ACONEXT:
Thorsten, in 2021, you joined ACONEXT with 14 colleagues from an insolvent company—today, your team has grown to 80 people. What challenges did you face back then, and what were the key factors in building such a successful division?
Thorsten Turlach:
One of the biggest challenges was the timing—early 2021, the COVID-19 pandemic had a firm grip on the German economy, and short-time work was at its peak. A key success factor was ACONEXT’s trust in bringing an entirely new department on board. Another decisive factor was the company’s broad technical portfolio and a highly competent HR team that finds the perfect project-candidate match for almost every request.
You were already responsible for the Powertrain division, and now you are also taking over Commercial Transport. What does this step mean for you personally, and how does it change your strategic approach?
Over the past four years, our team’s expertise has grown far beyond just powertrain systems. Today, we work on a variety of drivetrains for different propulsion systems: battery-electric vehicles with and without fuel cells, as well as traditional and hydrogen combustion engines. The electrical control of these vehicles is becoming increasingly important, and more and more driver assistance systems are now legally required.
You’ve been working in commercial vehicle development for over two decades. What has changed the most in that time, and what will be the key focus in the years ahead?
Until 2020/21, the focus was on optimizing traditional powertrains to improve efficiency and reduce fuel consumption. Then, a small revolution took place—commercial vehicle development suddenly moved in multiple directions: alongside fully electric vehicles, hydrogen-powered fuel cells and combustion engines were developed simultaneously.
The challenge in this new transport landscape is that businesses still need to generate profit with these vehicles. That means they must pay for themselves within four to five years. This requires not only advancements in propulsion technologies but also the necessary infrastructure to support them.
Leading a team of 80 is no small task. How do you shape the culture and team spirit as a leader? And what defines a strong, innovative team for you?
One of the biggest challenges is maintaining cohesion, as our team is spread across the entire Stuttgart metropolitan area. Regular in-person and digital interactions, as well as an open-door policy, ensure that my colleagues can always reach out to me.
A healthy work-life balance, along with a good dose of fun, is essential to successfully delivering projects for our clients. We collaborate with our customers as equals, working on projects with enthusiasm and pride in our results. For me, it is crucial to reflect that pride back to my team through genuine appreciation.
What are your concrete plans for the Trucks & Commercial Vehicles division? Which trends and developments are you particularly excited about?
Battery-electric trucks are already well-positioned, with ranges exceeding 500 kilometers. The number of required truck charging stations for urban and commuter traffic will soon be available in sufficient numbers.
What will be particularly exciting in the next two to three years is the strategic direction for alternative long-haul propulsion. Will fuel cells or hydrogen combustion engines prevail? How will the supporting infrastructure develop? The evolution of emissions regulations will also play a key role—after all, hydrogen combustion produces significant amounts of water vapor. This will open up an exciting new field of development that we will pursue with great dedication.
You’re a passionate pilot. Do you see any parallels between flying and leadership? What lessons from the cockpit help you in business?
There are quite a few similarities between a flight and a project. At the start, you must carefully assess the conditions and requirements—just as you go through a pre-flight checklist before takeoff.
During the flight, you constantly monitor the weather and terrain, adjusting course to avoid a storm or navigate through mountains. The same applies to projects—continuously tracking progress, solving issues, and making necessary adjustments.
A landing begins with initiating the descent well in advance. The final project milestones are particularly crucial for success—making last-minute changes can lead to disaster. Just like in aviation, there’s a checklist for that, too!
Remember: A perfect landing is a controlled crash from the height of a beer bottle—no higher, no lower. The same goes for projects—hitting the right spot is everything!
Magdalena Zalewski conducted the interview for ACONEXT.
In his role, Marcel combines technical expertise with strategic project management to develop modern and efficient software solutions. Together with his team, he actively shapes the digital future of the automotive industry.
A Department Where Technology Meets Strategy
In the Software Development domain, Marcel has established a structure that considers both technical details and the strategic aspects of project management. His team is divided into two specialized groups: The Developer Community, focusing on creating new features and further enhancing existing systems, as well as the the Project Management Community, ensuring that projects are efficient and goal-oriented.
Both groups meet on a biweekly basis to discuss specific topics, sharpen knowledge, and plan all next steps. Their core activities include:
- Knowledge Building: Promoting expertise and technical know-how.
- Templates and Best Practices: Developing standardized templates and defining efficient work methods.
- Process Optimization: Continuously improving workflows to address both technical and organizational challenges.
A Broad Range of Software Development Subjects
Marcel and his team work on a wide variety of projects, including the development of software solutions, such as web applications, mobile apps, and standard software. Application management is the second pilar of the teams’ activities, covering the coordination, control, and maintenance of software solutions during development and in ongoing operations.
Their development approach combines agile methodologies such as Scrum, Kanban, Design Thinking, and SAFe with tried-and-true waterfall methods. Software quality is ensured through efficient, situation-specific test strategies that adhere to ISTQB standards; both within classic and agile setups.
Additionally, the team integrates modern technologies like cloud services (e.g., Azure, AWS) and cutting-edge IT architectures to deliver solutions that are both sustainable and cost-efficient.
Customer Satisfaction at the Core
A central focus for Marcel and his team is working very closely with their clients. Together, they identify requirements and develop solutions that stand out due to cost-efficiency, transparent documentation, maintainability, and high quality.
As Marcel sums it up:
“It’s about combining modern technologies with well-thought-out methodologies to create sustainable and future-proof solutions for our customers.”
Did you know that you can find many more insightful articles about our experts in our Newsblog?
Today, we are focusing on Roland Baldenhofer, our expert in SAFe® Training & Coaching, Lean Portfolio Management, and Agile Methods. Roland joined the ACONEXT team in 2023, bringing over 20 years of experience in transforming organizations through lean-agile-methods.
Diversity and Versatility Across Industries
Roland has successfully introduced lean and agile practices across a variety of sectors, including insurance, retail, banking, pharmaceuticals, telecommunications, and manufacturing. His extensive experience has enabled him to guide agile projects and transformations tailored to diverse organizational needs.
Since SAFe® (Scaled Agile Framework) was first released in 2011, Roland has been working with this framework from its very first version. Over the years, he has led successful SAFe® transformations in both medium-sized companies and major DAX-listed corporations.
What is SAFe®, and Why Is Its Implementation No Standard Procedure?
SAFe® is a proven framework that enables organizations to scale agile practices beyond individual teams to enterprise-wide implementations. Unlike Scrum or Kanban, which are primarily focused on individual teams, SAFe® aligns multiple levels of an organization – from teams to strategic leadership – ensuring seamless collaboration and alignment.
“Agility is a business discipline with clear goals. Lean-agile approaches empower organizations to adapt to ever-changing market demands and remain flexible,” Roland explains.
However, successful implementation of SAFe® requires customization for each organization. Roland emphasizes, “Every company is unique.” Factors such as compliance requirements, customer behavior, employee structures, and product offerings vary significantly, making a one-size-fits-all approach ineffective.
Balancing Innovation and Cost-Efficiency
SAFe® provides organizations with a systematic approach to Agile transformation while keeping the balance between innovation and cost-efficiency in check. Roland notes, “In the transformation process, it’s crucial to combine Agile methods with the right tools and resources to maximize success while managing development costs effectively.”
This balance is especially important for larger enterprises where multiple teams and levels must work together to achieve company-wide agility. A key aspect of this process is lean portfolio management, which helps organizations align their budgets and resources with strategic goals. This ensures priorities are effectively managed within an Agile environment.
SAFe® in Practice: Tailored Training and Coaching
Roland places a strong emphasis on actionable, practical training. “Participants should learn how to implement lean-agile approaches directly in their specific work environment,” Roland explains. His approach focuses on hands-on learning, ensuring that the benefits of SAFe® are not only theoretical but also immediately applicable to real-world challenges.
Roland offers customized training sessions where participants learn to apply agile practices effectively at team, program, and portfolio levels. This practical introduction to SAFe® ensures organizations reap the full benefits of their transformation, streamlining daily operations from day one.
People First
One of Roland’s core principles is the focus on people driving transformation. “It’s about ensuring that employees, management, customers, and stakeholders not only understand the new ways of working but can also thrive and find satisfaction in this transformed environment,” Roland says.
This human-centered approach fosters sustainable change, transforming not only how work is done but also reshaping the company’s culture for the better.
Roland’s Final Thoughts?
“The implementation of SAFe® is not a one-time solution but an ongoing process that strengthens collaboration and flexibility within an organization, empowering it to continuously evolve,” he concludes.
ACONEXT: Alex, you’ve been with ACONEXT for three months now. What made you choose us, and how was your first experience here?
Alex: I chose ACONEXT for my internship because I felt comfortable and welcomed during the interview process. Everything was smooth, quick, and transparent—I never had to chase anyone for updates. My start was busy but in a positive way. I was immediately involved in various tasks and quickly trusted to work independently. I really appreciate how this encouraged me to figure things out on my own and learn through hands-on experience from the very beginning.
What were your expectations going into this internship, and how have they been met or even exceeded?
I wanted to do more than just learn about HR. I was looking to gain skills and insights from experienced colleagues, especially in handling unexpected situations or conflicts. These moments often require quick thinking and tough decisions. You’re constantly learning how to navigate new challenges, and that kind of real-world experience has been invaluable.
As part of Gen Z, what do you value most in an employer, and how has ACONEXT met those expectations?
Respect and being treated as an equal are really important to me. Sure, I’m an intern, but that doesn’t mean I should be treated differently. At ACONEXT, from day one, department heads and even senior management introduced themselves, shook my hand, and treated me with genuine respect. Flexibility and employee well-being are a big focus here. In previous roles, I’ve experienced places where simple greetings were ignored. At ACONEXT, people greet each other, explain things thoroughly, and there’s no strict top-down approach. I feel like I can really grow here, both professionally and personally. The diversity within the company and the supportive team have made a huge difference.
You’re studying Management and HR. How have you applied what you’ve learned in school, and what new insights have you gained on the job?
Honestly, it’s been a challenge to directly apply my academic knowledge because, like in many areas of life, theory doesn’t always match reality. I have a good understanding of the basics, like regulations and laws, which definitely help, but most situations are dynamic and require a human approach. It’s not about following a textbook; it’s about listening to people and understanding their individual needs.
You’ve worked in different fields, from marketing to sports training. How has that variety helped you at ACONEXT?
I’ve been working since I was 16, and it’s always been important for me to support myself and help my family out. My work experience has been a win-win. I’ve learned the value of teamwork—how a good team can turn even tedious tasks into something enjoyable. I’ve also had tough experiences, but those taught me important lessons. After high school, I worked under tough conditions. At the time, it felt like a struggle, but looking back, those experiences opened doors and shaped who I am today. Everything I’ve learned so far helps me at ACONEXT. For example, my marketing background is useful for event planning, and my teamwork skills help me take on larger projects.
Is there a particular project or task you’re especially proud of or enjoyed the most?
What really stands out to me about ACONEXT is the dynamic nature of the workday. Sure, there are routine tasks, but things can shift suddenly, which means working with different people and having some exciting experiences along the way.
How would you describe ACONEXT’s company culture and team collaboration? What inspires or motivates you the most?
The company culture here is incredible. I’ve worked at six different companies, and ACONEXT’s culture really fits my style. Leadership is approachable and understanding. Everyone is on a first-name basis from day one. Whether you’re grabbing coffee or discussing solutions after a mistake, it’s easy to connect with people. Based on my experience, ACONEXT is one of the most attractive places I’ve worked at so far.
Which skills or abilities do you hope to develop further in the second half of your internship?
I want to keep learning and growing in every area. I take every chance I get to learn from my team and improve myself with every experience.
What advice would you give to students or young professionals considering an internship at ACONEXT?”
If you want to see what true competence, strong leadership, modern company culture, and a dynamic work environment look like, don’t miss the chance to apply.
Gen Z values work-life balance, personal growth, and purpose. How have you experienced these at ACONEXT?
The flexible hours allow me to balance personal appointments with work. If I’m not feeling well, I can work from home without any issues. Home office? No problem here. Personal development is also a big focus. I have regular 1:1s with my manager, where I get feedback and share my interests. I’m encouraged to take on new tasks, develop new skills, and pursue what excites me. Every task comes with a clear explanation of its purpose, so I know exactly why I’m doing it. That understanding gives my work meaning and keeps me motivated.
The Interview for ACONEXT was conducted by Magdalena Zalewski.
About the Hydrogen Powertrain & Fuel Cell Division
More than three years ago, the Powertrain & Commercial Transport department was established at ACONEX. Since then, Thorsten and his team have been working on developing and optimizing powertrain technologies for commercial vehicles, including trucks, buses, and vans. Their focus is on improving efficiency, reducing emissions, and integrating innovative technologies.
“The future lies in electrified powertrains, hybrid solutions, and hydrogen-based technologies such as H2 combustion engines and fuel cells,” Thorsten explains. These trends also took center stage at this year’s IAA for commercial vehicles, clearly signaling where the market is heading.
In recent years, Thorsten’s team has significantly expanded ACONEXT’s expertise in areas such as:
- E-axles and transmissions
- Thermal management
- Complete vehicle packaging
- Hydrogen tank development
- Fuel cell development and integration
The team works closely with vehicle manufacturers and suppliers, both on-site and from the ACONEXT offices in Fellbach.
Innovation Meets Cost Efficiency
Balancing innovative development with associated costs is one of the biggest challenges faced by the Powertrain & Commercial Transport team.
“In the commercial vehicle sector, three different powertrain concepts are being developed simultaneously. But which technology will prevail?” Thorsten leaves this question unanswered, eager to see how the future of commercial vehicles will unfold.
While battery-electric powertrains and gas engines have long been established, range and development costs remain pivotal factors shaping the future. Hydrogen shows great promise, but the infrastructure development lags behind in comparison to vehicle technology.
Ultimately, operating costs will determine what matters most to logistics companies. “At present, no manufacturer can confidently predict which powertrain concept will dominate the market and recoup development costs in the long run,” Thorsten notes.
Looking Ahead
Thorsten believes that close collaboration with partners and customers is key to developing sustainable solutions. He is confident that innovation in this field has the potential to reshape not only the commercial vehicle sector but also the broader mobility industry.
Stay tuned for more exciting insights into the work of ACONEXT’s Subject Matter Experts and discover how we are actively shaping the mobility of the future!
Today, we introduce Carsten’s approach to project management and how we leverage his extensive expertise for our clients within the automotive sector.
Why project management?
Today, companies face increasingly complex challenges due to rapid digitization and short innovation cycles in IT. Without the right digital strategies, long-term competitive advantages are at risk, since competition and progress never sleep.
Carsten is convinced:
“Project management is the key to identifying, initiating, and successfully completing the right projects at the right time.”
How project management works:
For Carsten, it’s clear that communication and teamwork are most essential. Transparency and the ability to “bring everyone on board” are the keys to success. Whether traditional, agile, or hybrid—the individual project dictates the approach. A custom toolbox and the ability to combine various methods ensure the best framework for success. When standard solutions fall short, Carsten leverages low-code development to provide the right tools for each project.
What Defines ACONEXT’s approach?
Teamwork wins over rigid hierarchies, and so does communicating as equals—those are the foundations for successful projects. “Having fun at work and celebrating each success is also important,” says Carsten. Projects should not only be successful but also fulfilling, with the potential for growth and steep learning curves. Afterall, with each completed project, a new one follows.
Stay tuned for more exciting insights into the work of our ACONEXT experts!
Marcus is an expert in Product Data Management (PDM) and helps companies efficiently manage their product data and integrate it into existing IT infrastructures. His expertise not only covers the integration and optimization of PDM systems, but also includes trainings and workshops on these topics at our ACONEXT Training Center [https://aconext.de/en/trainingcenter/].
Over the past years, Marcus has led numerous projects ranging from the introduction of new PDM tools to the optimization of existing systems. He places great emphasis on developing tailored solutions that meet his clients’ individual needs.
Innovation and Customer Satisfaction
For Marcus, client satisfaction comes first. His approach goes beyond providing functional and reliable solutions; it also focuses on enabling clients to build their own expertise. By seamlessly integrating new tools into existing workflows and ensuring the systems are easy to use, Marcus promotes sustainable usage and long-term efficiency. He also takes a clearly innovation-driven approach: solutions must not only meet current demands but also support future developments.
His Conclusion?
“Product Data Management is the key to optimizing workflows and ensuring our clients’ long-term ability to innovate.”
Stay tuned for more insights into the work of our Subject Matter Experts and find out how they are actively shaping the future of the automotive industry at ACONEXT!
Today, we would like to introduce you to Sezgin Güldü. He is the Subject Matter Expert for Diagnostics Aftersales in our Digital Future sector. Sezgin has been a part of our team since 2018 and has since become a key player in the comprehensive management of Aftersales diagnostics. But what exactly does Aftersales diagnostics mean?
Aftersales diagnostics is the art of troubleshooting and repairing vehicles after they have been sold. With a special device known as a workshop tester, the car is checked for problems. This tester reads data from the vehicle’s control units to determine what isn’t working. This way, the technician can carry out targeted repairs and restore the car to perfect condition.
When Sezgin started at ACONEXT in 2018, he was initially responsible for specific control units in individual vehicle series. Today, several years later, he and his team of seven employees oversee all control units from all current series for a leading car manufacturer. For Sezgin, this is a clear sign: “It demonstrates that the customer trusts us!”
However, this journey was not easy. It required a lot of strategic skill to optimize the diagnostic process for the customer. To ensure consistently high quality and efficiency, Sezgin standardized the entire Aftersales diagnostic process. His approach allowed the team to take on new, more complex topics such as complexity assessment and troubleshooting strategy development.
What does Sezgin value the most?
For him, customer satisfaction is paramount. His goal is not only to meet but to exceed customer expectations through tailored solutions and excellent service. By working very closely with the customers, he ensures that the service is precisely tailored to their needs and delivers sustainable results – as the continuous engagements and growth since 2018 impressively show.
Stay tuned for more insights into the work of our specialist owners and learn how they are actively shaping the future of the automotive industry!
In June, I spent two weeks in Norway, supporting our client as a development engineer at a site near Oslo. At work, I interacted with both German colleagues and many locals.
I experienced Norway as a very progressive country. Cash payments, for example, are not a big deal; I didn’t need to withdraw money from an atm even once, since you could pay by card everywhere. Norway is particularly interesting to me, because it has a very high percentage of electric vehicles. The subject of electromobility is perceived and handled quite differently within the Norwegian society. I had interesting conversations regarding this topic with my host and my Norwegian colleagues. Conversations, which most likely would have been different in Germany.
When the weather was good, I could go directly to the fjord after work to swim or relax. My apartment was only 200 meters from the water. During my time in Norway, I took many walks and explored the landscape. I cooked at home and took the opportunity to enjoy fresh fish and seafood.
I was also free to plan my weekends as I wished. So, on Saturday, I took a ferry to Oslo. I have traveled a lot personally but had never been to Scandinavia, but it was always on my list. That this opportunity came through work was, of course, the absolute win for me. I explored the entire capital, and since there was a music festival taking place, there was a lot going on in the city. Every square had a stage with different kinds of music. On Sunday, the weather was perfect, so I went to a public lido by the fjord.
On my last week, I went out for dinner with colleagues one evening. What really impressed me was the fact that it got dark around 11:30 PM and was light again by 3:30 AM. Also, the Norwegians were very friendly and welcoming.
I gained a lot of professional experience that will help me with my future work, as I was engaged in diverse tasks and allowed to manage new areas. I am glad to use this gained knowledge in my daily work in Germany. Furthermore, I have not only evolved professionally during these two weeks but I have also gained valuable personal experiences. I would definitely like to go back at some point.
I found the two-week period more than ideal; I had enough time to settle in a bit and also to try out some new activities. Yet eventually, you look forward to seeing your girlfriend, family, and friends back home after two weeks, so I don’t necessarily need to be on business trips for longer. However, I can certainly imagine traveling for work for two weeks more often throughout the year.
I can only say positive things about this experience. Norway was a fantastic opportunity for my personal and professional development. I will definitely travel to Norway again, but next time on a private trip.
Yours, Jonas
ACONEXT:
Hello Andreas, congratulations on your new position. You are a salesman in every sense of the word, but how much professional experience do you bring to the table altogether?
Andreas Holzinger:
I have been working full-time since October 2014 and since then I have worked continuously in service sales for the automotive and commercial vehicle sectors.
For how long have you worked for ACONEXT?
For almost three years. I started at ACONEXT in October 2021 as Head of Sales and Business Manager.
What are you passionate about?
Personally, I’m a fan of all kinds of things; at work, I enjoy variety. Every day is a little different. But above all, I am passionate about client confidence. In sales, I offer a colorful array of consulting and services. I like being close to my clients, being in touch with people. I always try to listen carefully. I’m not just interested in offering specific services, but also in helping with difficulties or satisfying specific needs, to ensure individual advice. This is not limited to temporary employment, work, or service contracts. It is essential for me to be seen as a reliable and committed partner.
If my clients need an assessment of the market and industry situation or the skilled labor situation, it is not initially about selling something, but about exchanging ideas with them. I see successful sales as an authentic, competent, and transparent all-around service.
I perceive sales holistically, and even my bachelor’s thesis focused on engineering services. My passion for sales, in the broadest sense, led me to become an industrial engineer. As a student, I started as a ‘runner’ in retail, at a men’s outfitter to be exact.
Thanks to my then-supervisor Tanja Blattner, who recognized my potential and indirectly pushed me in the direction I am in today, I moved into sales and thus into consulting. My first real boss was in fact also my first mentor.
What are your ambitions?
To be successful for the company and to live up to the liberties I enjoy at ACONEXT.
What are your plans in your new position?
For me personally, things don’t change that much. Of course, the direct responsibility for the success of our business will increase. However, my goal is still to continue to help ACONEXT Engineering grow and to broaden its professional base. It’s about continuing to be relevant for the future and to stay innovative – increasingly in the direction of IT. Our areas are currently being redefined even more sharply, with a strong focus on expanding software/hardware development and electrical engineering.
Exactly, what have you done at ACONEXT so far?
In comparison to my previous employer, especially the last position I held there, I am much more active in direct sales today. I also enjoy much closer and more regular contact with the approximately 50 employees in my team, for whom I am directly responsible. At ACONEXT, the focus has been on employee care from the very beginning. Whether it’s team events or regular joint lunches, I try to stay close to my team through initiative, and enabling regular exchange. It’s important to stay on top of client concerns, and who knows better about this than my colleagues on the project? Similarly, actively listening always offers potential to expand our service portfolio.
During the two last years at my previous employer, I was given the opportunity to take on interim responsibility for the HR department. That was the turning point for me. I decided to transfer jobs completely because I realized that I was more passionate about HR work. Ultimately, however, I continue to benefit from my many years of marketing experience as an HR manager, because for me, good HR work goes hand in hand with marketing.
Do you feel you have a good work-life balance?
Oh, definitely! The level of trust and freedom at ACONEXT is not something you take for granted! Thanks to the flexibility, I can, for example, start my week with a workout on Monday mornings. Typically, my workday begins around eight, but on Mondays, it starts at ten. This motivates me to open my laptop at home the evening before and plan my upcoming workweek on Sunday.
What would be a success for you in your new position within the next 12 months?
When we as the Sales and HR team manage to integrate new areas and lead them to success. In October, we will be attending the ITCS in Munich, to name just one example. I’m really looking forward to the IT networking there. We like to try out new formats at ACONEXT. After all, if you want to try new things, you have to be open to trying them out. In this respect, no obstacles are put in your way here, regardless of your position. You can try out new methods, learn new things, continue to develop and look for new solutions. Even if it turns out that an idea or partial strategy did not lead to success in the end, you have learned something new. It is important to push the intrinsic motivation of our colleagues and to demonstrate that participation and creative freedom are not only desired, but encouraged.
What motivates you when you hit a “slump”?
My espresso, which I get from the coffee machine in the kitchen, is sacred to me. I simply stop for five minutes in front of the window, look out onto the field behind our office and do nothing: no phone calls, no conversations, no screens. My espresso is more of an express meditation on caffeine.
How would you describe the working atmosphere at ACONEXT?
We laugh a lot here. The atmosphere can sometimes be almost playful. However, I particularly appreciate the successful balance between business and fun. As a leader, it can be challenging to draw a clear line between operational work and interpersonal relationships. I’ve continuously developed myself in this regard, benefiting from a solid education and various sales training sessions from coaches like Melanie Swirzina, Hans-Peter Wimmer, Thomas Lockert, and Hendrik Krämer.
Through this, I’ve enhanced my leadership skills to create a healthy mix of closeness and distance with my employees. The real skill is being approachable and trustworthy, yet also serious and firm when necessary. Growing into a leadership role doesn’t happen overnight. It’s all the more impressive that my colleagues, especially in my direct, everyday environment, manage this so well. As a team, we have a good sense of when to have fun and when seriousness is required.
The interview for ACONEXT was conducted by Magdalena Zalewski.