Led by CEO Flavio Farroni, the company has expanded into what he describes as a ‘MegaRide holding’, comprising multiple specialised businesses, each targeting different segments of the automotive technology sector.

“We embrace an unconventional approach to startup building: we invest in organic and gradual growth, which keeps us independent from private funding and allows us to reinvest our revenues into the team and R&D projects fully,” says Farroni, who co-founded the company after conducting tyre research at the university.

FROM ACADEMIA TO INDUSTRY DISRUPTOR

MegaRide’s journey represents a new technology transfer model from academia to industry. Farroni acknowledges that this transition wasn’t without challenges.

“The main leadership challenges we faced along our journey were, first and foremost, gaining acceptance for our role as researcher-entrepreneurs – researchpreneurs – both within academia and in the market. In the beginning, neither was sufficiently advanced to recognise such a new and competitive figure,” Farroni explains.

This ‘researchpreneur’ model has since become central to MegaRide’s competitive advantage. The company maintains close ties with universities and ensures a continuous pipeline of cutting-edge research that feeds into commercial applications.

“Our deep synergy with universities makes research and innovation our core mission. This allows us to explore methodologies and techniques that may not immediately apply to current products but lay the groundwork for future advancements,” explains Aleksandr Sakhnevych, MegaRide’s Chief Technology Officer.

ITALIAN TECH FIRM REVOLUTIONISES TYRE SCIENCE WITH PHYSICS-BASED SIMULATION

In a nondescript business park on the outskirts of Naples, a team of researchers-turned-entrepreneurs is quietly revolutionising how the world’s leading vehicle manufacturers and motorsport teams understand tyre performance. MegaRide, founded by academic researchers from the University of Naples Federico II, has grown from a university spinoff to one of the most innovative players in automotive simulation technology.

The company specialises in physics-based modelling software that predicts tyre behaviour with unprecedented accuracy – crucial information for both racing teams seeking competitive advantages measured in milliseconds and vehicle manufacturers designing safer, more efficient cars for everyday drivers.

THE TECHNOLOGY: DIGITAL TWINS FOR TYRES

These physics-based models simulate how tyres behave under different conditions, predicting temperature changes, grip levels and wear patterns in real time with an accuracy that was previously impossible.

One of its most innovative products, weaRIDE, enables real-time tyre tread wear and chemical degradation simulation. This technology is particularly significant for electric vehicles, whose instant torque delivery creates new challenges for tyre durability.

“We were the first to develop a commercial thermal model for tyres, the first to create a multiphysics Pacejka-based model, and today, we are the first to introduce a wear and degradation model, weaRIDE, internationally awarded for its innovation. We try to be always a step ahead, and scientific research is our ‘secret weapon’,” Farroni says.

Sakhnevych explains that ensuring model accuracy across varied real-world conditions requires a multifaceted approach: “MegaRide ensures the accuracy and reliability of the weaRIDE model through a multifaceted approach. First, there is a continuous effort to enhance the physical fidelity of the model, leveraging a strategic synergy with universities and research institutions.”

He adds, “Additionally, a key focus is placed on improving data processing methodologies. Tyre models often face scrutiny due to the limitations in predictive accuracy, which are strongly influenced by the quality of the calibration data.”

FROM SIMULATION TO MEASUREMENT: THE VESEVO SPINOFF

In 2018, MegaRide expanded its footprint by spinning off VESevo, a company focused on developing innovative testing equipment for tyre materials. VESevo’s flagship product enables non-destructive testing of tyre compounds, providing detailed mechanical property data previously unavailable without destroying the tyre.

Andrea Genovese, CEO of VESevo, explains how the technology has evolved from its motorsport origins: “VESevo is evolving its motorsport-derived technology to enhance industrial applications, leveraging its versatility for real-time quality control in tyre manufacturing. Its non-destructive, non-invasive and rapid-testing capabilities allow each tyre to be analysed directly on the production line.”

This represents a significant shift in quality control for tyre manufacturers. “This innovation enables mechanical property testing to be performed not just on a sample basis but on the entire production, guaranteeing comprehensive quality assessment,” Genovese adds.

However, VESevo has faced regulatory headwinds in motorsport, particularly after the Fédération Internationale de l’Automobile (FIA) introduced rules limiting the use of its technology in Formula 2 and Formula 3.

“Honestly, we were surprised by this regulatory change, as motorsport has always been a driving force in introducing innovations, especially when they enhance performance, spectacle and safety, benefiting all stakeholders involved,” Genovese admits.

Rather than seeing this as a setback, VESevo has focused more on industrial applications. “By broadening our reach into new applications, we are not just navigating these changes, but we are turning them into opportunities to drive innovation forward,” Genovese says.

STRATEGIC ACQUISITIONS AND GROWTH

MegaRide has augmented its technological capabilities through strategic acquisitions, including the 2022 purchase of Wriggle Solutions’ intellectual property. This acquisition bolstered MegaRide’s capabilities in real-time tyre wear monitoring.

“The acquisition of Wriggle Solutions’ intellectual property in 2022 has expanded MegaRide’s strategic line, accelerating the transition from purely simulation-based technologies to real-time, onboard vehicle sensing,” Sakhnevych explains.

This move has enabled MegaRide to develop virtual sensors that can estimate previously unmeasurable parameters like vehicle sideslip angle, tyre temperature and tread wear. These capabilities have applications for vehicle performance, safety systems and autonomous driving technologies.

MegaRide has also established key partnerships with major industry players. Its collaboration with Prometeon, an industrial tyre manufacturer, illustrates how the company’s technology is being applied beyond high-performance vehicles to commercial transport.

THE CHALLENGE OF SCALING HIGH-PERFORMANCE TECHNOLOGY

Transferring technologies developed for the extreme demands of motorsport to mass-market applications presents significant challenges. Sakhnevych outlines several hurdles: “One of the main challenges is cost, as motorsport applications rely on high-end sensors and powerful computing. To make these solutions viable for mass production, MegaRide focuses on leveraging existing vehicle sensors and optimising software to run efficiently on standard ECUs.”

He continues, “Scalability is another hurdle, as consumer vehicles operate in diverse and unpredictable conditions. Ensuring robust performance across various road surfaces and driving styles requires extensive validation and adaptive modelling.”

THE AI QUESTION

As artificial intelligence (AI) transforms industries worldwide, MegaRide maintains a measured approach to incorporating machine learning (ML) into its products. The company’s roots in physics-based modelling inform its perspective on AI’s role in tyre simulation.

“MegaRide leverages artificial intelligence and machine learning while staying true to its roots in physics-based modelling,” Sakhnevych says. “Our background in academic research, particularly in mechanical engineering, has shaped our expertise in model-based approaches."

He distinguishes their approach from purely data-driven methods: “Unlike purely data-driven methods, our approach enables prediction without extensive training datasets – simply by parametrising models using well-established physical principles.”

DATA SECURITY CONCERNS

As vehicles become increasingly connected, handling sensitive data securely becomes increasingly important. MegaRide has developed comprehensive approaches to data security, particularly relevant to its onboard sensing technologies.

“MegaRide addresses data privacy and security concerns in tyre technology through a robust combination of encryption, secure data management protocols and role-based access controls,” Sakhnevych explains.

COMPETITION FROM INDUSTRY GIANTS

As a small company operating in an industry dominated by global corporations, MegaRide faces significant competitive pressures. However, Sakhnevych sees advantages in the company’s nimble structure.

THE FUTURE: EXPANSION AND DIVERSIFICATION

Looking ahead, MegaRide plans to continue expanding through organic growth and the development of new ventures within its holding structure.

“The ‘MegaRide holding’ concept will allow us to diversify our strategies, expanding into various sectors we consider strategic,” Farroni explains.

“MegaRide’s models are increasingly used by OEMs, tyre manufacturers and racing teams, and the technological landscape is moving towards a greater adoption of physics-based models like ours, driven by the growing use of real-time simulations.”

Each company within the holding structure has its strategic direction. “VESevo, originally founded to produce a portable device for motorsport, is now evolving – thanks to key strategic partnerships – into a provider of non-destructive testing solutions and quality control systems for tyres, directly integrated into production lines,” says Farroni. The newest addition, RIDEsense, targets emerging opportunities in vehicle automation. “The increasing onboard computational power of vehicles has led to the creation of a new company, RIDEsense, focused on developing ‘Virtual Sensors’ – real-time algorithms capable of estimating otherwise unmeasurable quantities and providing critical insights for ADAS and autonomous driving systems, which will be pivotal in tackling the mobility challenges of the coming years,” explains Farroni. VESevo’s Genovese describes a similar approach to balancing immediate market needs with long-term innovation: “At VESevo, balancing short-term business goals with long-term research and development is part of our DNA. As an academic spinoff from the University of Naples Federico II and an innovative company, we follow the same path that MegaRide successfully pioneered, transforming cutting-edge research into commercially viable solutions while maintaining a strong focus on technological advancement.”

He elaborates on their dual-track strategy: “In the short term, we focus on delivering market-ready solutions that meet the immediate needs of our customers, particularly in motorsport and industrial applications. By working closely with teams and manufacturers, we ensure our technology provides tangible value and rapid returns, allowing us to sustain growth and reinvest in innovation.”

Meanwhile, the academic connection remains vital: “Our strong ties to the academic world allow us to act as a ‘bridge’ between research and industry. This close connection enables a constant exchange of knowledge, technology, expertise and skills, accelerating innovation while ensuring our developments translate into real-world impact,” says Genovese.

A MODEL FOR RESEARCH COMMERCIALISATION

MegaRide’s success offers a blueprint for commercialising academic research in highly technical fields. The company has carved out a unique position in the automotive technology ecosystem by maintaining close ties to academia while developing practical market applications.

The company’s ‘researchpreneur’ model provides a case study in technology transfer that may be increasingly relevant as universities worldwide seek to translate research into commercial impact. MegaRide demonstrates that deep technical expertise can be successfully paired with entrepreneurial vision when the right structures and leadership are in place.

As vehicle electrification, automation and connectivity create new challenges for tyre performance and safety, MegaRide’s physics-based approach to simulation and testing positions the company to play an increasingly important role in the future of mobility.

What began as academic research in a Naples university laboratory has evolved into a group of companies pushing the boundaries of what’s possible in understanding the complex interactions between tyres and roads – knowledge that underpins both the thrilling spectacle of motorsport and the mundane safety of everyday driving.

Bridgestone has named Jacques Fourie as President, Canada, a newly created position underscoring the market’s strategic value to the company. Operating from Mississauga, he will oversee Canadian strategy, commercial activities and long-term growth, with full end-to-end accountability.

The dedicated in-country leadership structure is intended to accelerate decision-making, improve coordination and bring the business closer to customers and teammates. Bridgestone said the role reinforces its commitment to stronger leadership and accountability across Canada.

Fourie joined Bridgestone in 2019 and most recently led its Africa Middle East region from Dubai. He previously spent 15 years at Cummins in finance, sales, operations and executive roles, including leading Cummins Rocky Mountain. He holds an Honours Bachelor’s Degree in Finance and Accounting from the University of Pretoria.

Robert Johnson, Group President, North America, Bridgestone West, said, “Canada is an important market for Bridgestone, with strong potential for continued growth. Jacques brings extensive international leadership experience, a strong customer focus and a proven ability to build successful businesses and teams. His understanding of the North American market makes him well positioned to lead our Canadian business and strengthen the value we deliver to our customers across the country.”

Fourie said, “Canada is a dynamic and strategically important market with significant opportunities ahead. I am honoured to take on this role and look forward to working closely with our customers, partners and teammates across the country. Together, we will build on the strengths of the Canadian business, deepen our customer relationships and position Bridgestone for sustainable, long-term growth.”

Vietnam’s growing role as a global tyre manufacturing base is creating new opportunities for domestic producers, but breaking into established international markets remains difficult. Da Nang Rubber Joint Stock Company is expanding exports and production capacity while confronting larger Chinese rivals on price and established global manufacturers on technology, distribution and brand strength. General Director Le Hoang Khanh Nhut tells Tyre Trends that competing globally will require Vietnamese manufacturers to move beyond cost advantages and demonstrate quality, operating efficiency and long-term customer value.

Southeast Asian tyre manufacturers have evolved as an aggressive competitor in the global tyre race. Tyre makers from China, Vietnam, India, Thailand etc. are constantly competing for a share of the bigger pie. While one nations tyre manufacturer competes on price advantage, another competes on quality.

The tyre manufacturing scene in Vietnam resonates quality and pricing in the global stage. But that is not the end of the story. On one hand, many manufacturers from other countries are leveraging the strategical importance of Vietnam for pushing products into international markets.

And on the other hand, trade tariffs and anti-dumping duties are creating hurdles for such companies. “Trade defence measures, anti-dumping actions, rules of origin and tariff changes have become ongoing factors in export management,” said Da Nang Rubber Joint Stock Company (DRC) General Director Le Hoang Khanh Nhut during an exclusive interaction with Tyre Trends magazine.

He confidently stated that DRC closely monitors each market to select appropriate products, pricing structures, distribution partners and production plans while ensuring that origin documentation, technical compliance and trade compliance are properly standardised.

“Trade barriers can increase costs and risks, but they can also create opportunities when customers seek to diversify their supply sources beyond a single country. The pre-requisite is that Vietnamese companies maintain transparency regarding origin, control their supply chains and retain genuine competitiveness,” he quipped.

Explaining the current situation within the country’s broader market economics, a confident Nhut averred that Vietnam’s expanding infrastructure, logistics network and export connectivity are creating favourable conditions for tyre manufacturers operating in the country.

He added that the country was investing heavily in highways, transportation and logistics infrastructure. That development is supporting both domestic demand and the country’s ambitions to become a manufacturing and distribution hub for global markets.

For DRC, the expansion of Vietnamese tyre manufacturers into global markets will depend less on competing solely on price and more on leveraging manufacturing experience and product quality.

Asked how Vietnamese manufacturers could compete with Chinese tyre makers, which often operate with larger research and development budgets, Nhut said, “The strategy is to focus on experience and quality rather than entering a price-led competition. We don’t follow the price competitively like Chinese companies.”

STRATEGIC PLACEMENT

International markets, especially Europe and America, are crucial to Vietnamese tyre manufacturers including DRC. The company states that the US is an established and important export market.

In April 2024, DRC signed an export agreement with Oceanside One Trading covering Brazil and the US with the stated aim of increasing exports to those markets.

Europe is strategically important but not one of its mature core markets yet. The company’s 2024 annual report explicitly states that it aims to increase its market share in Europe.

Nonetheless, the local market assumes a similar importance for the company. “The domestic market remains a strategic foundation for us. It is where the brand has been built over several decades. We have an extensive distribution network here and the market helps us maintain a balanced production volume,” said Nhut.

Le Hoang Khanh Nhut, General Director, Da Nang Rubber Joint Stock Company (DRC)

However, the challenges include periods of weaker purchasing power, strong competition from imported products and FDI-based companies and pricing pressure. “Unlike many export markets, Vietnam has a fragmented distribution structure; customers are price-sensitive but also place strong importance on durability, product availability and warranty response time,” explained Nhut.

On the broader spectrum of market-linked business advantages, the country has become a manufacturing base for many international tyre manufacturers. “Vietnam has several practical advantages including a favourable location for exports, access to many markets through FTAs, an increasingly skilled technical workforce and a developing supporting-industry ecosystem,” stated Nhut.

DRC perceives these advantages are complemented by accumulated manufacturing experience, a domestic brand, an established workforce and a production management system that is being modernised.

“However, we still face disadvantages in terms of economies of scale, the degree of self-sufficiency in strategic raw materials, logistics costs, supply-chain depth and resources available for foundational technologies compared with China, Thailand, Indonesia or India. These areas need to be addressed through focused investment and supply-chain integration,” he noted.

INTERNATIONAL TUSSLE

DRC’s manufacturing operations are based in Da Nang, where it operates separate facilities for different tyre categories. Nhut cited production covering passenger car tyres, motorcycle and bicycle tyres, agricultural tyres, OTR products and other categories.

The chief executive estimated its overall production at around five million tyres. And in recent years, its international business has seen clear growth in both scale and geographical reach.

By the end of 2024, export turnover had exceeded USD 100 million, and its products are currently present in more than 50 countries and territories including markets with high standards such as the US, Europe, Japan, South Korea and Brazil.

“Our focus remains on strengthening markets where we already have a solid foundation, particularly in the Americas and developed markets, while selectively expanding into regions with significant room for growth,” contended Nhut.

He added that demand is shifting towards greater emphasis on consistent quality, durability, operational efficiency, reliable supply and technical compliance. Therefore, exporting is no longer simply about selling products but about building the capability to serve markets over the long term.

Nonetheless, Chinese tyre companies are a much stronger competitor in international markets for Vietnamese counterparts. Explaining how DRC navigates the challenge of competing head-to-head with Chinese tyre markets, Nhut said, “The expansion of Chinese tyres has intensified price competition in the replacement market, particularly in mainstream segments. This has created direct pressure on selling prices and margins across the industry.”

“We do not compete solely on price and focus on consistent quality, durability, technical service and real-world operating efficiency to retain customers. The market has indeed become more challenging, but it also creates opportunities for manufacturers that demonstrate product lifecycle value, consistently meet delivery commitments and reliable after-sales support,” he added.

GLOBAL STRONGHOLD

According to Nhut, DRC’s strongest international growth opportunities are in segments where it already has capabilities and credibility that include radial truck and bus tyres, industrial and agricultural tyres and speciality tyres.

“The expansion of radial truck tyre capacity to one million tyres per year is an important step in increasing our ability to serve the market. At the same time, we need to continue shifting our product mix towards higher-value products with higher technical requirements, durability and specialisation,” he added.

Product lines for next-generation vehicles and technical rubber products are also focus areas for the company. It also does not consider expanding the product portfolio to be an objective in itself. It must be aligned with research and developmental capabilities, investment efficiency and market demand.

The investment sentiment within the country’s tyre industry is also seeing heightened demand. It has attracted significant investment and substantially increased production capacity.

But the additional investment in Vietnam’s tyre industry is both an opportunity and a source of pressure, said Nhut.

“The opportunity lies in improvements to the supply chain, technical workforce, logistics services and Vietnam’s attractiveness as a manufacturing base. The pressure comes from greater competition for skilled labour, raw materials, customers and quality standards,” he added.

The company, however, views the current situation as a driving force to improve productivity, enhance quality and penetrate its own brand deeper into markets.

And to become a major name in the global tyre market, the company needs to shift from a mindset of exporting products to building a brand and the capability to serve international markets, contended an excited Nhut.

“The focus should be on maintaining consistent quality; investing in research and development; green manufacturing technologies; developing higher value-added segments; building sufficiently strong distribution and after-sales networks in key markets; applying international standards in

quality, ESG, trade compliance and data management and strengthening global human resources capabilities,” added the executive.

Expanding radial production capacity is necessary, but ultimately, success lies in DRC’s ability to build long-term trust in quality, operating efficiency and responsibility towards customers worldwide, noted the executive.

PERSISTENT HURDLES

The biggest challenge for DRC is competing with groups that have significantly greater scale, larger research and development budgets, distribution networks and purchasing power for raw materials.

According to Nhut, Chinese companies have advantages in terms of price and speed. Japanese, Korean and European companies are strong in technology, branding and OEM relationships, while Indian companies have scale advantages in certain segments.

He further noted that DRC’s strengths lie in its longstanding experience in radial truck, bias, agricultural and speciality tyres; its flexibility in responding to market needs; proven quality in many demanding markets and manufacturing base in Vietnam.

However, scale remains a limitation when it comes to long-term research and development investment, rapidly expanding after-sales networks, maintaining regional inventories and increasing global brand recognition.

“We cannot compete with multi-national groups in terms of the scale of research and development spending. Therefore, our approach is to focus resources on issues that have a direct impact on customers and production efficiency,” explained Nhut.

He added, “Our priorities include tyre structure and rubber compound design to improve durability, reduce heat generation, enhance load-carrying capability and improve fuel efficiency. Optimisation of radial products, development of products for emerging needs such as electric vehicles, high-speed tyres and specialty products as well as automation, digitalisation, traceability and green manufacturing are also priorities.”

The company also places strong emphasis on strengthening its engineering team, technical cooperation and shortening the cycle from testing to commercialisation.

Customers are increasingly evaluating tyres based on total cost of ownership rather than simply the initial purchase price. And to convince international fleets and distributors, DRC needs to speak through operating data rather than relying solely on catalogues.

“We are increasing real-world testing and monitoring mileage, wear, fuel consumption, incident rates and reusability or recyclability depending on the product line. Based on this data, we work with distributors to provide technical advice, clear warranty policies and rapid feedback,” stated Nhut.

The objective of the company is to help its customers see a product with a reasonable purchase price that lasts longer, operates more consistently and reduces vehicle downtime to create greater value over its entire lifecycle.

The company has a retreading facility and stated that some casings can be retreaded two or three times.

FORWARD PATH

Nhut expects Southeast Asian tyre manufacturers to continue expanding their presence in global markets.

“Over the next 3–5 years, significant room for growth lies in replacement markets with demand for radial truck tyres, agricultural, industrial and speciality tyres as well as among customers seeking a stable and diversified source of supply outside traditional manufacturing centres,” said Nhut.

The Americas, selected European markets, the Middle East, Africa and Latin America all need to be approached selectively based on trade conditions and service capabilities, he added.

The factors limiting faster expansion include the need to build distribution networks, inventory, after-sales support and local technical certifications together with working capital requirements, foreign-exchange risks, logistics and trade barriers.

“These are long-term investments and cannot be pursued at the expense of sustainable growth,” noted Nhut.

Asked how manufacturers from Vietnam and other Asian markets could position themselves against established European tyre makers, DRC said its focus would be on expanding its market presence rather than retreating from competition with larger international manufacturers.

The current situation in Vietnam reflects a broader shift in the tyre manufacturing landscape, with Asian producers increasingly seeking opportunities in overseas markets while established manufacturers face changing cost structures and production strategies.

Vietnam’s emergence as a competitive tyre manufacturing base gives DRC a platform for international expansion, but geography, trade access and manufacturing costs alone will not secure a global stronghold.

The bigger test is whether the company can translate rising capacity and decades of production experience into stronger technology, distribution, after-sales support and brand recognition.

As competition intensifies and trade barriers multiply, DRC’s global ambitions will increasingly depend on proving lifecycle value rather than simply offering another competitively priced alternative from Asia.

HF Group has received Continental’s Supplier Award for Tyre Manufacturing Equipment 2025 in the Service, Maintenance & Repair category, recognising its work delivered  during the year.

The award acknowledges the contribution of HF Group’s mixing and curing teams across multiple deliveries, service assignments and engineering projects undertaken with Continental in 2025.

To mark the recognition, Continental invited the award winners to an Experience Day at its Contidrom test facility near Hanover on recently. The event gave attendees an opportunity to experience Continental’s tyre technology and drive on the test track.

HF Group was represented by André Arends, Garlef Dombrowski, Florian Droege and Peter Hummel.

The company thanked Continental for the award and recognised the expertise and collaboration of its teams in delivering the work.