INTERVIEW Carla Baluta, Continental Tires: “You cannot build trust in your brand or in your products without a solid internal foundation and consistent messages”

The Architects of Perception and Trust | Editorial Series by Automotive Today

Carla Baluta, Communications Manager at Continental Tires in Romania, leads efforts to build trust and credibility for a global leader in tire innovation. With a team supporting 3,000 employees and a network of ambassadors – from interns to seasoned professionals – she bridges complex industrial realities with clear, human-centered messaging. In this interview, she shares insights on the shift from message-pushing to authenticity, the priorities shaping 2026 strategies, and why real experiences often outshine digital channels in building lasting brand equity.

How would you describe the biggest changes in brand communication over the past years?

Over the past years, brand communication has moved from pushing messages to building credibility. Audiences are much more informed, but also more skeptical. They don’t just listen, they compare and react in real time.

In an industrial environment like Continental, this shift is very visible. You cannot build trust in your brand or in your products without a solid internal foundation and consistent messages.

At the same time, one of the biggest changes is the acceleration of digital communication. Internal communication is becoming more and more digital, more accessible, and closer to employees, especially in environments where not everyone is behind a desk.

For us, communication is also about making our products , tires , better understood. We need to explain clearly what stands behind them: safety, performance, and advanced technology.

What do you believe will define successful brand communication strategies in 2026?

Communication strategies will only be as strong as the reality behind them. A key factor will be consistency across all stakeholders, employees, partners, and the wider community. Employees will continue to play a critical role, not just as an audience, but as ambassadors who validate the brand every day.

In an industrial context like Continental, success will come from the ability to simplify complex topics, make them relevant for different audiences, through impact in the community, partnerships, and the contribution to local development. At the same time, as communication becomes more digital, it is important not to lose human interaction.

At Continental Tires, we focus strongly on this balance. We invest in internal communication, knowing that our 3,000 employees are our most important communicators. We also rely on our interns, who bring a natural, informal communication channel and connect easily with younger audiences. In parallel, we are developing a network of ambassadors, prepared to represent the company both on social media and at events.

What are the top three priorities for brand communication teams in 2026?

In 2026, I see three main priorities for brand communication teams: making the industry attractive for young generation, driving positive community impact through sustainability, and showcasing the advanced technologies behind our products.

Communication needs to reflect reality, both internally and externally, be supported by the right tools and clearly contribute to business goals, employer branding, and the company’s role in the community.

At Continental Tires, we focus on these directions by connecting our communication to real actions, from how we attract and develop people, to how we engage in the community, and how we explain complex technologies in a simple and relevant way.

Our goal is to deliver clear, credible, and consistent communication, supported by strong processes, digital tools, and a team with a strong ownership mindset.

How should communication teams demonstrate their value to business leadership?

Communication teams demonstrate their value when they help the business move forward with clarity and alignment. It’s less about how much you communicate and more about how well you translate strategy into something people understand and can act on. At the same time, communication plays a key role in building trust, by ensuring consistency between what a company says and what it does, both internally and externally.

Which communication channels are currently the most effective for building brand equity?

There is no single “most effective” channel anymore. What matters is how well channels are connected and how consistently the message is delivered. 

Of course, digital platforms are highly used, especially those that allow direct, transparent communication and real-time interaction. But real experiences are more and more valuable, as we are so used to social media. We as users are more impressed with real and tangible interactions with a brand.

For an industrial company, on-site experiences are especially important. Factory visits,  whether for local authorities, partners, or the wider community through Open Doors,  offer context and a deeper understanding of the industrial environment. At the same time, , they allow us to showcase the technology in our products and processes, as well as to share directly the energy, professionalism, and motivation of our employees.

That is why brands should not only communicate, but also open their doors and stay present in the community.

What initially attracted you to a career in communication profession?

What attracted me to a career in communication was the mix it offers, creativity, structure, and constant variety. I’ve always enjoyed the creative side, from building campaigns to working across different channels like social media or events. But at the same time, communication also requires clarity, organization, and the ability to turn ideas into something that actually works. It’s a field that challenges you in different ways and never really becomes a routine.

What is the biggest lesson you’ve learned working in communication?

The biggest lesson I’ve learned is that what is clear to me is not automatically clear to others. It sounds simple, but in practice it requires constant effort to step out of your own perspective and think from the audience’s point of view. What they know, what they expect, and how they interpret a message. It’s a concept that seems easy and that you’re familiar with, but mastering it requires practice, especially when working in a diverse environment with people of different backgrounds, ages, and interests.

What keeps you inspired in your everyday job?

What keeps me inspired is the environment I work in. I strongly believe that when you are in the right place, surrounded by the right people, growth comes naturally. You are challenged, supported, and motivated to do better. At Continental Tries, we have a strong focus on development. Through training, initiatives, and a culture where people genuinely support each other’s growth. That creates not only individual motivation, but also a better foundation for effective communication, both internally and externally.

If you could change aspects in the communication patterns today, what would it be? 

Today, there is more content than ever, across all channels. But much of it feels similar, polished, and predictable. In trying to be consistent and “on brand”, many organizations end up sounding the same, which makes it harder to stand out. That’s why, when a company chooses a different, more nonconformist approach, it immediately stands out. Not because it says something radically new, but because it feels more real and less scripted.