Dany Bahar

Dany Taner Bahar is a Turkish-born Swiss business executive whose career has centered on sports marketing, automotive branding, motorsports, and luxury vehicles. He was born in Istanbul on 17 December 1971 and grew up in Silvaplana, Switzerland. After studying marketing at the Kaufmännische Handelsschule in Wil, he began in sports marketing, working with Swiss inline-skating interests and later with Sabatino Aracu, president of the International Roller Sports Federation. His early professional experience also included project coordination in Dubai and asset-management work for Fritz Kaiser in Vaduz. Bahar became prominent through his association with Red Bull. After meeting Red Bull co-founder Dietrich Mateschitz while working with Kaiser, he joined Red Bull and became chief operating officer from 2003 to 2007. His responsibilities extended beyond conventional beverage marketing into the development of a broad sports and entertainment platform. He helped lead Red Bull's entry into Formula One through the launch of Red Bull Racing and Scuderia Toro Rosso, and was also involved in the company's expansion into NASCAR and football-club ownership. That football strategy included acquisitions and rebranding associated with Salzburg, New York, and Ghana, including the transformation of the New York MetroStars into the New York Red Bulls. In 2007 Bahar moved to Ferrari as Senior Vice President, Commercial and Brand. He led the manufacturer's global brand activities, including licensing, merchandising, and the expansion of Ferrari-branded retail stores. His work reflected a wider effort to develop Ferrari as a luxury lifestyle brand rather than limiting its identity to automobile production and racing. Bahar joined Group Lotus as chief executive in October 2009 after being approached by Proton, then the Malaysian owner of Lotus. He introduced a five-year plan focused on repositioning Lotus, expanding into emerging markets such as China, and moving the company toward higher-margin luxury and performance vehicles. At the 2010 Paris Motor Show, Lotus presented five new vehicle concepts or models under this strategy, seeking to compete more directly with marques such as Ferrari, Aston Martin, and Porsche. During his tenure, Lotus also returned to Formula One through the Lotus Renault GP program, and the company opened a showroom in Beijing in 2011. His Lotus tenure ended in June 2012 after an internal investigation and allegations concerning the use of company funds for extravagant expenses. Bahar denied the basis of his dismissal and subsequently sued DRB-HICOM and Lotus, claiming £6.7 million connected with contractual compensation and the change in ownership of Lotus. Lotus later brought a claim seeking £2.5 million related to expenditure it said it intended to recover. The disputes were settled out of court in May 2014. Bahar founded ARES, an Italian automotive atelier based in Modena, in 2012 or 2014 according to differing descriptions of the venture's formation and public launch. ARES specializes in modifying high-performance and luxury cars through bespoke bodywork, interior upgrades, and performance enhancements. The business places Bahar back in the luxury-automotive sector, combining coachbuilding and personalization with the type of brand-led automotive positioning associated with his earlier work at Ferrari and Lotus. He has been described as living in Dubai and having a wife and three children.

Dany Taner Bahar was born in Istanbul, Turkey, on 17 December 1971 and grew up in the Swiss resort village of Silvaplana. He studied marketing at the Kaufmännische Handelsschule in Wil. His first professional work was in sports marketing, initially with Coni Altherr, a Swiss inline-skating company associated with the Swiss Inline Cup. He later moved to Rome and worked with Sabatino Aracu, who led the International Roller Sports Federation. Bahar subsequently spent time in Dubai as a project coordinator for an information-technology company and worked for approximately two years as an asset manager for Fritz Kaiser, a Liechtenstein-based wealth-management entrepreneur. His relationship with Kaiser introduced him to Dietrich Mateschitz, co-founder of Red Bull. Bahar joined Red Bull and served as chief operating officer between 2003 and 2007. His role covered the company's expansion into sports properties and branded entertainment. He was involved in Red Bull's Formula One entry, including the creation of Red Bull Racing and Scuderia Toro Rosso, and also helped develop the company's presence in NASCAR. Red Bull's football strategy was another part of this period: the company acquired or rebranded clubs connected with Salzburg, New York City, and Ghana. The New York MetroStars became the New York Red Bulls, demonstrating the company's distinctive approach to using sports teams as international brand assets. Bahar moved to Ferrari in 2007 as Senior Vice President, Commercial and Brand. He headed the manufacturer's global brand department and worked on licensing, merchandising, and the expansion of Ferrari retail stores. This role placed him at the intersection of automobile manufacturing, motorsport, luxury goods, and consumer branding. It also helped establish his reputation as an executive focused on extending the value of an automotive marque beyond vehicle sales. In 2009 Proton, which owned Group Lotus, recruited Bahar to lead the British sports-car company. He became CEO in October of that year. Lotus had experienced prolonged financial difficulties, and Bahar introduced a five-year strategy intended to broaden the company's geographic reach and improve its commercial position. China and other emerging markets were identified as important growth opportunities. At the 2010 Paris Motor Show, Lotus presented five vehicles or concepts designed to move the marque away from a narrow low-volume sports-car profile and toward a more expansive luxury-performance portfolio. The proposed direction placed Lotus in closer competitive proximity to Ferrari, Aston Martin, and Porsche. Motorsport remained central to the strategy. Lotus returned to Formula One through the relaunch of the Renault F1 Team as Lotus Renault GP. In 2011 the company opened its first Beijing showroom, presenting four coupes and signaling its interest in the Chinese market. The program generated substantial attention but required significant investment and became controversial within the company's ownership structure. In June 2012 Bahar was dismissed after an internal investigation amid allegations that he had used company funds for extravagant expenses. Following his removal, he sued DRB-HICOM and Lotus for £6.7 million. His claim alleged that the company had dismissed him to avoid paying him five percent of Lotus's value following DRB-HICOM's acquisition of the business. Lotus later sued Bahar for £2.5 million in connection with expenditure it sought to recover. Both sides ultimately reached an out-of-court settlement in May 2014. Bahar subsequently established ARES, an automotive atelier based in Modena, Italy. The company specializes in bespoke work on high-performance vehicles, including body kits, interior redesigns, and power or performance improvements. ARES represents a shift from managing large automotive and motorsports organizations to operating within the smaller-scale luxury personalization and coachbuilding market. Bahar has been described as living in Dubai and having three children. His career is notable for repeatedly treating cars, racing, retail, and lifestyle products as parts of a single global brand ecosystem.

• 2014

  Lotus dispute is settled

  [1]Dany Baharen.wikipedia.org

  The legal claims between Bahar and Lotus were resolved out of court.

• 2012

  Leaves Lotus and establishes ARES

  [1]Dany Baharen.wikipedia.org

  Bahar was dismissed by Lotus in June and subsequently founded the ARES automotive atelier.

• 2011

  Lotus opens a Beijing showroom

  [1]Dany Baharen.wikipedia.org

  The opening marked Lotus's commercial push into China during Bahar's tenure.

• 2010

  Lotus presents five new vehicles or concepts

  [1]Dany Baharen.wikipedia.org

  The Paris Motor Show presentation formed the centerpiece of Bahar's proposed Lotus product expansion.

• 2009

  Appointed Group Lotus CEO

  [1]Dany Baharen.wikipedia.org

  Bahar took over as chief executive of Group Lotus and introduced a plan for international growth and upmarket repositioning.

• 2007

  Moves to Ferrari

  [1]Dany Baharen.wikipedia.org

  He became Ferrari's Senior Vice President, Commercial and Brand, overseeing global brand development, licensing, merchandising, and retail expansion.

• 2003

  Joins Red Bull's senior operations

  [1]Dany Baharen.wikipedia.org

  Bahar became involved in Red Bull's expansion into Formula One, football, and other sports properties.

• 1971

  Birth in Istanbul

  [1]Dany Baharen.wikipedia.org

  Dany Taner Bahar was born in Istanbul, Turkey, and later grew up in Switzerland.

A senior automotive and sports-marketing executive associated with ambitious brand expansion, motorsports platforms, luxury-car commercialization, and bespoke high-performance vehicle development.

• Luxury automotive customization · 2012

  ARES bespoke vehicles

  ARES is a Modena-based automotive atelier founded by Bahar. Its work includes bespoke bodywork and body kits, redesigned interiors, and mechanical or power improvements for high-performance and luxury cars. The offering is centered on personalization and low-volume craftsmanship rather than mass-market vehicle production.

• Sports and luxury automobiles · 2010

  Lotus five-car product strategy

  Under Bahar's leadership, Lotus presented five new vehicles or concepts at the 2010 Paris Motor Show. The program was intended to broaden Lotus's product range, increase its luxury positioning, and create a platform for competing with established performance marques. The strategy was part of a wider five-year plan rather than a single enduring product line.

• 2012

  Dismissal from Lotus amid expense allegations

  Bahar was removed as Group Lotus CEO after an internal investigation amid allegations concerning extravagant use of company funds. The allegations led to competing legal claims between Bahar and Lotus.

  Source

Read more

• 2009Lotus five-year international repositioning plan

  China · International

  Bahar's Lotus plan targeted emerging markets and sought to move the company toward higher-margin luxury and performance vehicles.

  Outcome. The plan produced major product presentations and new-market initiatives, but Bahar's tenure ended before the strategy could be fully implemented.

  Source
• 2007Ferrari global brand expansion

  International

  As Ferrari's commercial and brand leader, Bahar expanded licensing and merchandising activity and supported the growth of Ferrari-branded retail stores.

  Outcome. The program strengthened Ferrari's positioning as a broader luxury lifestyle brand.

  Source
• 2003Red Bull Formula One entry

  International

  Bahar helped Red Bull develop its Formula One presence through the launch of Red Bull Racing and Scuderia Toro Rosso, using motorsport as a global brand-building platform.

  Outcome. The initiative established Red Bull as a major participant in international motorsports and expanded the company's marketing model beyond beverages.

  Source
• 2003Red Bull football-club branding expansion

  Austria · United States · Ghana

  Bahar was involved in Red Bull's acquisition and rebranding of football clubs in Salzburg, New York City, and Ghana.

  Outcome. The New York MetroStars were rebranded as the New York Red Bulls, illustrating Red Bull's integrated sports-property strategy.

  Source

• 2012

  Legal action following Lotus dismissalOther

  Background

  After his dismissal, Bahar disputed the company's decision and alleged that it was connected to avoiding contractual compensation after DRB-HICOM acquired Lotus.

  Action taken

  Bahar filed a £6.7 million claim, while Lotus later pursued a £2.5 million claim relating to expenses.

  Aftermath

  The parties reached an out-of-court settlement in May 2014. The settlement terms were not specified in the reference material.

  Source

• 2010

  Lotus moves toward a broader luxury-performance portfolioStrategy

  Background

  Lotus had operated at a loss for an extended period, and Bahar sought to improve its commercial prospects by expanding its product range and targeting emerging markets.

  Action taken

  The company presented five new vehicles or concepts at the 2010 Paris Motor Show and pursued a higher-end competitive position.

  Aftermath

  The strategy attracted international attention and was accompanied by a Formula One return and a Beijing showroom, but its execution was disrupted by Bahar's 2012 departure.

  Source

• 2010

  Lotus returns to Formula OneStrategy

  Background

  Motorsport was central to the Lotus brand and to Bahar's broader approach to automotive marketing.

  Action taken

  Lotus relaunched the Renault F1 Team identity as Lotus Renault GP.

  Aftermath

  The move restored Lotus-linked branding to Formula One during Bahar's period as CEO.

  Source

1. 1Dany Baharen.wikipedia.org
2. 2Dany Bahar official websitedanybahar.net