Transformation sounds big. How do you define it?
Transformation affects everything: organization, collaboration
with customers, culture, and technology. The key is believing
that change is possible – and actively shaping it rather than
just enduring it. Organizations must be self-adaptive, make
independent decisions, and engage with customers on equal
terms.
How have your first few days in the new role been?
Surprisingly hierarchical. All levels were sitting at the same
table during technical discussions. After six years in a com-
pany in which I had broken down hierarchies, this was a clear
contrast. I prefer when teams present their own solutions – it
saves time and avoids misunderstandings. The specialists
often have better information to make decisions than higher
levels. Sometimes you just have to skip the hierarchy to give
teams the freedom to make smart decisions.
The mobility industry is transforming. Where do you see the
greatest challenges?
The demand for mobility is rising worldwide. At the same
time, the energy supply is adapting. Therefore, in addition to
powertrains and vehicles, we are also working on energy sys-
tems around hydrogen and fuel cells. Advancing both mobility
and energy systems through innovation and a "cutting-edge"
approach must be our focus. We must not fall into the trap of
offering only commodity or interchangeable services.
Artificial intelligence is a hot topic. Will it replace people?
No. Domain know-how remains crucial. Our strength is com-
bining experience with AI. Over the years, we have gathered
data, simulated measured phenomena, and gained a deep
physical understanding. AI can do a lot, but without people
who understand what the results mean, there will be no prog-
ress.
How is collaboration with customers changing?
In the past, the focus was mainly on powertrains. Today, it is
on complete systems, vehicles, and software. This expands
the range of our stakeholders – from developers to CEOs. We
must be present at every level. Relationships are the core of
our business: It’s about long-term, trusting partnerships at all
levels. We have to work to ensure that our customers per-
ceive AVL as a whole. We can make this possible by inviting
customers to visit us. That is why I value things like the white
tablecloths in our canteen. They show how many customer
groups we are hosting, how much exchange takes place, how
guests perceive AVL as a company. This applies not only at
headquarters, but also at other locations – get the white cloth
on the table.
What is something most people do not know about you?
I often spend my free time in the forest, with protective gear
and a tractor, felling trees. It makes me feel rooted to the core
of the earth. I like the sustainability aspect, how the impact of
decisions is revealed over the long term. I also value encoun-
ters without staging – direct, honest, at eye level. You can
argue passionately and still remain respectful. That is what
good collaboration is about.
What drives you personally?
I am motivated by moving things forward – from small im-
provements to major shifts. And by friendly encounters and
good conversations. Those are just as valuable to me as big
successes. Of course, my private environment is also crucial.
Without that balance, I would not be able to generate the
energy for work.
What is your biggest goal for AVL?
Innovation, differentiation, sustainability. For AVL to remain
strong for decades to come. We want everyone to take re-
sponsibility, stay curious – and sometimes skip the hierarchy.
What do you take from your career so far?
At MAN, I learned how much is possible in transformation
when you stretch boundaries. One colleague even switched
from diesel development to battery development five years
before retirement – and said those last years were the best
of his 40-year career. That is real engineering: staying curious,
pushing limits, constantly learning, adapting, and embracing
new technologies. This mindset is essential for success in our
industry – and for motivation.
A final piece of advice for the team?
Be courageous. Take responsibility, make mistakes, and learn
from them. Stay curious, question things, think outside the
box. And never forget – friendliness and openness make work
more enjoyable for everyone.
“Transformation is not something you
endure – it is something you shape,
every day, at every level.”
2025