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.
Since 2016, our strategy has been to continuously improve as an employer—from fostering a strong company culture to ensuring individual employee satisfaction. Alongside other companies from various industries operating worldwide, we are committed to the guiding principle: “For a better world of work.” To truly make the working world a better place and lead by example, we have been raising our standards year after year. The world around us, as well as our workplaces, are constantly evolving, and we strive to meet these changes with trust and transparency.
The Top Employers Institute programme certifies organisations based on the participation and results of their HR Best Practices Survey. This survey covers six HR domains consisting of 20 topics including People Strategy, Work Environment, Talent Acquisition, Learning, Diversity, Equity & Inclusion, Wellbeing and more.
Top Employers Institute CEO David Plink says:
“Consistency in a not-so-consistent world? Amidst constant change—through technological advances, economic shifts, and evolving social landscapes—it is inspiring to see people and organisations rise to the challenge. This year, the Top Employers Certification Programme highlights the dedication of our Top Employers as they continue to set the standard, consistently delivering world-class HR strategies and practices. These Top Employers strive to foster growth and wellbeing, all while enriching the world of work. We are proud to celebrate these people-first leaders and teams as the Top Employers for 2025!”
The Top Employers Institute has recognized over 2,400 Top Employers across 125 countries and regions on five continents this year.
These certified Top Employers, including ACONEXT, positively impact the lives of more than 13 million employees worldwide. The Top Employers Institute’s certification is a global benchmark for excellence in HR practices, reflecting our company’s commitment to being—and remaining—a top-choice employer.
With its globally leading certification and data-driven insights, the Top Employers Institute supports companies like ACONEXT, enabling them to implement transformative HR practices, drive business success, and attract, engage, and retain top talent.
We look forward to confidently tackling the challenges that 2025 will bring while always prioritizing the well-being of our Passioneers.
This infographic illustrates the six key stages of our growth strategy, which we divide into two main categories: the red stages, reflecting our current day-to-day operations, and the gray stages, representing our goals for the future.
The Red Stages: The Foundation of Our Business
The first three stages of our strategy represent ACONEXT’s core activities.
- Expanding Business with Existing Clients
For over a decade, we have focused on a select group of clients, primarily German OEMs, luxury brands, and their first-tier suppliers. We offer them a broad spectrum of development services. Our close client relationships and deep understanding of their needs enable us to consistently deliver high-quality services. - Expanding Consulting and IT Business
With the increasing importance of IT and electronics in the automotive industry, we have expanded our service portfolio. We connect mechanical development with electronics, software, and IT, thereby building bridges between these disciplines. This integrative approach allows us to offer comprehensive solutions that not only cover development but also include the implementation and training of product lifecycle management (PLM) tools. In doing so, we help our clients make their development processes more transparent and efficient. - Exploring New Areas of Application
Our strength lies in combining development and consulting services. We approach development work from two perspectives: as developers and consultants. This unique viewpoint enables us to offer deep insights that pure consulting or development companies cannot provide. This gives us a significant competitive advantage.
The Gray Stages: Our Vision for the Future
In addition to our daily activities, we are continuously working to achieve our long-term growth goals, as depicted in the gray stages of the infographic.
- Expanding the Customer Base
Acquiring new clients is a long-term process that can take years. Our goal is to regularly establish new strategic partnerships, and thereby continuously expanding our business. - Acquisitions
In addition to organic growth, we also pursue inorganic growth. This means that we continuously monitor the competitive market and look for potential acquisition targets to expand our portfolio and strengthen our market position. - Near-shoring and Off-shoring
A growing trend in the industry is the shift of capacities abroad to reduce costs and increase efficiency. ACONEXT has already begun to be active in this area, particularly in collaboration with partners, as we do not yet have the necessary infrastructure abroad. However, we see great potential in near- and off-shoring for the future and are working to further develop our capabilities in this area.
Conclusion
ACONEXT follows a clear growth strategy based on both proven strengths and visionary goals for the future. With a solid foundation in business with existing customers and a targeted expansion of our services and markets, we are well on our way to achieving our ambitious goals and establishing ourselves as a leading development service provider within the automotive industry and beyond.
Why does the Most Wanted Employer rating exist? “The employer market has changed into an employee market, and younger people in particular have changed expectations regarding their employers,” says ZEIT.
The Most Wanted Employer seal and ranking is intended to offer jobseekers and people looking for a career change “valuable support in their search for a suitable job.”
As a medium-sized company, we at ACONEXT do not have the same resources to retain employees as large corporations do – especially when it comes to time and money. And yet: we were able to achieve rank 116 out of a total of the 1,200 top companies in Germany.
Our performance in the service sector is particularly encouraging:
Here we have made it to the ninth place and are thus in the top 10 nationwide in this category. This position is the result of our continuous commitment to improving the world of work and being trusted by our employees. Whether we actively listen to our colleagues or optimize our shared workplace, it is the commitment and passion we have for our team members that might set us apart from other companies. This success shows that we are steering the right course, motivating us to continue to do our best and not rest on our laurels.
We would like to take this opportunity to express our sincere appreciation to our HR and leadership team. Simultaneously, being listed here, reflects the commitment of our entire team across all company locations. Only by working together, we are able to maintain and further strengthen our corporate values and our mission.
Further information on the company ranking in the category “Services” can be found here.
The overall ranking of the 1,200 most popular employers in Germany here.
More on this topic will appear in a later issue of ZEIT Campus magazine.
After four months of renovations, ACONEXT has officially opened its new office at our Fellbach site. The changes are visible – from a modern IT infrastructure to the redesigned spaces. Yet, the essence remains unchanged: our dedicated employees, who form the backbone of our company.
Our company’s relocation to the so-called ‘Rauleder’ building signifies an important step on our journey, reflecting our commitment to fostering a better work environment. Our aim is to create a workspace where everyone can unleash their full potential while being part of a dedicated team.
Consolidating our three smaller offices at the Fellbach site into a single, larger workspace enables more effective collaboration and cultivates team spirit. With an area of approximately 1,500 square meters, our new offices provide not only more space but also a more pleasant working environment. The move was undoubtedly challenging, but thanks to the hard work of our team, we have been fully operational in Fellbach since January 8th.
Our old adress:
Wilhelm-Pfitzer-Straße 26
70736 Fellbach
Our new adress:
Max-Planck-Straße 29
70736 Fellbach
Fun Fact: Did you know that the ‘Rauleder’ building once housed Daimler’s development department? Even Mercedes-Benz Motorsport Chief Norbert Haug was active within these walls. It’s a venue where pivotal decisions were made – reportedly, Formula 1 ace Lewis Hamilton inked his contract with the Silver Arrows right here.
The inauguration of our new ACONEXT office is not just symbolic gesture, but a practical advancement as well. With cutting-edge amenities, including an innovation hub, multiple TISAX-certified offices, and an environment brimming with inspiration, we stand ready to confront the challenges of tomorrow and pioneer innovative solutions.
Step into our new domain – welcome to ACONEXT Fellbach!
We at ACONEXT are thrilled and proud to announce that we have been awarded as a Top Employer – Germany for the ninth consecutive year! This achievement holds significant importance for us, as it not only acknowledges our ongoing efforts to provide exceptional employee conditions, but also highlights our ability to stand out as a medium-sized German company alongside major players from diverse industries.
On January 25, 2024, our team traveled to Düsseldorf to personally accept our Top Employer award after four years. Under the theme “The Art of Being a Top Employer,” this special evening emphasized creativity, courage, and passion. It focused on how, as a collective, we can positively shape the future of work by daring to innovate, learning from mistakes, thinking outside the box, and celebrating successes.
Explore more from the event here: https://www.youtube.com/watch?v=QwGCWKj0mQI
As a company, we regard this perspective as equally vital for our colleagues as well as for the future of the automotive industry and progress in tech, engineering, and IT. Pleased that ACONEXT has been acknowledged as a Top Employer in Germany on.
The acknowledgment of us being a certified Top Employer in Germany validates our commitment to prioritizing the development and well-being of our employees, enabling us to provide an outstanding working and growth environment.
The Top Employers Institute assesses companies based on their best practices across six overarching HR dimensions and 20 HR areas, including people strategy, work environment, talent acquisition, learning, wellbeing, and diversity & inclusion. David Plink, CEO of the Top Employers Institute, highlighted the exceptional performance of the certified Top Employers 2024 and praised their dedicated efforts towards employee development and satisfaction.
The Top Employers Institute is globally renowned for certifying outstanding employee conditions. Through their certification program, they empower companies to evaluate and enhance their employee conditions. This year, over 2,300 Top Employers across 122 countries and regions on five continents were honored. Together, these certified Top Employers positively impact the lives of over 9 million employees worldwide.
More information can be found at: https://www.top-employers.com/de/about-us/
We also extend our congratulations to all other companies who have earned the Top Employer 2024 certification. It is an honor to be part of this community of outstanding employers, and we look forward to reconnecting at the Certification Celebration DACH 2025.
Our review of the Formula Student 2023 reveals the impressive achievements of the Esslingen racing team, upon which we, as partners and sponsors, can proudly look back. Stallardo 23, the race car emerging from the fusion of combustion and electric motors, symbolizes the team’s innovation and collaboration. May 2023 marked a significant moment when the racing team presented its Stallardo 23 at the official rollout at the Esslingen University of Applied Sciences. Not only was a racing car presented here, but a technological symbiosis that will certainly shape future mobility.
In late summer, the Formula Student East and Alpe Adria became the venues for the team’s outstanding performances. With a 1st place in autocross, an impressive 3rd place in skid, and the well-deserved 1st place overall, Stallardo 23 demonstrated its convincing high-speed qualities.
As a long-standing gold sponsor, ACONEXT has not only provided financial support but also shared knowledge, such as in providing a leadership seminar and a team-building event for the student team. This close collaboration reflects not only a dedication to talent development but also our company’s commitment to creative innovations in the fields of engineering and IT.
The Esslingen racing team demonstrated its understanding of the successful integration of traditional automotive development and cutting-edge electric propulsion in the last season. As a development service provider for automotive manufacturers, suppliers, and the aerospace industry, we are proud to inspire and support the next generation of engineers and developers.
Our focus on the World Creativity and Innovation Day in April 2023 was also dedicated to the Formula Student. It underscores our belief that creativity and innovation are key elements in solving global challenges. Our partnership with the E-Motion Racing Team Aalen e.V., which we also support as a sponsor in the context of the Formula Student Electric, demonstrates this commitment to groundbreaking technologies.
We proudly look back on an outstanding 2023 season and look forward to continuing to advance innovation, teamwork, and talent development in the automotive future.
Digitalization, globalization, rapidly accelerating communication, and daily technological innovations: As a society and as businesses, we increasingly face larger and more frequent challenges. Shaping the future is anything but simple. In short, we live in a VUCA world, according to various economic experts, journalists, and influencers.
What does VUCA stand for?
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIGUITY
Until 2019, many dismissed the abbreviation, originating from the US military and used to describe the post-Cold War multilateral world, as a trendy buzzword. However, the VUCA concept, developed by leadership experts Warren Bennis and Burt Nanus in 1987, is realistic and solution oriented. VUCA aims to analyze difficult situations, problems, and challenges from multiple perspectives and then strategically address them on several levels.
Tackling VUCA:
VISION
UNDERSTANDING
CLARITY
AGILITY
From March 2020, the outbreak of the COVID-19 pandemic made it clear that we were in a time of very uncertain outcomes. We had to globally adapt to facing challenging scenarios that surpassed anything seen before. Despite the uncertainty, it was our vision to retain our workforce.
As a medium-sized company, ACONEXT also had to face extreme VUCA challenges: Volatility, Uncertainty, Complexity, and Ambiguity became part of our daily business and work routine, especially during the initial lockdown. By the end of March 2020, numerous customer orders were halted or postponed. The economic situation, like for all other companies and industries, was challenging. Despite the uncertainty, our vision was to retain our workforce. It was clear from the beginning that we had to consider this as our paramount objective; without exceptions.
The management continued to operate mainly from our premises to be able to respond to all processes, changes, and government decisions with agility. Initially, we allowed our employees to work 100% remotely from home, if possible. This transition was relatively smooth for all of us, since a hybrid work model had already been part of our work culture at all our locations before the pandemic. Consequently, most colleagues were familiar with working digitally and from home. Additionally, we hardly had to invest more than usual in setting up home offices, as we had already cultivated this practice in the past.
We maintained parity in our approach across all employees, regardless of their employment status. As a result, over 80% of our workforce operated remotely. However, management and leadership continued to operate predominantly from our premises to maintain agility in responding to evolving processes, changes, and governmental directives.
We acted on the understanding that following an economic crisis, a new upswing would inevitably follow, and from the necessity of retaining our expertise in-house to prevent a potential shortage of skilled workforce in the near future.
Meeting our workforce with honesty and understanding at all times resulted in the majority feeling supported and secure. Despite implementing measures such as short-time work, which made the situation challenging for everyone, at ACONEXT, we prioritized transparency to minimize uncertainty for our employees. Clarity was key in this regard.
The entire staff received regular updates and were kept informed by the company’s leadership. Within each team, there was a continuous effort to gather feedback on the well-being of individual team members. By consistently approaching our workforce with honesty and understanding, the majority felt well-supported and secure. Moreover, despite the circumstances, we didn’t observe an increase in health-related absences throughout the entire period. For colleagues facing challenges due to the pandemic, we offered close, personal support.
ACONEXT today:
Our prediction that the overall situation would improve proved correct, as ACONEXT began to see a slight upward trend from May 2020 onwards. From October 2020 until mid-2021, we experienced a very solid recovery phase, and since 2022, we have been back in a stable growth phase.
In the face of challenges, we strived not to perceive the situation as a threat, but rather as a chance for growth. The crisis became a shared chance for our workforce, especially within individual teams, to grow even closer together. Thanks to courage, solidarity, and perseverance, we succeeded in overcoming the pandemic and its effects united. Between March 2020 and January 2024, our team grew from just under 300 to now more than 650 employees. We can proudly claim that, thanks to our focus on the people behind our company, we were able to turn a very difficult situation into a success story.
