00:00 Ill Subramanian
We are at an Infiniti stand at the quail event. I’m here now with Thiago Castro, American Infiniti CEO, with a new Qx65 vehicle. Now it’s a concept, but we’ll see a similar car. Talk to me why this product is so important in that particularly competitive medium -sized SUV space.
00:16 Thiago Castro
First of all, thank you for joining us here. It is an honor to have you here. QX65 monograph, beautiful vehicles you see. UH, we are trying to attack this largest industrial segment, actually to the luxury industry, with a real Roll Fastback, a truly sexy SUV that will bring more customers to Infiniti and will allow us to continue our growth path. Hm that this is an event here. Show the vehicle in front of many people. This is the concept of how you just said, but it gives you a good hint of what will come next spring, 2026.
00:57 Ill Subramanian
So yes, but next spring, right. So, but, but Infiniti is in the middle, II, I believe about the product renaissance. Talk to me about it and how the QX species is sitting in that perspective.
01:07 Thiago Castro
Absolutely. So we are in the middle of the Renaissance product, which actually started since last year’s QX80 UH. This vehicle built momentum. In fact, this year we had the best seven months that the QX80 has ever been sold. So really a good moment. UH, we are now moving to the new QX60 startup. This is our three -line SUV smaller than the QX80. UH is also doing really well. Both of them grow over the years. And next year we launched the Qx65. Now the goal of accelerating the future is to run one vehicle per year in the near future.
01:51 Ill Subramanian
So you mentioned, you know, strongly sold 80, which is that full -size SUV. It is a very popular segment in America. But you know that Infiniti with Nissan, you have had a rough patch and rising out of it. What is the game plan to achieve this, both brands are the right way here in the US?
02:13 Thiago Castro
So, first, yes, no one can just say that last year we had no difficult years. Very clear. UH, but here’s an important part. We have a very clear understanding of what is to happen. In the global team and the regional leadership team, there is a complete alignment that must be strong to make Nissan stronger. So we will invest in the right product and the right moment. Today, in addition to the QX65, you can see two QX80 conceptual cars. So this is our exemplary model. What we are trying to do is consult with the market, what people really like. We look at two sides of the spectrum. One of them is the QX80 track package. Tracks Pack is to think about our current engine and increase horse power and torque more than 50%. Turning moment is up to 750. So think about it. And then the horse’s power is 650 plus. But not Word Plus is just a plus, you know? So I mean quite competitive qualities.
03:58 Ill Subramanian
Absolutely. UH with Infiniti and Strang compared to competition. However, Infiniti is a Japanese car manufacturer and is a presence worldwide. Tariffs are like a thing that is the one that these days are in the history of the car sector. Do you have an agreement with Japan in the US with 15%that helps, but not with Mexico and Canada. Where are you sitting there? How to deal with rates from an Infiniti point of view?
04:25 Thiago Castro
Well, the first step for us was to understand the product portfolio and how we can optimize the delivery. For example, the QX50, we had to pause products to the United States. UH, but there are many options in Canada. So we send more vehicles there. We also increase the production of the QX60 that is built in the US. For example, the good news is that the QX65 will be built in the US for us. So it is very important for us to increase that trace. Um, but then we continue to speed up UM, for example, on the model model I just mentioned. We want to bring them further, not to stop, you know. Customers respond very well and we need to deliver the vehicle.
05:16 Ill Subramanian
So, even if they are built abroad in other places where you are facing rates, you can still sell the product and possibly absorb some costs.
05:25 Thiago Castro
Absolutely. And then determine that you know where it is possible, for example, to reduce costs everywhere else. There are other things you can do. So it is definitely a developing UH challenge. Uh but we have to do it.