2008 Nissan 350z Grand Touring Coupe 2-door 3.5l on 2040-cars

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Cars with the most reckless drivers are full of surprises

Insurify is a site for comparing auto insurance quotes. Because insurance shoppers need to submit information like the vehicles they're driving and the infractions they've compiled while driving those vehicles, Insurify has quite the database of correlations tying certain models to a habit of breaking certain laws. When the site's data analysts decided to compile a list of the top ten models for reckless driving citations in the decade from 2010 to 2019, the ranking contained a few wild entries. The Dodge Challenger making the countdown will surprise precisely zero people. But the Saturn L200? First, a definition: USLegal.com defines reckless driving as "driving with a willful or wanton disregard for safety. It is the operation of an automobile under such circumstances and in such a manner as to show a willful or reckless disregard of consequences." So this list is a caution about particular drivers more than the cars. For a baseline, according to Insurify data, for any random model, 15 out of 10,000 people who drive that model have picked up one citation for reckless driving. Back to that Challenger, then. No shocker for being here, but it's actually number 10, with 44 out of 10,000 Challenger drivers nabbed for a willful disregard of consequences on the road. That's better than the first surprise entry, the Saturn L200, a sedan only on sale for six years, with the least horsepower on the list, and out of production since 2005. The data set put drivers of GM's extraterrestrial sedan at 45 reckless pilots per 10,000 drivers. There are two pickups on the list, the only modern one being the Ram 1500 at eighth, with a rate of 46 in 10,000. Somehow, drivers of the third-best-selling pickup in the U.S. outrun the overwhelming numerical superiority of the best-selling vehicle in the States, the Ford F-150. The other pickup is the Chevrolet K1500 at number five, with a rate of 56 in 10,000. This is not only the oldest vehicle on the list, it went out of production in 2002, before any other vehicle on the list. Between the trucks, the Volkswagen CC slotted in at seven with 47 in 10,000 reckless driving chits, the Cadillac ATS slipped into sixth with 48 in 10,000.  The top four is a bag of unexpected. The Nissan 370Z is the first hardcore sports car on the list at number four, with 61 in 10,000 Z drivers flaunting their Fairladys in the face of Johnny Law.

Nissan could have bought a stake in Aston Martin as early as 2012

Aston Martin has a very interesting future ahead of it. While the British brand appeared to be struggling with aging tech for a while, fresh investment from Daimler may have shown a light toward the future with the brand getting engines and electronics from them. Also, former Renault-Nissan top exec Andy Palmer has jumped ship from the French/Japanese automaker to become CEO of the much smaller sports car company. Interestingly, though, new reports from unnamed Nissan sources have indicated that Palmer has been pushing to work with AM for years.
Three unnamed company insiders told Reuters that Palmer made attempts to convince Renault-Nissan CEO Carlos Ghosn in 2012 and 2013 to invest in Aston Martin, but his proposals were shot down both times for unspecified reasons, according to Automotive News. "We looked carefully at the proposal but we passed on it," said one of the sources.
You can easily see why Palmer was eying Aston Martin even back in 2012. It's no secret that the British sports car mavens were in need of extra funding, well before the Daimler investment. Building vehicles these days is only getting more expensive with stronger safety and emissions requirements. Just look at the brand's desperate hope to get a side-impact crash exemption to keep selling its models in the US as an example.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.