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.