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Members of the Executive Board

Members of the Executive Board

Dr. Oliver Blume
Chairman of the Executive Board
Lutz Meschke
Deputy Chairman of the Executive Board, Finance and IT
(until February 25, 2025)
Barbara Frenkel
Procurement
Andreas Haffner
Human Resources and Social Affairs
Sajjad Khan
Car-IT
Detlev von Platen
Sales and Marketing
(until February 25, 2025)
Albrecht Reimold
Production and Logistics
Dr. Michael Steiner
Research and Development

Changes to the Executive Board at Porsche:

Dr. Jochen Breckner has assumed responsibility for Finance and IT, and Matthias Becker is now in charge of Sales and Marketing. They succeed Lutz Meschke and Detlev von Platen, who left the company by mutual agreement.

Dr. Jochen Breckner
Member of the Executive responsible for Finance and IT
(since February 26, 2025)
Matthias Becker
Member of the Executive Board responsible for Sales and Marketing
(since February 26, 2025)
Dr. Oliver Blume
Chairman of the Executive Board
”Self-reflection and continuous improvement are a key element of our Porsche identity.”
How would you characterize yourself?

I am a team player, a sportsman, and a family man—and someone who always thinks in terms of opportunities.

Who has inspired you the most?

I count myself lucky to be able to meet so many great people in my life; people from lots of different fields, both professional and personal, with a wide range of backgrounds and points of view. Over the decades, I have been able to experience many different cultures and values and I’ve personally learned a lot from them. This has shaped me and, still to this day, it never fails to inspire me.

What characteristics must your department preserve into the future?

I see the management team, including myself, in the role of a player-coach. We are responsible for overarching functions such as strategy, communication, quality, auditing, legal, and compliance, but also for our model lines. This requires the greatest flexibility. We are experts and generalists rolled into one, keeping one eye on the details and the other on the big picture.

And where is there a need to go back to the drawing board?

We constantly ask ourselves how and where we can improve. It is an integral part of our culture at Porsche—as well as our work in management. The world is becoming more and more complex. Geopolitical tensions are rising. Frameworks, markets, and customer requirements are evolving rapidly. We must be able to react optimally in this environment. And better still: operate proactively. This is the reason why we made further updates to our Porsche strategy in 2024 and sharpened our focus on the four core subject areas: customer, products, sustainability, and transformation. It will chart a clear course for the future.

Lutz Meschke
Deputy Chairman of the Executive Board and Member of the Executive Board responsible for Finance and IT
(until February 25, 2025)
”We are an internal adviser and a confident driving force that helps form strategic decisions.”
How would you characterize yourself?

Someone with clear boundaries. Challenging and supportive. I am always candid and I speak transparently—to colleagues on all levels.

Who has inspired you the most?

My childhood idol: the soccer player Günter Netzer. His technique and understanding of the flow of the game were unrivaled. He was unorthodox. He was also able to just let some things pass. Nevertheless, he proved himself beyond a doubt and everyone followed his lead, both on and off the pitch. I met him in person a few years ago. I am pleased to say that he lived up to his reputation.

What characteristics must your department preserve into the future?

In the past, for the most part, Finance was only responsible for bookkeeping and strict cost management. Today, it is the company’s strategic copilot. It is important to me that the department is not merely seen as an administrative database. It should be seen as an internal adviser and a confident driving force that helps to form strategic decisions. To other departments, it is an equal partner that helps implement projects, business models, and strategic initiatives.

And where is there a need to go back to the drawing board?

The world has become more complex and volatile—and in turn less predictable. Disruptive events like pandemics, breaks in global supply chains, or geopolitical changes are happening more and more frequently. That’s why we have structured our processes to be significantly more flexible than in the past, especially with regard to planning and forecasting, as these play a key role in corporate governance. We even use new technology, such as AI, to do this. It provides unparalleled opportunities that we absolutely must seize.

Barbara Frenkel
Member of the Executive Board 
responsible for Procurement
”It is crucial to never lose sight of opportunities, even in challenging situations.”
How would you characterize yourself?

I am a positive and optimistic person who never loses sight of opportunities, even in challenging situations. I am curious and very much enjoy working with new technology. Reliability and passion are incredibly important to me because I believe that I am successful whenever I do something that is really close to my heart.

Who has inspired you the most?

I am inspired by people who excel and make their dreams come true despite adversity. It could be a handicapped athlete who wins an Olympic medal. Or Sally Ride, the first American female astronaut. She had to overcome a lot of obstacles to make her greatest dream come true. I like to be inspired by thrilling stories—at certain stages in life or in certain situations.

What characteristics must your department preserve into the future?

Resilience, especially personal resilience, is crucial. After all, we are constantly forced to deal with change and challenges to the point of crisis management. We also support suppliers in financially strained situations. This requires not only professionalism, but also a strong sense of responsibility, in order to obtain the best outcome possible for the companies involved.

And where is there a need to go back to the drawing board?

The transformation of our industry requires us to modify our supply chains and, in some cases, restructure them to be even more resilient. It is important to recognize and utilize opportunities: attract new, innovative, and suitable suppliers, cultivate partnerships, formulate efficient contracts, and accelerate development processes.

Andreas Haffner
Member of the Executive Board 
responsible for Human Resources and Social Affairs
”We need empathy, especially in the age of artificial intelligence and digitalization. To be able to think and act as a team. That makes us unbeatable.”
How would you characterize yourself?

Inquisitive and empathetic. I love to immerse myself in new subject areas through podcasts, books, or even conversations with colleagues from a wide range of fields. It creates an unbelievably enriching variety of perspectives.

Who has inspired you the most?

I am most impressed by people who show some backbone. People who stand up for what they believe in. People like Albert Schweitzer, winner of the Nobel Peace Prize. Through his ethical commitment and humanitarian work as a doctor in Africa, he made an impact that can still be felt today. People who make the world a better place. I find the work of Alfred Herrhausen, the former Chairman of Deutsche Bank, similarly inspiring. His visionary advocacy for social responsibility to be more deeply anchored in business is more relevant than ever. Economic success and social commitment are inextricably linked.

What characteristics must your department preserve into the future?

I see strong cohesion in the day-to-day work of our department. We truly embrace the value of “Family” from our Porsche Code. We must preserve this team spirit.

And where is there a need to go back to the drawing board?

We should move away from old habits and, in particular, continue to systematically reduce the red tape. We must make greater use of new technology, such as artificial intelligence, in our projects and processes. This gives us more time to do ful­filling and productive things. We can make time for people.

Sajjad Khan
Member of the Executive Board 
responsible for Car-IT
”We all must work together to shape the digital future of Porsche. Together and on a par with experts from all fields.”
How would you characterize yourself?

I see technology as a transformative force and turn innovations into real solutions for our customers. My approach is vision based, yet also strongly aligned with the Porsche experience. Close collaboration with fellow experts is of particular importance to me. This is the only way to overcome complex challenges. My goal is to shape the digital future of Porsche and, in so doing, preserve the unique identity of the brand.

Who has inspired you the most?

Konrad Adenauer’s ability to set clear goals in a time of upheaval and then work to accomplish them with equal amounts of vision and pragmatism was inspiring. In particular, I was struck by his confidence in Germany’s capacity to flourish again and become an economically strong country, even after such difficult times. Adenauer had the courage to move in new directions without straying from his country’s values. This quality is just as relevant today, especially in an industry that is currently reinventing itself.

What characteristics must your department preserve into the future?

Software development at Porsche should remain focused on maximum creativity, functionality, and customer centricity in the future. Not unlike a well-balanced meal, it is all down to the optimal integration of digital technology. To date, no one has created a car quite like the Porsche 911. Our task is to take this icon into the future with innovative software. The crucial part remains finding the perfect harmony between the software and all the other components of the car.

And where is there a need to go back to the drawing board?

You need the right mindset to develop a software-defined vehicle: software must be part of the development process from the outset. That’s why we are transitioning to a software-first approach, supported by flexible working models like the “liquid organization.” This enables teams to collaborate in an agile manner across departments and respond to changes in the market with greater speed. In this context, it is important to actively involve employees in order to drive this cultural change.

Detlev von Platen
Member of the Executive Board 
responsible for Sales and Marketing
(until February 25, 2025)
”The need to excite customers is what drives us most—with an extraordinary product and brand experience that gets their pulses racing.”
How would you characterize yourself?

As open-minded and cosmopolitan—if only because of my international background. I value different perspectives, listen, and am able to put myself in the shoes of the person I am talking to. I am a pragmatic team player and am always focused. I like to think I’m always two or three steps ahead. I love a challenge and new things, and I never want to remain static. There is only one of me, by which I mean that I am authentic. And I never lose my sense of humor.

Who has inspired you the most?

I am not thinking about one person in particular. Instead, I think that motorsport is a great example for me of the right mindset. I can feel that irrepressible joy of always wanting to compete against the best: with lots of pioneering spirit, even more passion, and yet still—despite any success—always a degree of humility.

What characteristics must your department preserve into the future?

To be open, to listen, and to learn from others. To stride forwards with courage, remain positive, and never give up. We must learn the right lessons from defeats and share success stories with others. Even in challenging times, our dreams inspire us to continue on our path—as a promise of an extraordinary brand and product experience.

And where is there a need to go back to the drawing board?

Whenever there is change, it is clear that the customer will always remain the top priority, even in the future. Otherwise, there are no barriers to our thinking. Barriers don’t suit my personality. Change is happening at an increasing pace and AI-based tools are becoming ever more important to us, as they are in all areas of the company. Customers should be able to come into contact with the Porsche brand anytime and anywhere. Online offerings and the physical world of Porsche transition seamlessly into one another, but I see a lot of scope for innovation here.

Albrecht Reimold
Member of the Executive Board 
responsible for Production and Logistics
”Setting clear targets, leading the team by example with my own approach, and showing appreciation.”
How would you characterize yourself?

I would describe myself as setting clear targets, leading the team by example with my own attitude, and showing appreciation. As I always say, “You have to be in love with success.” This positive attitude brings success both individually and to the entire team, professionally as well as personally.

Who has inspired you the most?

I have been inspired by the American athlete Dick Fosbury. He revolutionized high jumping with the “Fosbury flop,” a technique consisting of a backwards flop. His style was initially met with ridicule, but is now standard practice in the high jump event. I have retained this principle of taking new approaches and utilizing innovations throughout my professional career. Even after decades in automobile manufacturing, the phrase “We’ve always done it that way” has never entered my vocabulary. I enjoy trying new things with my team.

What characteristics must your department preserve into the future?

Constant self-scrutiny has always been a hallmark of Porsche production. A good example of when we demonstrated this was when we started manufacturing the Taycan, when we built a factory within a factory in Zuffenhausen. Despite the limited space, we managed to build a cutting-edge facility in no time. We must preserve this attribute as we head into the future, in order to realize the dreams of our customers through innovations. The important thing is that this can only be done through close collaboration with other departments such as Technical Development, Sales, and Procurement.

And where is there a need to go back to the drawing board?

Our industry is currently undergoing the greatest transformation in its history—in terms of electric mobility, software and connectivity, but also production. We must forge ahead with the fully networked smart factory, both through the use of cloud solutions and AI as well as with regard to production processes. In the future, it will offer tremendous potential to head in new directions. To me, personally, it is extremely important that sustainability plays a key role in all innovations. Long-term entrepreneurial success can only be achieved through sustainable production—literally.

Dr. Michael Steiner
Member of the Executive Board 
responsible for Research and Development
”An understanding of complex technology paves the way for creativity and innovation.”
How would you characterize yourself?

I work with passion and a clear focus on the future and development of Porsche. I think it is important to push forwards with technical innovations without losing sight of the essence and tradition of the brand. I value precision and attention to detail, especially when it comes to realizing complex concepts in exclusive sports cars. I am driven by the challenge of combining the tried and tested with the new, and leading Porsche into a more sustainable future.

Who has inspired you the most?

Wilhelm Conrad Röntgen inspired me with his curiosity and application of theoretical models from nature. His X-rays made the invisible visible through experimental evidence. His approach really motivates me to understand complex technology and topics on a daily basis. This understanding is the foundation of the creativity that we need in order to develop innovations.

What characteristics must your department preserve into the future?

At Porsche, Technical Development must preserve its pioneering spirit and culture of innovation. One of our greatest strengths at the Weissach Development Center is the outstanding efficiency of our vehicle development and the skill of our engineers. Our goal is still to build the sportiest car in every segment. A Porsche is a marriage of driving pleasure, performance, and efficiency and gets better with every generation. This means that in the future, we will meet the changing requirements over the course of our transformation and remain true to our DNA.

And where is there a need to go back to the drawing board?

The pace of innovation in the software sector is increasing all the time. We therefore have to adapt our development processes and shorten development times. Cost efficiencies and the utilization of synergies remains crucial. Strategic partnerships help us focus on the essentials while increasing internal value creation in central areas. At the same time, data-driven development is indispensable for making the increasing complexity manageable.

Dr. Jochen Breckner
Member of the Executive Board 
responsible for Finance and IT 

(since February 26, 2025)
How would you characterize yourself?

I am level-headed and deliberate, down to earth and economical, but not miserly – quintessentially Swabian, both at work and at home with my family. Apolitical and always interested in the matter at hand and the best solution. Putting my heart and soul into representing the business conscience of the company has always been important to me in a variety of roles – and it still is.

Who has inspired you the most?

I have always been fascinated by jazz musicians, how they play together, improvise, and dare to try something new on the spur of the moment, all while being able to rely on each other. And by how something that might seem chaotic at first ultimately becomes something great. That is art in its truest sense. Applying this notion to a professional environment, I am fascinated when people improvise, react appropriately, remain flexible, and keep on finding new solutions, even if the situation seems challenging at first glance. Jazz musicians can teach you to establish structures quickly even in supposedly chaotic and dynamic situations.

Resume

1977

Born in Stuttgart

1997

Studied business administration at the University of Stuttgart

2000

Joined Porsche as an intern in Controlling

2004

Controller of subsidiaries

2008

Assistant to the Chairman of the Executive Board

2010

Head of Subsidiary Controlling

2012

Head of Product Controlling

2017

Head of Controlling

2018

Head of General Secretary and Corporate Development

2025

Member of the Executive Board responsible for Finance and IT at Porsche AG

Matthias Becker
Member of the Executive Board 
responsible for Sales and Marketing 

(since February 26, 2025)
How would you characterize yourself?

I am athletic, genuine, and open-minded with a lot of heart and passion. Structured but also creative. My family and friends matter a lot to me, and I value loyalty highly. Teamwork is a key aspect, as I strongly believe that we can accomplish more when we work together.

Who has inspired you the most?

As a teenager and as a student, I was very much into athletics. At the time, Carl Lewis was the dominant sprinter and long jumper of his era with nine Olympic gold medals and he was named world athlete of the century in 1999. Lewis was later dethroned as the fastest sprinter in the world by Usain Bolt. I like the way in which both men succeeded – they had a sporty, relaxed attitude combined with a clear focus on their goals. The great personal motivation and passion of both men, driven by the will to push boundaries, have shown that you can achieve a lot when you believe in your dreams and do your utmost to realize them. “Follow Your Dreams” …

Resume

1970

Born in Braunschweig

1990

Studied mechanical engineering at the Technical University of Braunschweig

1993

Internship, Volkswagen de México, Puebla

1996

International trainee program, AUDI AG, Ingolstadt

1997

Product Marketing, Audi UK, Milton Keynes

1998

Sales Manager (Scandinavia, France, UK), 
Audi Sales Europe

2006

Head of Sales in a joint venture with FAW-VW, Audi China, Changchun

2009

Head of Marketing, Volkswagen Germany, Wolfsburg

2013

Head of Sales Asia and Overseas, incl. China, Škoda Auto, Mlada Boleslav

2015

Head of Sales, Overseas and Emerging Markets Porsche AG, Stuttgart

2025

Member of the Executive Board responsible 
for Sales and Marketing at Porsche AG

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911 Turbo 50 Years (WLTP): Fuel consumption combined: 12.5 – 12.3 l/100 km; CO₂ emissions combined: 283 – 278 g/km; CO₂ class: G

Taycan Turbo GT with Weissach package (WLTP): Electrical consumption combined: 21.3 – 20.6 kWh/100 km; CO₂ emissions combined: 0 g/km; CO₂ class: A

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Where values are indicated as ranges, they do not refer to a single, specific vehicle and are not part of the offered product range. They are only for the purposes of comparison between different vehicle types. Additional equipment and accessories (add-on parts, tyre formats etc.) can change relevant vehicle parameters such as weight, rolling resistance and aerodynamics. These factors, in addition to weather, traffic conditions and driving behaviour, can influence the fuel electricity consumption, CO2 emissions, range and performance values of a vehicle.
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