8M | Blanca Ayats: “Talent, judgement and results have no gender”

Blanca Ayats is the commercial director of the Automotive division of SOME. She joined the company in the spring of 2024. An aerospace engineer by training, she has twenty years of experience in the automotive sector.

What has been your path, throughout your entire professional career, to reach a management position?
As I am an engineer, I began my career in the technical department, in the projects area, in a company in the automotive sector. There they identified my communication and negotiation skills and proposed that I move to the commercial area. I did not want to disconnect from the technical side, so a hybrid technical-commercial position was created that allowed me to combine both aspects.
From there I progressively assumed more responsibilities until reaching the position of commercial director, first in the same company and later in other companies in the sector.

What competencies does your role involve on a daily basis?
The position requires combining strategy, technical knowledge and human skills to generate sustainable business in a highly competitive sector. It is necessary to understand the dynamics of OEMs and Tier 1, the long project cycles and the constant pressure on costs and margins.
B2B negotiation, technical credibility and coordination with Quality and Operations are key, as well as a clear orientation towards results, cost analysis and risk management.
On a personal level, assertiveness, interpersonal skills and the ability to influence in environments that are often male-dominated are particularly important, where knowing how to listen, generate credibility and maintain firmness is decisive.

How are strategic decisions made in a complex industrial environment?
In an industrial environment such as automotive, strategic decisions are based on data analysis, risk assessment and a clear long-term business vision. These decisions require coordination between the Commercial, Operations and Finance departments.
Ultimately, strategic decisions are a balance between data, experience, intuition and the ability to influence.

What changes have you seen in leadership in recent years?
I would say that leadership has evolved both in its approach and in its style. Today it is no longer only about prioritising sales and production, but also about understanding digital transformation and knowing how to drive technological and organisational changes.
At the same time, we are moving towards a more collaborative leadership model, based on clear communication, influence without direct hierarchical authority and the promotion of diverse teams.
In addition, there is growing awareness that diversity —of gender, experiences and ways of thinking— is key to making better decisions and building stronger companies.

What message would you address to women who aspire to leadership positions?
I would tell them to trust their ability and not to limit themselves. It is true that industrial environments can seem demanding and are often highly male-dominated, but talent, judgement and results have no gender. Preparing oneself is important, but what really makes the difference is daring to take on challenges, even when you do not feel “100% ready”.
Leadership is not learned only from theory, it is built by exercising it. And women bring our own style, often more integrative and collaborative, which is very valuable for today’s organisations.