Procurement
Sales and Marketing
Finance and IT
Deputy Chairman of the Executive Board, Research and Development
Chairman of the
Executive Board
Human Resources and
Social Affairs
Car-IT
Production and Logistics
I am a team player, a sportsman, and a family man—and someone who always thinks in terms of opportunities.
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.
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.
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.
Someone with clear boundaries. Challenging and supportive. I am always candid and I speak transparently—to colleagues on all levels.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
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.
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” …
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
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
