It’s been several years since Fiat Chrysler Automobiles and Peugeot S. A. (Groupe PSA) merged to form Stellantis. Combined, the two brought together 14 nameplates under one company and all 300,000 autoworkers across the globe to serve nearly 130 individual markets. Managing the world’s fourth-largest automotive company takes a lot of work when many global players are brought to the table, something the company has been suffering with since its inception. Stellantis’s public perception in America—influenced by product quality, customer satisfaction, and employee and dealer criticism—has been an ocean of rapidly shifting tides.
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