“Have we already written off the U.S.?”—according to Cupra’s CEO, that’s a question he hears all the time.
“Have we already written off the U.S.?” That’s a question Cupra’s CEO hears regularly. His answer, for now, is cautious: the company hasn’t ruled it out entirely. They’ve simply postponed the decision and plan to monitor how the market evolves in the coming years.
This isn’t the first time Cupra has run into political and regulatory hurdles. The all-electric Cupra Tavascan is produced in China, and the Spanish brand spent significant effort lobbying to have European import tariffs on EVs waived.
CEO Wayne Haupt recalls how it all began. Back in 2018, he was responsible for production planning at the Volkswagen Group, while then-SEAT CEO Luca de Meo pushed the idea of creating a standalone premium brand to pull the Spanish division out of chronic losses. In Wolfsburg, reactions were mixed—some executives openly called it crazy. But the bold move paid off.
And it worked. Cupra’s sales jumped from 15,000 vehicles in 2020 to nearly 330,000 last year, surpassing SEAT itself. Haupt attributes this success to a combination of striking design, Volkswagen Group’s high-quality platforms, and a carefully curated “ecosystem” around music, sports, and culture.
Cupra focuses on building a dedicated “tribe.” Customers get access to games and concerts, and events are often hosted at branded urban stores, called “urban garages.” In the U.K., there’s one such garage in Manchester—a city where, by design, sports and music naturally blend with local culture. Brand recognition is boosted through collaborations on merchandise, initiatives like Harper Collective, wellness drinks, and partnerships with FC Barcelona and Catalan pop star Rosalía.
Today, the average Cupra buyer is 43 years old, and according to Haupt, the brand rarely competes with Audi—customers tend to come from BMW and Alfa Romeo instead. Interbrand estimates Cupra’s brand value at roughly €2 billion. Seven years, seven models, and over a million cars sold—and now, Haupt says, the challenge is simply to keep the momentum going.