Aston Martin Debuts the Vantage for North America

It’s impossible to go 202 miles per hour on Manhattan’s Park Avenue (and you shouldn’t try) but that’s where Aston Martin’s opulent showroom is, just down the road from Ferrari. The cars follow the money, and the new Vantage that had its North American debut in New York this month carries a price tag of US$191,000.

Aston is aiming to produce “the definitive front-engine, rear-wheel drive sports car,” powered by a four-litre AMG-sourced twin-turbo V8 engine producing 655 horsepower and 590 pound-feet of torque. Shifting through an eight-speed ZF automatic gearbox (there’s no manual option), it can reach 60 mph in 3.4 seconds. The Vantage can be ordered now, with deliveries this summer.

In other words, the Vantage is a traditional supercar in an age of rapid electrification. There isn’t an auto company in the world that isn’t aware of what’s ahead. And according to Alex Long, who was in New York and heads product and market strategy for Aston, the company is collaborating with California-based Lucid on an electric Aston that will appear in 2026. They’re having the naming discussions now, but few details are available. Lucid, which fields the ultra-fast Air Sapphire , is a pioneer in developing lighter and smaller components for EVs.

The two-seat Vantage has a lot of overlap with the DB12 (a 2+2, meaning it has two decent sized seats in the front and two smaller ones in the back] and it’s a venerable name in the Aston Martin universe, going back 70 years. The new model has been greatly reworked, with modifications to the chassis, engine, body design (the grille is 30% larger), and an all-new interior and bespoke in-house infotainment system with the company’s first touchscreen. Horsepower is up 30% and the torque is up 15%.

The DB12, seen in convertible form, is a Vantage relative that offers 2+2 seating.
Jim Motavalli

Technical types can thrill to such revelations as “a stiffer-yet-lighter front engine cross brace for increased torsional rigidity and lateral stiffness between the front suspension towers,” as described by Aston Martin.

The new Vantage is indeed techy for an Aston Martin, and offers active vehicle dynamics, adaptive shock absorbers from Bilstein, and an electronic rear differential. There’s a launch control system that manages torque to keep the car planted when it takes off for the horizon.

“[Owner] Lawrence Stroll has made a huge investment in Aston Martin,” Long says. “He believes that in supercar positioning, we have to go all the way.” The Vantage on display was certainly gorgeous in eye-popping Podium Green, which has some blue in it. Apparently the tried-and-true but dark British Racing Green comes off as black in photographs. The vivid green contrasts with a neon-like Lime Essence stripe around the rocker panels and tail.

There was no driving component, but racing driver Darren Turner, a three-time Le Mans winner and an Aston Martin development driver, was on hand.

“I’ve been with the Vantage development program from the beginning,” Turner says. “Our aim with the driving modes [which include Sport, Sport Plus, and Track] was precision behind the wheel.” There’s no “comfort” mode—if you want to commute or buy groceries, you use Sport which, Turner says, “is not too hard on the suspension.”

Long says the Vantage is “practical” because it has a big trunk, but it’s young couples and empty-nesters who won’t mind the absence of a back seat. As for what’s under the hood, Aston’s customers are still thrilling to the sound of a V8 engine and are not pushing for an EV. But with a European ban on internal combustion by 2035, and similar directives in American states, EVs are inevitable under the Aston banner.

Inside the Vantage, with a new infotainment system.
Jim Motavalli

Meanwhile, Aston has other models coming. The ultra-exclusive Cosworth V12-powered Valkyrie (priced at up to US$3.5 million for the track AMR Pro version) will be replaced by the even-more-potent Valhalla at the end of this year. Only 999 Valhallas will be built. The 937-horsepower Valhalla, with an AMG V-8 and two electric motors, will be Aston’s first plug-in hybrid and priced around US$800,000. The Valkyrie was a huge hit in terms of garnering publicity for the brand, and the Valhalla will similarly serve. Just 150 Valkyrie coupes and 85 Spyders are being built, and production should be done by the end of 2024.

The DBX was an instant big seller for Aston
Jim Motavalli

Aston has put considerable effort recently into Formula One and GT racing, and there’s also the Vantage GT4 competition car, which (because of strict rules) shares about 80% of the road car’s structure and mechanicals. But the bonded aluminium chassis gains a custom roll cage.

Aston Martin sold 6,620 cars in 2023. When the company introduced its first SUV, the DBX, it quickly became the company’s runaway bestseller despite a high price tag, now at US$200,086. The DBX 707 (the number is the horsepower rating) ups the ante. SUV leadership is a common result among supercar enterprises that grit their teeth and build SUVs to fulfil consumer demand.

It may be a while before Aston Martin is an all-electric brand. Right now, it’s keeping the order books filled with AMG-powered supercars. But transition is ahead.

Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.

Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.

The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.

And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.

The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.

The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.

“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.

For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.

Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.

SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.

The SpaceX Starship and Super Heavy v3 Booster lift off from the launch complex in Starbase, Texas, framed by silhouetted plants in the foreground. — A test flight from the SpaceX launch complex in Starbase, Texas. Steve Nesius/Reuters

Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.

Blurred lines

The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.

In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.

The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.

Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.

Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.

It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.

The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.

Tesla Optimus humanoid robots and a Cybercab autonomous vehicle on display. — A Tesla Cybercab autonomous driverless vehicle and Optimus humanoid robots. Benjamin Girette/Bloomberg News

“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”

On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.

Musk at the wheel

For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.

Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.

The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.

As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.

As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.

The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.

If SpaceX acquires Tesla, he will likely stay in control.