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What it's like to drive a brand-new, 92-year-old Bentley Blower

“Vivid” doesnÂ’t even begin to describe this; neither does “damn cold.” The throttle is pinned to the firewall, the needles behind the glass in the dashboardÂ’s 10 dials are twitching and dancing, the supercharger boost gauge is nailed to the lock stop, and the dark-green scuttle is shuddering with the ripples of the concrete banking. Think World War II airplane over the storm-tossed North Atlantic – I even slid a picture of my wife into my breast pocket this morning Â… IÂ’d be grinning, but the freezing blast over the leather-strapped bonnet gives me a rictus grimace. ThereÂ’s a lot to do in this 92-year-old supercharged Bentley as its fish-tail exhaust blares seal-honk indifference at a shoal of insignificant super cars fluttering in its wake; at 100 mph this is motoring at its zenith. They donÂ’t make ‘em like they used to and I used to think that was indubitably true of this car: Sir Henry ‘TimÂ’ BirkinÂ’s Blower Bentley. This was his favorite out of the five Blowers built at the Welwyn factory between 1929 and 1930. It was bankrolled by Dorothy Paget, the Whitney family heiress, and serial race-horse owner and gambler. How famous? This car, known as Number Two, was entered in the 1930 Le Mans 24-hour race. Birkin drove it like a bat out of hell in the initial stages of the race with the tacit approval of the Bentley factory, which had entered a team of "6 1/2 litre" naturally aspirated cars and was looking for its fourth-consecutive Le Mans victory and the marqueÂ’s fifth overall. They used Birkin and this lovely old machine as “the hare,” testing the potential and reliability of the astonishing Mercedes-Benz works supercharged, 7-liter SSK driven by Rudolf ‘RudiÂ’ Caracciola (ironically Paget also owned one of these rare and exotic beasts). The fast and courageous Birkin was sent out to poke a stick at the German ace – it was like poking a waspsÂ’ nest. Twice Birkin overtook Caracciola at over 120 mph at the end of the Mulsanne/Hunaudieres straight, with one wheel on the grass and the rear tire down to its canvas. By all accounts Caracciola was so startled simply because he couldnÂ’t believe that anyone would be actually overtaking him. Legend has it that in pursuing Birkin, Rudi Caracciola damaged the engine by over using the supercharger, which could be clutched in and out, but the truth is more nuanced. Birkin drove his car so hard he twice lost a tireÂ’s tread and had to pit early.

Bentley spreads its wings, hires jets to fly car bodies to Britain under Brexit

FRANKFURT — Bentley, the luxury carmaker owned by Volkswagen, has booked five Antonov cargo jets to help overcome potential supply bottlenecks in the event of a disorderly exit of Britain from the European Union, the carmaker said on Wednesday. Car manufacturers are securing additional supply routes as policymakers in Brussels and Westminster seek to strike a deal to determine the future trading relationship with continental Europe after Britain exits the European Union. Bentley, which makes high end sports cars, buys 90% of its components from continental Europe, and sells around 24% of its cars into Europe, Chief Executive Adrian Hallmark told the Financial Times' Future of the Car summit. "We have spent two years planning. We have five Antonovs that we have on reserve to fly bodies to Manchester," Hallmark said, adding that in addition to shifting car bodies by air, Bentley has hiked the level of spare parts stored for production. "We used to run just-in-time with two days stock. Now we have 14 days stock. That's 14 working days, so that's three weeks of stock," he said. The company has booked additional warehouses and planned new logistics routes in case traditional supply methods are hampered by bottlenecks. If Britain fails to secure a negotiated trade agreement with European policymakers, Bentley would be able to absorb 10% import tariffs by raising prices and cutting costs. This would be less damaging than supply disruptions. "It is not existential as long as everything flows. Stopping flows is far more dangerous than Brexit tariffs," Hallmark said, referring to supply bottlenecks. This year Bentley expects to sell more than 10,000 luxury cars and to reach breakeven, mainly thanks to a rebound in demand in China, Hallmark said. China sales are up 35% when compared with before the COVID-19 crisis. Sales in Europe and the United States up 15% Hallmark said. "Overall we are in a position where we will do well over 10,000 sales this year," he said via Webcast. "We are on the cusp of going beyond breakeven."

Bentley already considering smaller crossover

Bentley has yet to reveal (let alone start selling) its upcoming new SUV, but the company is already reported to be considering a smaller model to follow in that new model's footsteps. This according to Autocar, in speaking with Bentley CEO Wolfgang Durheimer at the announcement of the company's record sales results for 2014. Prior to originally taking the helm at Bentley and Bugatti, Durheimer served as head of R&D at Porsche, which recently launched the Macan crossover to join the larger Cayenne. Tipped to be called the Bentayga, the forthcoming Bentley crossover will share its platform with the next generation of its sister company's crossover, whose success Bentley aims to emulate. The Bentayga (or whatever it's ultimately called) will be vital in helping Bentley achieve its sales target of 20,000 units per year by 2020. The storied British marque topped 11,000 units for the first time in 2014, and the new SUV will be a vital component in boosting those figures. Bentley says it has already received 4,000 "expressions of interest" for the crossover before it's even unveiled, suggesting that it could exceed earlier sales projections of 3,000 units per year. But even then, the big crossover wouldn't be enough to get Bentley to its target. That's why it's already considering the smaller crossover, among other options including a four-door coupe, a two-door sports car and a Mulsanne-based convertible. The company is also investing heavily in infrastructure and production capacity to ensure its supply can meet the demand it is working to build up.