In the last ten years, GWM has evolved from a budget-oriented newcomer into one of the quickest expanding car companies across Australia and New Zealand.

These days GWM provides a full lineup ranging from diesel utes through to hybrids, plug-in hybrids, and battery-electric models under the Haval, Tank, Cannon and Ora names, and it is firmly aiming for a spot among the leading five auto brands in both countries.

In an extensive conversation with CarExpert, GWM Australia and New Zealand chief operating officer John Kett covered the brand's fast expansion, its homegrown engineering efforts, the ongoing role of diesel, the forthcoming V8 powertrain, and the strategy to differentiate in a competitive field.

GWM marks its 18th year operating in Australia and New Zealand after growing from an obscure challenger into a mainstream name. What has driven that progress most?

It really began about a decade ago once we took direct control as a dedicated sales operation. Back then we focused on price segments many rivals had left behind.

We could deliver compact SUVs packed with room, modern features and strong value, giving buyers a fresh option instead of used cars.

Over time the story moved beyond price alone. We kept lifting build quality, longevity and warranty coverage while advancing technology throughout the range.

Now, as we target a top-five ranking and eventually top-three status, we know success requires strength in every powertrain type.

We aim to rank in the top five for petrol and diesel, top five for hybrids, top five for plug-in hybrids, and top five for electric vehicles.

That requires deep customer insight and the right technology for each lifestyle, whether based on location, work needs, family use or budget.

Delivering across those segments has become central to GWM's identity.

Inside the company we often remind ourselves, "You have permission to be GWM."

We are not positioning as an EV-only or plug-in-only name. We intend to cover all those areas while focusing on real customer needs and steadily better ownership experiences.

After nearly two decades in both markets, do misconceptions about GWM still exist?

Yes. A major task is clarifying how GWM connects to its sub-brands.

Customers often wonder about the roles of Ora, Haval, Tank and Cannon, and later this year Wey will join as well.

It is natural that some buyers are still sorting out the structure.

Haval enjoys the highest awareness from its early volume wins, yet we continue building recognition for Tank, Ora and Cannon while tying them to the parent brand.

That remains our primary branding task.

Another growth area is the fleet segment.

We have done well in retail but lacked strong traction with small businesses, fleet operators and leasing firms.

Those buyers now see the trust private owners have placed in GWM vehicles, and that confidence is beginning to carry over into fleet sales.

Both areas offer clear room for expansion.

How much say do you have in the models reaching Australia and New Zealand? Can you truly shape products from headquarters in China?

We are already showing that through our localisation work.

Local roads differ, so ride, handling and steering must be tuned for our conditions.

In the past we made adjustments after production, but now that input enters development much sooner.

Headquarters stays very receptive on product decisions.

Most models can be built in right-hand drive, giving us a wide selection.

The key question is which versions and powertrains best suit our markets.

Australia is already intricate, and New Zealand adds further complexity due to its smaller size.

While Auckland can handle many variants, regional areas benefit from simpler choices.

Our focus stays on streamlining the range without limiting customer options.

Local engineering stands out for GWM among Chinese brands. With the Lang Lang facility sold, how is the engineering team advancing?

We are finalising plans for a new technical centre in Melbourne.

It will serve as the engineering hub where Rob Trubiani and the team handle local ride, handling and steering work, and it will double as a training facility.

We plan to create 14 training programs so technicians can advance to master level on GWM products.

The site will also support technical research, letting us address local issues and assist headquarters projects.

Four engineers from China now work with us daily.

They help spot issues early, fix problems quickly, aid accessory development and improve communication with headquarters.

Having the team together represents a major commitment.

We will miss Lang Lang's high-speed circuit and off-road areas, but Rob believes we can replicate those tests elsewhere.

It will require extra effort, yet we will keep investing in local engineering as promised.

Is the local work influencing global vehicle development?

Yes. After the Beijing motor show I noticed headquarters placing greater weight on aftersales and technical support.

Back in Baoding we spent a full day on aftersales topics, showing clear recognition that service quality drives the next growth phase.

These areas may lack glamour but they underpin lasting success.

It means having local technical strength to fix vehicles fast, returning customers to the road quickly and ensuring seamless support from headquarters on complex issues.

Other markets at those meetings shared similar goals, seeking quicker diagnostics, better tools and improved digital manuals.

We have moved well beyond PDF manuals, and these upgrades boost efficiency and ownership satisfaction.

The tuning work by Rob and the team is also shaping future global models.

Manufacturers that invest locally often see early changes feed into later factory versions, reducing the need for further local adjustments.

Other markets have begun requesting some of the developments created here, so the engineering for Australia and New Zealand is influencing base ride and handling traits worldwide.

Headquarters has responded with openness and respect, helping us move quickly.

GWM covers petrol, diesel, hybrid, plug-in hybrid and electric vehicles. Is this broad strategy the future for the industry?

We believe so, especially for body-on-frame vehicles such as utes and large SUVs.

Diesel still has a clear place, which is why we continue developing it.

New 3.0-litre diesel engines will appear in models like the Tank 500 and Cannon Alpha, and that technology will extend into hybrid uses.

Longer term the company has discussed plug-in hybrid diesel options.

Certain conditions still favour diesel, such as daily towing or remote-area use.

At the same time our Hi4-T and Hi4-Z plug-in hybrid systems are advancing rapidly.

Although Hi4-Z is not yet here, these systems are narrowing the gap with traditional diesel.

As batteries improve and buyers grow comfortable with plug-in hybrids, fewer will need diesel for every task.

Our strength lies in offering all these choices.

Hi4 technology will reach the Cannon around September, and medium SUVs and smaller models will gain fully electrified options.

That outlines our segmentation approach.

GWM's new V8 engine has drawn attention. What is the plan for Australia and New Zealand?

We have not made every detail public, but a V8 will arrive in one of our models next year.

It will likely debut in a Tank model before appearing in additional vehicles.

The V8 is confirmed; we are simply not ready to name the first recipient.

We are measured because we can balance emissions through our plug-in hybrid and EV range.

Once announced we will open pre-orders to gauge demand and manage the emissions total.

The V8 is definitely on the way.

Even with emissions focus, we expect to stay compliant in both markets.

What message would you give governments on both sides of the Tasman?

We are ready to work within any emissions rules that are set.

Our greater concern is rising business costs.

Regulatory expenses, compliance demands, taxes and hidden costs are climbing faster than dealer margins in both countries.

This creates real pressure.

It hits our dealer network hardest, the most entrepreneurial part of the business.

Dealers keep improving efficiency yet struggle to cover growing compliance burdens.

Governments should cut red tape, ease business operations and support smaller entrepreneurs investing in local communities.

That is where attention should turn.