Sascha Doering, Bugatti’s director of operations in America, is surrounded by some of the world’s most coveted cars, yet he leaves them in the garage for his commute. Instead, he drives an Audi A8 L, a choice that reflects his leadership philosophy and the demands of serving Bugatti’s exclusive clientele.
Bugatti’s business is built on rarity. The French marque produces just 80 to 100 vehicles annually, with around 40 destined for American buyers in a strong year. Its limited-production history shows the same approach: the Veyron was capped at 450 cars. The Chiron followed at 500, while the new Tourbillon is limited to 250. Motor1 has reported that the Tourbillon allocation was exhausted before production began. For Doering, that scarcity means every customer counts. He tracks clients’ family milestones and stays in touch without a sales agenda, often sharing dinner when travel schedules align. “Personal relationships are of utmost importance,” he explains. He says these gestures are basic to his role, not marketing tactics.
The Tourbillon also signals a technical shift for the marque. In place of the Chiron-era turbocharged W16, it uses a naturally aspirated V16 with hybrid assistance and a stated combined output of 1,800 CV. The tightly capped production run continues a strategy evident across Bugatti’s modern models: highly engineered cars produced in the hundreds, not thousands.
That emphasis on exclusivity has deep historical roots. Bugatti’s Type 41 Royale was conceived for an exceptionally wealthy clientele, but the global financial crisis curtailed demand. Only six examples were ultimately produced, information from the company’s historical account. The same relationship between rarity and a small customer base gives Doering’s focus on personal service particular weight.
Despite his position, Doering is careful not to project the image of an executive flaunting a multimillion-euro supercar. “I know my place. I don’t want to give the impression that the Bugatti COO for America spends his days cruising in a Bugatti,” he says. He drives the brand’s models on special occasions, including client events and rallies with test drives, where the experience is shared rather than shown off.
Choosing Comfort Over Show
Doering’s daily driver, the Audi A8 L, is no ordinary car, but it’s a far cry from the raw power and spectacle of a Bugatti. The executive sedan, also part of the Volkswagen Group, offers understated luxury and comfort, qualities suited to Doering’s routine of meetings and client dinners. For a company where losing even a single customer can matter, choosing a discreet, refined vehicle is intentional. “We can’t replace our clients. We can’t afford to lose them because they are as rare as our products,” Doering notes.
This approach contrasts with the more visible choices of other high-profile figures in the automotive world. For example, when José Mourinho returned to Madrid, his selection of the BMW XM as his official car made headlines and highlighted the ongoing partnership between Real Madrid and BMW, as detailed in this recent comparison of luxury executive vehicles.
Rejecting AI, For Now
Doering’s traditional mindset extends beyond his car keys. While much of the automotive industry is racing to integrate artificial intelligence into design and production, Bugatti remains cautious. Doering says AI tools were not used to develop the new Bugatti Tourbillon. “They’re not using AI for design purposes, maybe in the future, but for the Tourbillon, I don’t think it was used,” he says. Doering prefers to create his own PowerPoint presentations, relying on AI assistants like Claude only for routine, repetitive tasks. He believes preparing materials himself sharpens his analysis and storytelling instead of handing those basic functions to algorithms.
From Humble Beginnings
Doering’s path to Bugatti was far from predictable. His first job was at an IKEA café in Germany, where he saved up for his first vehicle, a midnight blue Vespa with a white leather seat, because he couldn’t get a driver’s license before turning 18. That early experience shaped his appreciation for hard work and personal connection, values that now define his leadership style at Bugatti.
Context and Perspective
Bugatti’s approach to customer care is distinctive in the luxury automotive world. Brands like Toyota host large-scale events such as the Toyota GR Day to engage their most loyal clients, while Bugatti takes a more intimate, individualized approach. The company’s reluctance to rush into AI adoption also sets it apart, reflecting a commitment to craftsmanship and personal touch over technological trend-chasing.
