Is it exciting? What

runs through your head when they say, right, you need to run this car brand now?

Yeah, I mean, first of all, for me, it's important. I'm a car lover. So probably for me, it was my

dream. It's nothing I planned when I was a kid or some years ago. But I had the opportunity to step

in. And for me, it's super exciting. And even more with a brand like Cooper, a very young

brand, eight years old, with lots of success in these eight years. And I think as a car lover,

there is no better place to work in than the one I have the honor to do now.

We tend to divide the industry up into sort of startup brands and legacy brands. You're in a

unique position because you sort of run both in a way. You've got two brands under your umbrella.

We'll come on a bit to what that's like running those two brands in parallel. But just give us

your first impressions when you got in the chair on your first day. What was on the keep list? What

was on the change list? What sort of company did you take over?

Yeah, I mean, we are preparing the launch of the Cooper Raval, where we are now in the middle of.

And there was still a way to go. And the ramp up phase where we produced the pre-series cars,

where we prepared the wheel premiers, we had to prepare the IAA presentation in Munich, which was

my first big presentation as CO, as you can imagine, lots of pressure, lots of people looking at me

for the first time. And that was the priority to assure a good Cooper presentation in the IAA

and afterwards to roll out the complete launching program that we are now realizing. As you know,

now we are having the international media drives in Barcelona with teams of all our markets.

Your colleague was there, lots of journalists, and we are super happy about the first feedbacks we

are getting because, of course, we are convinced this is the best car in its class.

But it's not only us now saying it, it's the specialized praise press having a super good

feedback. And this gives us lots of confidence for the start of selling this car in our different

markets. I do want to talk more in depth about the Raval, it's such an important car. And I know

that you're very pleased with the reviews. They certainly seem to be prevailingly positive,

which is a really reassuring sign. But just coming back to the company as a whole,

and particularly with the focus on the Raval, outwardly, the focus seems to be very much on

Cooper as a brand over the last eight years that has taken over as the focus from Seat.

What's behind that transition and what do you think made that brand strike such a chord with

the public? Why did it become so successful so quickly? Yeah, let me first look back at Seat

history. Seat is now 76 years old last year. We was our 75th birthday, so we had a big

exposition of our cars in the Barcelona Motor Show, which was really, really very

emotional to all the people, especially to the Spanish people, because Seat is part of Spain,

is the only automotive company that can design, develop, produce and sell cars as the only Spanish

company. And this was the perfect foundation to create Cooper without, probably without Seat,

and without the whole company. This is behind, it would be impossible to create a brand like Cooper.

We like to say Cooper was a kind of startup inside of a brownfield, and also being part

of the Volkswagen Group, providing technology, having our plant in Martore, we had lots of assets

that a normal startup first has to build up, and we were able to profit from them. And then it was

a bold decision, and people were looking at us and saying, Hey guys, are you crazy and creating a

new brand in Europe in 2018? Why? Why should you do that? And Seat was always up and down with its

results. So the formula was how can we find a car? How can we find a brand that can aim for a sweet

spot where maybe people are willing to pay more for a car? And this is exactly what we did with

Cooper. I was not there at the time, but we found this sweet spot between the premium market and

between the volume market. And we also decided Cooper is not a brand that everybody must like

or should like. Cooper must be something different, something special to address these customers that

want to have also something special, like you could compare with fashion, different brands,

and you just choose what you want. And we were lucky, we found lots of customers, lots of customers

that very fast, we are loving the brand. And we see already now after launching eight cars in eight

years, and a success of growing that is really brutal. And I would say 30% a year in Europe,

we hit 1000000 cars last year. And so it's a success story. And we are praised for that also

inside of the Volkswagen group. So I'm really, really happy that we took this decision in 2018.

With the benefit of hindsight, it looks like the smartest move ever, you know, just 34

years later, we were already seeing the first Chinese car companies coming to Europe en masse.

And they had to follow that same journey as you, but without the heritage to back it up.

Do you think it was, do you think timing was on your side? We saw a couple of other European

companies set up offshoot brands at that time as well. But do you think the timing was was

central to Cooper's success? Yes, for sure. Looking back when just referring to the numbers,

I said, I think the timing was perfect. But not only the timing, I think also we were able to

create something that is not just a car brand. And I like to say Cooper is a kind of ecosystem,

you know, all the things we do, all the activities on sports, on music, festivals,

and everything we do, we do in a different way. It's not the traditional way of doing things.

And I think this ecosystem in the automotive industry or automotive world is something unique.

And this is also why we are able to attract, for example, the youngest customers

of the Volkswagen group. We have the youngest customer base. And I think this is something

that really makes us different. I think a perfect embodiment of that is perhaps the

Ravel, the new entry EV that you've just launched last week, we're just reading the first reviews

of it now. This is the first of four MEB plus cars that say that Cooper is going to build in

Spain, all on top of this sort of shortened MEB platform, twinned with the Polo, the ID Cross,

and the Skoda Epic. You must be pleased with the reviews, as I say. But what does that car mean

for Cooper in general? And not just from a product perspective, but in bringing

entry EV production to Spain? Yeah, first of all, let me say for me, it's super special

because I was, since the beginning, in a different position. But it's kind of my baby,

what is coming now out to the street. So I'm really proud about the efforts of the team.

As you said, it's the first car of a new family. And this family is a special one because the

Volkswagen group trusted us, as Seat and Cooper, to develop these cars. And we developed all four

cars. The platform was developed with our colleagues in Wolfsburg. The heads were done by

Yasin and Martore with our R&D team. And they will be produced in two different factories,

in Martore, our factory and in the factory of Volkswagen and Pamplona. And Cooper embodies

the complete transformation we are going through with our company. It's a transformation we did

for the last years. And it's, of course, an industrial transformation, transforming our

plant. But it's much more than that. It's a transformation of the market. It's bringing a

new car that we like to name as the game changer. The thing, this car is changing the rules.

For me, it's opening a new segment by itself. And you had the opportunity to see the car.

It's just four meters. But it embodies complete Cooper DNA. Design always in number one. Performance

very important. The car, when you drive the car, you feel you are driving a go-kart. And also

exterior colors, matte colors that are really our Cooper DNA. And when you go to the interior,

we have lots of novelties. What I like more is an innovation we did with the projections on the

front door panels. We are the first ones in the automotive industry to have it. And so we made

this project with lots of love, effort. And now we can't wait to see it hitting the streets and

especially here in UK, London and all the other cities. What does it tell us about maybe the

change in priorities for the industry in general? We hear a lot about how there aren't enough

affordable electric cars in Europe, particularly as China is providing those very cars to the

European market. Obviously, the Rival is the more premium of those four entry cars for the

Volkswagen group. But do you think that car makers are, they have a responsibility to start

providing these smaller, more accessible cars, even premium manufacturers like yourself?

Yeah, first of all, the position of Cooper, we will never be a volume brand. Although with this

car, we are democratizing electric mobility. Because it starts here in the UK, it will start

with 24,000 pounds. I think it's a very attractive starting price for a car that is very special,

like Cooper with its own positioning, going up almost to a premium brand. And yes, going back

to a question, of course, it's our responsibility to make electric mobility more affordable.

Because the future is electric, we know it. And it's the only way to create sustainable

environment, sustainable cities. And there is no doubt about, we also need to achieve CO2 targets.

And I think this project of the Volkswagen group embodies perfectly this objective we had to make

democratize the electric mobility. And I think this project, we have four hearts,

we have 80% of common parts, we can use scale in order to have better costs on our side.

And this is the beginning of, I would say, a new era for us.

You previously, I was looking at your CV, your career history, you previously led production

of the A0 cars for the Volkswagen group. So this is the up, the me and the city go, am I right?

Yeah, that was the up where it was A00. That was the Polo and all its derivates, but also

all the other cars produced outside of Europe, in China, for example, La Vida in South America,

the Goal. I mean, it was a huge project for me. Small cars, basically. Small, affordable, accessible

cars. Exactly. That must have been a very helpful experience when it came to getting

Ravel into production. What changed in those, that's probably 10, 12 years between those two

projects, what's changed in the industry? Has it become more challenging to make cars like that?

Yeah, for sure. I mean, if I look back, this is 14, 15 years ago. For me, it was a super great

experience. I was coming from Seattle at that time. It was not a global, we were present in

global markets, but it was not as global as it is now. And I had the opportunity to be in China,

in South America, in South Africa, in India. But the times we were living were completely

different. It was pre COVID, pre semiconductor crisis. And nobody spoke about logistics. Logistics

was something that was just happening behind the scenes. And it almost never came to big disruptors

and in the supply chain. And nowadays, when we look to the geopolitical situation we have,

our strategy in the group is China for China, Europe for Europe, and America for America.

And we have lots of disruptions in the supply chain. So I would say the normal world is over.

And now it's about being flexible, agile. And it's about speed, being able to adapt very fast

on the changes. And I think the world as it was before will never come back. So now it's on us

to achieve this flexibility, to be faster, and always to keep growing in terms of competitiveness.

It's interesting to hear you talk about the sort of regional disparities

between various automotive markets. I mean, we hear so much about the differences between China

and Europe and the problems it causes for product development. Do you think Kupra is

a European brand? Is it rooted in Europe, are the products tailored to Europe? And is that

always going to be a central component of the brand? We are a European brand. Yes,

we are rooted in Europe. We like even to say that we inspire the world from Barcelona. This is what

we want to give our customers a piece of Spain inspired in Barcelona in our cars. I think the

design stands very much for that. You can feel it. Our designer is, by the way, a Spanish guy.

I don't know if you know him. Jorge Diaz, exactly. And I think the brand Spain sells a lot outside

of Spain. So it's important for us to be honest to our roots. But for sure, we cannot stay in

Europe as our Europe is our biggest market. Yes. And probably it has a very important position

when we design a new car. And we hear to our customers, because at the end, the customer

stands in the middle of everything. But of course, Kupra, when we look back, is a story of growth.

And when we look to the future, it has still to keep growing. So it's growing in terms of cars.

That must be also bigger than sometime as we presented in Munich with the Tindaya.

But it's also expanding to other markets. Actually, that's a really good point. This

isn't on my list. But you have just reminded me of a question I've asked some of your colleagues

before. I came out to see the Tindaya before the Munich Motor Show. Fantastic looking thing.

Do you still plan to build that? Could that still find a place in the Kupra portfolio?

Yeah, of course. You said it looks fantastic. Why should we not build a Tindaya? We are indeed

looking at our plans when we could build a Tindaya. But it's something I can promise

this car will see these tweets in some years. Fantastic. The technology underneath that car

was really interesting. It used a range extender powertrain. Is that something that's still

relevant, do you think, in today's environment? I mean, all this discussion is changing day by

day very, very fast. And it will be, of course, on a new platform of the group. This is decided

already. The SSP. But which powertrains we will have at the end is a decision we have not taken

now. And we want to stay flexible as long as possible. Because when the car hits the streets,

we need to assure that it has the right powertrains for our markets, for our customers. But we are

lucky we are as part of the Volkswagen Group. We have the technology. And so we can decide quite

late which technology we bet on for this car. Of course. As Cooper has evolved, it's obviously,

it's entered new segments. I mean, every car Cooper launches in a new segment because it's

such a young brand. But do you think the bandwidth has increased? Could Cooper enter more segments

than maybe it could have five years ago? I mean, I don't know whether there will be anything smaller

than a Ravel, but could you launch bigger cars? Could you tap into that more premium market?

Yeah, for sure. For now, we first need to make and happen with the Ravel because we are entering

this new segment with high ambitions, I have to say. We have high volume ambitions. And

being here in the UK, seeing that EVs are already very present. When you go through the streets

of London, tomorrow I will head up to Manchester. I expect a similar picture. So this makes us very

confident that this is the right way. And of course, when we look to our future portfolio,

going to a higher segment is our aspiration. And as you can imagine, always discussing and

deciding on our portfolio. And we would love to go to something bigger. That sort of flexibility

when it comes to powertrain development is so important. Every manufacturer says the same thing

at the moment as regulations are changing and market demand is evolving. I've just spent,

well, recently I spent sort of six months in a Leon triple three VZ four-wheel drive.

Fantastic thing. Brilliant engine. Amazing car. Then I get in the newborn, also a fantastic car,

but on its own attributes. How do you manage product development when powertrain mix is so

uncertain and not everyone wants an EV, but you have to start phasing out the combustion

powertrains, which are a core strength of the brand. How do you approach that? That's a good

point. And we are lucky because we have combustion cars, plug-in hybrids, BEVs. We are launching

mild hybrid cars next year with the CRTBs and CRTARONA. But who defines at the end what we

produce are our customers. We need to hear to our customers. And the customer behavior is

different from country to country. And in Europe, it's clear that the future is electric. And there

is no other way to decarbonize cities. And it's the only way to meet the CO2 targets.

But I think what is super relevant is the transition phase until we arrive at this point

where EVs are the dominant in the market. And in this transition phase, you have to be flexible.

And having a Leon with a visit engine for some petrol heads here in UK, also in Germany,

in every market is as important as having the BEVs for the people that already took the decision

to go for an electric car. And what we are looking forward really is to stop speaking about

transformation and just say, okay, transformation is done in 20, I don't know, 29, 2030. And I think

we need the help of everyone to achieve this point. Because now we speak about a lot of electrification,

what are the challenges behind it. There are a lot of challenges. But with our will and the

will of the governments and the will of the customer at the end, electrification, I would say,

starts to be the present. Is it fair to say that your position as part of the Volkswagen group

shelters you from some of the huge costs that other manufacturers have incurred in trying to

go electric and then delaying going electric? You can take that more flexible approach because

you have the technology and the group and the platforms behind you. For sure. Being part of

the Volkswagen group is a big advantage for us. I always say it's like going to IKEA and

you have everything on the shelves, you need to take it and build it up for yourself.

This is an exaggerated picture, but it's an advantage for us. And we can create scale with

that. We can work with all the other brands together on reducing product costs, for example.

But we still need to do some homework. We need to be faster. We need to increase our competitiveness

because competition is coming. But we have a very good position for it.

We should talk about China, really. You talk about getting faster. You can't not talk about

China speed. You do build a car in China. The Tavascan recently given exemption from some of

the import tariffs in the EU. Was that a crucial decision for you in keeping that car on sale?

Could you have kept that car on sale without that exemption? And what has building in China taught

you about the differences between the two environments? The Tavascan is our electric

flagship, I would say. And of course, it was very important to avoid the tariffs in order to have a

better profitability for this car and keeping it running, especially here in Europe.

The decision we took to produce in China when we took the decision was a correct one and we would

do it again because it was the only opportunity we had to have this car for our brand. So we are

very happy that this car is existing and we managed to get an agreement with the European

Commission not to pay the tariffs. And I think in the future is the Raval. The Raval is produced

in Matoré. We have a very good cost structure, very good production cost. And I think this is

important also to show to the competition that in Europe we are able today to compete

with electric build cars made in Europe. And I think this is a very strong message

and this gives us also lots of confidence that we are on the right path.

That's really reassuring to hear that local manufacturing can be as competitive as it is

in China. It's perhaps not quite there yet for every manufacturer. You said you would build there

again. We've heard recently Oliver Blumer talking about potentially some VW Group products

for China being appropriate in Europe. What's your view on that? Could there be a

Chinese product that could be a Cooperate in Europe?

Yeah, this is more a group-related question. In my opinion, I would say the group has decided

for a strategy to think that this is the only one that probably can lead to success. It's

because we need to meet the requirements of Chinese customers. And I think the only way

then to do it is being there, developing there and assuring that the cars that the Volkswagen

Group produces and sells there are the ones that the Chinese customer wants to have.

For us, which is the advantage, we can learn from our colleagues there to reduce development

time, to reduce time to market, also to see what they do different to us when we speak

about material costs, for example. So I think this is again an advantage being parts of such a

group because we can learn from our colleagues from China and just copy lots of things they do

right here in Europe to assure that Europe stays competitive in the future.

You've given us a bit of a sense of it already and your approach to leading a car brand. What's

your approach to management? What are you like as a manager? How do you approach

leading a team and operating this huge expanding network?

People. What I like most is working with people and I see a big car manufacturer or a big car

company like we are like a big football team. Everyone has a role. We have lots of players.

We have trainers. We have physiotherapists. We have different roles and the management

of course need to be aligned on one way. Therefore, some days ago we had a strategy day

where we presented our new strategy. We call it Elevate and I think this describes very well

what we need to do in the future, which has to be the way we need to elevate everything we do.

We need to elevate the products to a short customer like them. We need to elevate the

profit of the company in order to be more profitable in the future and this is how I

like to work very near to the people and understanding us as a very good functioning

football team that can make it at the end on number one. Do you think we will see on the

surface will the Elevate plan, does that represent a new phase for Cupra? Are we coming to the end

of the first phase for Cupra and we're going into another one now? When we presented the strategy

and I was on stage with all the management and I said guys we are on our right way. We have an

objective. We know where we want to go and there I made a comparison with sailing but the winds

are changing. It's a perfect storm and now we need to keep the boat in this direction and to keep

the boat running in this direction things are tougher now. So we need the tools and we need

performance program as an example that we just launched this year to reduce cost. We need to

reduce fixed costs. We need to work on product cost so we need to tackle everything that defines

the cost of our product in order to increase profitability and as I said the direction is

clear. The future is electric. We know where to go with Cupra. It's not changing everything. It's

for the brand's positioning. Cupra has always been presented as this sort of edgy disruptor,

rebellious. The new car is called a rebel in Spanish. When does it just become a mainstream

brand? For how long can it be disruptive and outside the norm and edgy as it becomes more

popular and reaches new audience with cars that are more accessible? Does it then become a bit

more sort of publicly accepted and normal? I would say never. We don't want to be mainstream and I

think as I mentioned before I think the success formula of Cupra is being different addressing

customers that want to have something different not the traditional car and this is by the way

the challenge we have. How to keep the brand as a challenger brand as something different

as something that can address still customers looking for something different over the next

years and of course we will do it over the products but also over all what surrounds the

brand as I said before the partnerships we have sports events, paddle for example the fastest

growing sport in the world and I think we have the best team to do it. We have super creative

people, we have super professionals on every area and it's about us to find our way and to stay

how to say true to our roots. What role does design play in that? We've touched on it before but

design has always been a central pillar of Cupra's strategy. Very striking looking cars with you know

you can sort of see the performance DNA in the shape of them. Does that just get more and more

important as new brands come onto market and you need to really cement your positioning?

How will you keep design at the heart of your strategy? When people ask me what is the most

important characteristic for you in Cupra I always say it's design design design because I'm

convinced that the design stays in absolute number one. Of course performance is directly

related to design I think performance is also described through the design of the car. Of

course when you then step in the car and drive it the performance is also to come down to the street

but that we also are very successful in and I would say performance is our secret formula.

A quick question just building on that why can't we have some some brighter colors? Is it important

that Cupra keeps this sort of dark color range? We've seen some really nice colors introduced

on Ravel this Matt Green for example why not do a big bright blue and a bright red and a yellow

orange you know what does that tell us about the brand? I would say we are

exactly there where we wanted to be with the colors and we have a very detailed process how we

choose colors how we define our cars it's part of the design process and brighter colors yes

we get the point and I just would say stay tuned for what is coming. Fantastic I'll get my sunglasses

on and wait and see. I'm conscious of time we've been focusing on Cupra which is the brand of the

moment I think it's fair to say we can't ignore Sia it's in your job title. Give us a flavor of

where that brand sits now what its role is and what what the future might hold for that. Yeah first

of all I need to look back to October November last year when we made the presentation of the

new Siat Ibiza and Siat Arona on Ibiza Island and that was a strong signal to our dealers to our

customers that we are still investing in the brand Siat. We cannot imagine our company without Siat

I mean Siat is the heritage of our of our company and Siat made history in Spain and in some other

countries and so a very important message we still are investing in the brand Siat. Next year we will

have a mild hybrid versions of these two cars and both cars are still running on a very high

rate for example the Siat Ibiza was the most sold car in February in Spain in our home market

and this just confirms that this brand is still super strong and working outside there and with

the customers. When we face 2930 and CO2 becomes harder than today and for sure there will be

a point where we need to discuss what can be the future of this brand for that we probably need

still to work on the cost of electrical platforms because today it will be very tough to have a

Siat that is able to earn money with the cost we have so it's first working on the cost making

scale reducing the cost and there someday the discussion will pop up what to do with Siat but

until then we have a clear strategy to keep betting on the models we have and also the brand

position is completely different customer base from both brands is different we cannot forget

overseas markets where electrification is still not as it is in Europe and so we are very happy

it's part of the strategy what we are doing now so it's it's not just a causality so we are there

and and we still bet on both brands very very strong. That's good to hear I'm going to put you on the

spot and just ask you very simply do you think I'll be able to buy a new Siat in the UK in 2035?

I hope so. Well that's reassuring hopefully it's a new Ibiza the reason I ask is because

it strikes me as you say cost is so important and I know that costs are even a challenge

for a premium small electric car the margins are still super thin in Europe why not just

decontent the Raval a little bit and you know take some bits off it and put some steel wheels on it

and call it the Siat E-Beathe you know is that is that not the the cost effective way of keeping

that brand going perhaps? I would never do that because I think we need to keep both brands

very differentiated and Raval will always be a Cupra and just decontenting Cupra cars and

making sets out of them is for sure not the right strategy for us and I think both brands deserve

its own DNA and both brands have to find its own way and so for sure we will not see a Raval

with a Siat logo. Does that mean then that we're moving away from for good

from Cupras being based on Siat you know we've had the Cupra Leon was a Siat Leon do you think

all Cupras in the future will be entirely bespoke? If I look back I think it was a clever move and

we use a good opportunity with the Leon move but also part of this strategy looking to the future

is to have a completely different portfolio for both brands and so I don't think we will repeat

something like that but as I said it was a good opportunity and the proof of it is the Cupra

Leon is working the Siat Leon is working so we did a good job there but now it's about

keeping both brands truly on their DNA and in a similar vein I know you watched Thomas Schoeper

who is the boss of Brand Group Corp for the VW Group as well as being Volkswagen brand boss

he said they're delaying the electric Golf it's no longer needed as early as 2028

due to market demand and the ID3 and the Golf are currently performing quite well

you're in a very similar position you've got the Born and the Leon you know combustion and EV

in the same segment so what does that mean for the Leon can the Leon just continue

continue indefinitely I suppose I mean we have now a fully fledged portfolio when we see the

the sum of both brands and we are really happy with that portfolio because we see it's it's it's

working very good in the different markets and we need to have this combustion car and we need

to have this BEV that complement each other I would say and you said it before you had Leon VZ

and we still need to serve at the end the customer the boss is the customer the boss is not it's

not us in the executive committee our boss our customers they say what they want and we need

to assure that we give them the products they want and as long customers demand both worlds we will

need to produce both worlds okay fantastic and I'm conscious of time and I'm conscious of your

workload over the next uh next couple of days while you're in the UK but just to finish us off

give us some things to look forward to from say at Cupra over the next year or so yeah let me let

me say my biggest wish in some years is that I'm sitting here and I'm speaking about the success

of the Raval and looking back like we like I do now and they look back to the eight years of Cupra

I would love to look back and say okay Raval was was and is a real success we are hitting the volumes

we planned and and transformation is no more a topic to discuss on transformation is the

reality and the present and this is my biggest wish for the next years fantastic where you've

got a lot to do to make that work so I'll let you get back to your to-do list thank you so much for

joining us today Marcus thank you very much for inviting me and thank you to you too for listening

thank you for watching if you're watching on our youtube channel we'll see you next time thank you

very much goodbye thank you for listening and thanks to our sponsor Anderson Cropley and Pryor

that's me we'll be back on Wednesday with our regular my weekend cast podcast

Bonus: Seat-Cupra future unwrapped with CEO Markus Haupt

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Cooper Raval

affordable electric cars

local manufacturing

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