Kristen Tregoning

As Sales Support Manager for Century Yuasa Batteries across Australia and New Zealand, Kristen Tregoning sits at the intersection of national sales strategy and the automotive networks that depend on it. She coordinates everything from the Battery Hotline team to promotions and product launches, working closely with the dealers and resellers who supply the starter batteries powering vehicles across the region. Her path there wasn't a straight line. It started with a telemarketing job at eighteen, a career-defining leap into Business Development, and a growing conviction that authenticity, not fitting a mould, is what makes a leader effective in a male-dominated industry.

Can you explain your role as Sales Support Manager, and how it builds on what you were doing previously as Sales Operations Manager?

As Sales Support Manager, my role is to coordinate national sales initiatives, support our State and Regional Sales Managers, oversee the Battery Hotline team, and work closely with Marketing to ensure our customers are informed about new product releases, promotions, and sales incentives. I'm focused on improving communication, streamlining processes, and giving our sales teams the support they need to spend more time with customers.

It builds on my previous role as Sales Operations Manager, where I was responsible for sales reporting, data analysis, and providing insights to support business decisions. That role gave me a strong understanding of our business, our customers, and our sales network. I will now be able to combine those analytical skills with a greater focus on people, collaboration, and driving sales outcomes through effective support and communication.

What was your first job, and what's a lesson from it that still shows up in how you approach your role today?

My first job was as a telemarketer after I moved to Australia at 18. It was definitely a role that pushed me well outside my comfort zone. I was calling people in their homes and trying to sell them something, which isn't easy when you're new to the country and still building your confidence.

That role taught me some lessons that I still use today. I learned how to read people, really listen, and recognise when someone wasn't interested rather than trying to force the conversation. It showed me that building trust is far more effective than being pushy.

It also taught me resilience. The reality of telemarketing is that you hear "no" far more often than "yes," but I learned not to take rejection personally. Instead, I focused on the next conversation and what I could do better. Those lessons in communication, empathy, and resilience have stayed with me throughout my career and continue to shape how I work with customers, colleagues and teams today.

Was there a pivotal moment that changed the direction of your career?

One of the biggest turning points in my career was being given the opportunity to step into a Business Development Manager role. It was outside my comfort zone and very different from my operational role, but it gave me a much deeper understanding of our customers, the sales process and the challenges our field teams face every day.

It broadened my perspective beyond reporting and operations and showed me the value of building relationships, understanding customer needs, and thinking commercially. It also gave me the confidence to take on new challenges and not be afraid of opportunities that might seem unfamiliar.

Moving from a data and insights-focused role into one with broader people and sales network responsibility is a big shift. What did that transition teach you about leadership?

In my previous role, success was measured by the accuracy of the data and the quality of the insights I provided. In my current role, success will come from building relationships, collaborating across teams and enabling others to achieve their goals. It reinforces to me the importance of listening, understanding different perspectives, and adapting my approach to suit different people and situations.

What's the most intentional thing you do to develop the people around you, including teams you support but don't directly manage, like State and Regional Sales Managers?

One of the most intentional things I do is focus on enabling others to succeed. I make a point of understanding what each team needs and then provide the tools, insights and support that help them perform at their best.

Within my own team, I believe in coaching, sharing knowledge, and giving people the confidence to take ownership. For me, developing people isn't just about formal training. It's about being approachable, empowering others and helping them build the skills and confidence to succeed.

What's been the hardest period of your career as a senior leader in a traditionally male-dominated industry, and what did navigating it teach you?One of the hardest parts of my career was early on, when I felt I needed to fit into the environment around me. Working in a traditionally male-dominated industry, I sometimes questioned whether I needed to communicate like those around me to be taken seriously.

Over time, I realised that my differences are actually one of my strengths. I don't need to change who I am, I need to be confident in my own leadership style. By being authentic, building strong relationships, listening and leading with collaboration and accountability, I have earned credibility in a way that feels genuine to me.

I have learnt that you don't have to fit a particular mould to be an effective leader. The best leadership comes from being yourself, embracing what makes you different and focusing on the value you bring.

What do you love about your job, what is it that gets you out of bed in the morning?

I genuinely love my job. I love the people I work with and I love that no two days are ever the same. Every day brings a new challenge, whether it's supporting our sales teams, solving a problem, improving a process, or launching a new initiative. It is what keeps the role exciting.

What really motivates me is looking for ways to make things better. I'm always thinking about how I can improve not only myself, but also the processes and systems that support our teams. If I can make something simpler, more efficient, or help our sales team spend more time doing what they do best, then I know I've made a positive impact.

That's what gets me out of bed every morning, the opportunity to solve problems, support people, keep learning and make a difference. I enjoy being challenged, and I thrive in an environment where there's always an opportunity to improve.

Sales operations and sales support roles in automotive can be male-dominated spaces, particularly on the dealer and regional network side. What has that been like for you, and have you noticed your perspective as a woman shaping the way you approach sales strategy, reporting, or working with the dealer network, things your male peers might not pick up on as readily?

Yes, it can be a male-dominated environment, but I think all the people I work with have their own individual strengths and weaknesses, regardless of gender, and that is no different to me. I think one of the strengths I bring is a high level of empathy and strong listening skills. Taking the time to really understand what someone is saying, rather than just focusing on the outcome, goes a long way in building trust and developing strong relationships with both colleagues and customers.

I also think my perspective influences how I approach problem-solving. I naturally look at how decisions will impact different people and enjoy working collaboratively to find practical solutions that benefit everyone involved.

And as a mum of three, multitasking has definitely become one of my strengths. I'm used to juggling priorities, staying organised and adapting quickly when plans change.

Ultimately, I don't think success comes down to being a man or a woman. It comes from bringing your own strengths to the table.

What's one thing the industry could do right now to better support women moving into operations and strategic sales leadership roles, not just dealer-facing or marketing roles?

I think we're already starting to do it through women's networks, mentoring programs and industry organisations that create opportunities for connection and support. The important thing is that we keep growing those spaces and making them more accessible.

My hope is that we get to a point where gender isn't the focus at all, it's simply about having the right person in the right job. But we need to continue supporting women as they move through the ranks, giving them visibility, encouragement and opportunities to lead.

Empowering women to back themselves and step forward with confidence can have a huge impact on the future of our industry.

What would you tell a woman early in her automotive career who wants to move into a strategic or operations leadership role?

Believe in your own worth. Don't change who you are to fit in with the crowd or try to lead like someone else. Your unique perspective is your strength and that's what will set you apart.

I also encourage them to surround themselves with people who recognise their potential. Find mentors who will challenge you, support you and remind you of what you're capable of. Listen to their guidance, learn from their experience and don't be afraid to ask questions.

I've been incredibly fortunate to have some amazing mentors within my company who have consistently reminded me that I am capable, that my voice matters and that I deserve a seat at the table.

Most important is to back yourself and step outside your comfort zone!