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8 FROM THE TOP » ANA THERESA BORSARI, PSA June 2018 | AutoData A naTheresa Borsari is a lawyer graduated by the University of São Paulo. She began her career in the area of custo- mer protection, where sheworked for Procon (Consumer Protection and Protection Program) and for the law that created the Customer Defense Code. In 1995 she arrived at Peugeot of Brazil, precisely as director of customer’s service. From there she held several po- sitions until reaching the headquar- ters and, from there, to the direction of PSA in Slovenia and Peugeot in Southwest France. In 2015 she re- turned to Brazil as general director of Peugeot and earlier this year also accumulated the command of the Citroën and DS brands. In this exclusive interview with AutoData she tells how the uni- fied management process of the three PSA brands in the country will work, reveals plans for Peu- geot and Citroën in terms of pro- duct, comments in the end of the company’s relations with Sérgio Habib (ex-president of Citroën in Brazil) and much more. Interview with Leandro Alves, Márcio Stéfani, Marcos Rozen and S Stéfani New management for a new image independent field professionals. Of cour- se there is an operational efficiency gain: the brands always work separately, and when they are put together there is a critical analysis of the process to unders- tandwhich is the most efficient, you take the best from each one. The distinction of the brands is still stronger when there is only one professional watching them because when there are two, they can think about two different ways that can converge up ahead. Was that a little bit of what happened in Brazilwith Peugeot and Citroën? Both were losing relevance in Brazilianmarket over the years. I believe that during a not short period, and in a very clear way, the company lost the North of the orientation for the customer, underestimated that orienta- tion, thought that it was already imple- mented in Brazil, that the job was done, that the product would do all the job by PSAalways defendedhowimportantwas to keep themanagement of Peugeot and Citroen separated, as away to preserve the personality of each brand. Why did it change? This move is not a new thing. I did it in Slovenia six years ago, I did the unifica- tion of the brands there. It is not a recent movement of the Group, what happened was that Brazil was the last country to apply that. Is there any specific reason for that? The understanding here was that the brands were so weakened that they ne- eded, before, managers that gave per- sonality back to them, that lead them on the right way before a unification to get efficiency. Will all the operations be unified? It is an administrative fusion. The com- mercial and marketing areas remain in- dependent, with independent products,