Pontiac GTO Origins

The GTO was the brainchild of Pontiac engineer Russell Gee, an engine specialist; Bill Collins, a chassis engineer; and Pontiac chief engineer John De Lorean. In early 1963, General Motors' management issued an edict banning divisions from involvement in auto racing. At the time, Pontiac's advertising and marketing approach was heavily based on performance, and racing was an important component of that strategy.



With GM's ban on factory-sponsored racing, Pontiac's young, visionary management turned its attention to emphasizing street performance.


In his autobiography �Glory Days,�Pontiac chief marketing manager Jim Wangers, who worked for the division�contract advertising and public relations agency, states that John DeLorean, Bill Collins and Russ Gee were indeed responsible for the GTO's creation. It involved transforming the upcoming redesigned Tempest (which was set to revert to a conventional front-engine, front transmission, rear-wheel drive configuration) into a "Super Tempest" with the larger 389 cu in (6.4 L) Pontiac V8 engine from the full-sized Pontiac Catalina and Bonneville in place of the standard 326 cu in (5.3 L) Tempest V8. By promoting the big-engine Tempest as a special high-performance model, they could appeal to the speed-minded youth market (which had also been recognized by Ford Motor Company's Lee Iacocca, who was at that time preparing the Ford Mustang).

Pontiac GTO




Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO


Pontiac GTO






The name, which was DeLorean's idea, was inspired by the Ferrari 250 GTO, the successful race car. It is an Italian acronym for Gran Turismo Omologato, (exact translation is Grand Touring Homologated) which means officially certified for racing in the Grand tourer class. The name drew protest from purists, who considered it close to sacrilege.
The GTO was basically a violation of GM policy limiting the A-body intermediate line to a maximum engine displacement of 330 cu in (5.4 L). Since the GTO was an option package and not standard equipment, it could be considered to fall into a loophole in the policy. Pontiac General Manager Elliot "Pete" Estes approved the new model, although sales manager Frank Bridge, who did not believe it would find a market, insisted on limiting initial production to no more than 5,000 cars. Had the model been a failure, Estes likely would have been reprimanded. As it turned out, it was a great success.


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