Hallmark started by targeting wasteful spending. His team reviewed every production detail, right down to a decorative dashboard piece that cost over 1,250 pounds but could be made for just 80 without compromising quality. This level of scrutiny reflects his core principle: a carmaker must first be a capable manufacturer. If a brand does not control costs, it will never make money, no matter how beautiful the cars are. Hallmark’s plan is to overhaul everything within a tight 18-month timeline, half the time he took at Bentley.

By cutting unnecessary expenses and reevaluating every production process, he aims to make Aston Martin profitable without sacrificing the brand’s luxury DNA. It is not just about survival, it is about building a smarter, more agile company that can thrive on its own.

Unlike many premium automakers that rely on large global alliances, Aston Martin is betting on independence. Hallmark believes that staying outside these mega-groups gives the company more flexibility and better cost control. Developing a model independently, he says, can cost one third of what it would within a big auto group, where centralized infrastructure often drives costs up.

Still, this freedom comes with pressure. Aston Martin cannot afford to make mistakes. Every model must be a hit, and every supplier must be reliable. To keep the lineup fresh and profitable, Hallmark plans to refresh each car every two years and launch major redesigns every three to five years. This includes expanding options for existing customers, like introducing new performance versions of models such as the DBX707.

On the powertrain side, Hallmark sees internal combustion engines sticking around through 2040 in most markets. Electric options will come, but the brand is not rushing into a full EV transition. Models like the Valhalla will represent Aston Martin’s high-tech edge, while collector cars like the Valor and Valiant will be built in limited runs to retain exclusivity and desirability.