This case study describes the successful resolution of a complex challenge by an internationally active automotive supplier. The core of the project was the development of a technologically advanced instrument panel system for a European OEM with multiple brands.
As Program Manager International, I took full project responsibility – from the concept phase to six months after the series launch. The task was characterized by immense time pressure, numerous technical changes, and the need to build a high-performing, interdisciplinary team.
The project-specific responsibility included not only the technical implementation but also the proposal preparation and continuous negotiation of technical changes with the customer. An agile organizational model – referred to internally as "company within a company" – was implemented to manage the project, which allowed for extensive decision-making authority within the project structure.
The central challenge was the development of an innovative and technologically demanding interior module under very tight time constraints. Over 250 technical changes had to be integrated during the development phase – directly impacting components, tools, and production processes.
At the same time, it was necessary to meet the technical and commercial requirements across several European locations – including Southern Europe, Central Europe, and the OEM headquarters. Coordinating stakeholders, building a stable project team, and providing regular on-site management over a period of approximately 2.5 years were key operational tasks.
To successfully implement the project, it was managed within an independently operating organizational unit. Within this structure, project-specific decisions could be prepared and made autonomously.
The high frequency of changes was handled with a clearly structured change management process and continuous communication with the customer. All key interfaces – both internal and external – were actively involved.
In parallel to the day-to-day operations, a dedicated and high-performing project team was built, integrating both technical expertise and commercial management. Through personal presence and daily coordination with the customer, trust was strengthened in the long term.
Despite complex requirements, the series launch at all involved European locations was completed on time. The project was fully realized within the budget framework. All revenues from change management were invoiced.
A technological highlight was the successful implementation of the first invisible airbag solution within the OEM. The chosen agile organizational approach enabled quick decisions and fostered intensive collaboration with the customer.
The professional execution and communication strength led to the company being permanently recognized as a strategic development partner for subsequent projects.
An internationally active automotive supplier took on the responsibility for relocating a complex interior project to a Southeast American production site. The goal was to end prototype production in Germany and promptly transfer all production equipment for series production to the USA.
The project was part of a strategically important series launch for a roadster model by a premium OEM. The customer expected a seamless transition to series conditions – without production interruption. The task involved not only the logistical transfer of production equipment but also establishing a functioning on-site presence of the product team.
The technical and logistical challenge was the relocation of around 80 pieces of equipment – including tools for injection molding, lamination, foaming, assembly, painting racks, and welding fixtures – within a short period.
Part of the equipment had to be transported via heavy-duty transport. At the same time, close coordination with the purchasing and development organization of the premium OEM was essential to fully implement all technical requirements.
Additional pressure was created by the need to attend management meetings both at the US site and the European headquarters of the OEM, requiring significant travel effort.
A detailed, realistically coordinated communication and project management plan ensured structural control over the project progress.
Daily meetings with all relevant departments of the OEM ensured that coordination was transparent and fully documented. The production ramp-up was systematically prepared with a clear timeline and a list of actions.
The product team established in Germany was fully transferred to the USA, where it accompanied the industrialization, addressed critical issues on-site, and coordinated the transfer of production equipment.
Participation in relevant management meetings on both continents strengthened customer relationships and reinforced the project team’s position as a reliable partner.
Series production at the new location was successfully launched on schedule – without interruptions or escalations.
The operational implementation proceeded as planned and met all the OEM's requirements. The customer relationship was strengthened, follow-up orders were prepared, and the supplier's site in the USA was established as a full-fledged series supplier.
The result is a reflection of forward-thinking planning, proactive communication, and a disciplined implementation culture.
This case study highlights the successful short-term takeover of the sales and project department of an internationally operating supplier of fluid management systems.
The mandate arose due to illness and included responsibility for the leadership and development of the department for Tier-1 customers – in an environment with high complexity and intense customer expectations.
The focus was on managing technical and commercial projects as well as building a reliable, high-performing team. In addition to operational leadership, great emphasis was placed on designing onboarding and offboarding processes to strengthen the team structure and efficiently support personnel transitions.
The central challenge was leading a young, partly inexperienced team under high pressure from customer projects.
The technical requirements and economic expectations from customers were high – especially in direct contact with two major Tier-1 partners from the automotive industry. In addition to strategic management and operational excellence, it was necessary to establish clear structures within the team, conduct negotiations professionally, and harmonize the interfaces between sales and project management.
To successfully implement the project, a combination of open communication, pragmatic leadership, and targeted employee development was used.
Technical issues were efficiently managed through clear prioritization and continuous project controlling. At the same time, customer communication was professionalized – through aligned points of contact, reliable project goals, and transparent coordination.
Operational responsibility for managing the key customers was also in my hands – with the goal of building trust while simultaneously increasing the team's performance. The focus was not only on short-term improvement but also on building a stable organizational unit with clear roles and responsibilities.
The department was successfully established within the corporate group – despite the initially temporary scope of the mandate.
The customers were convinced by the clarity in communication and the quality of implementation. Internally, a robust structure was created that proved to be sustainable. The team members noticeably developed, cohesion grew, and project responsibility was increasingly taken on independently.
Over a period of 30 months, the sales and project department achieved a lasting impact – with a measurable contribution to customer success and organizational development.
A leading manufacturer in metal processing was undergoing an extensive restructuring phase, triggered by the sudden replacement of the previous management.
In this sensitive situation, I took on the responsibility as Chief Sales Officer (CSO) and a member of the executive board for the sales department with around 35 employees. The task was to secure the operational business, stabilize customer relationships, and simultaneously lay the foundation for a sustainable continuation forecast according to IDW S6.
Special focus was placed on reorganizing the leadership structure, developing relevant sales metrics, and the targeted integration of existing high performers.
In addition to rebuilding internal trust, it was crucial to immediately ensure the operational functionality of the department.
The situation was marked by uncertainty, stalled communication, and the pressure to avoid jeopardizing ongoing orders. At the same time, critical project data, customer contract documents, and financial metrics had to be structured and prepared for the continuation forecast and further restructuring measures.
At the same time, it was necessary to identify key individuals within the team, provide targeted support, and thus re-establish the leadership of the department.
An open and professional communication strategy, combined with clear operational presence, formed the foundation for the restructuring.
Within the team, a stable leadership structure was created through targeted discussions, transparent task distribution, and the consistent onboarding of a new sales manager. Decision-relevant data was provided on time – both for internal management and external stakeholders.
Externally, direct, solution-oriented communication with customers successfully safeguarded planned projects and significantly strengthened the trust base. The CSO acted as a reliable integration figure between sales, management, and customers.
The sales department was organizationally stabilized and fully secured operationally. Key performers were strategically integrated into critical positions.
The complete preparation of all relevant customer and contract data enabled the development of a coherent continuation forecast.
In the customer environment, it was possible to motivate key partners to continue working together – supported by trustworthy communication, professional metric work, and operational reliability.
The organization emerged from the phase of uncertainty with a strengthened sense of identity, clear responsibilities, and the ability to act sustainably and effectively.
A medium-sized supplier in plastic processing underwent a self-administration insolvency process. The goal was to maintain customer communication and sales without operational interruption.
The mandate included assuming operational sales leadership for the company's largest OEM group – with direct responsibility for communication, risk coordination, and project progress. The task was further complicated by pandemic-related restrictions and the psychological strain on internal teams.
The biggest challenge was positioning the company as a reliable, system-critical Tier-1 supplier to the OEM group – despite the ongoing insolvency proceedings.
In addition to the operational maintenance of the quotation process, cost calculation, and series support, a robust interface between sales, purchasing, and risk management was required. It was essential to continuously manage critical projects, mitigate risks, and maintain the trust of key customers under challenging conditions.
The solution lay in the targeted establishment of a communication interface with the OEM group.
Daily coordination with all relevant contacts – primarily digital – enabled continuous transparency. At the same time, the internal sales team was stabilized through motivating on-site meetings and clear process structures.
The proactive management of the information flow enabled not only reactive risk assessment but also strategic trust-building. The focus was on consistent implementation, complete feedback, and secure process management – both internally and towards the customer.
The measures led to the company being officially classified as a system-critical supplier.
The OEM group not only maintained all ongoing projects but also significantly expanded the business after the takeover by a new investor consortium.
The customer communication maintained during the crisis and the consistently followed sales processes were crucial in ensuring that trust was not only preserved but also expanded. The company emerged from the restructuring phase stronger – with stabilized customer relationships and a clear market position.
This case study describes the successful establishment of a dedicated business unit to serve an international OEM with several premium brands.
The goal was to strengthen the company’s position in the highly competitive interior market and evolve from a supplier of individual components to a recognized module supplier with system responsibility.
The mandate included not only strategic customer development but also the creation of a reliable network within the brand organization, the establishment of new and existing production sites, and the leadership of an interdisciplinary team.
The central challenge was to establish a sustainable foothold in the competitive environment of interior products while simultaneously creating structures that would enable long-term collaboration with the OEM.
In addition to the technical and organizational complexity of the projects, it was necessary to build trust in the supplier’s capabilities. This included the simultaneous development of a dedicated engineering and sales team, specifically prepared to meet the requirements of the brand organization.
Furthermore, existing and new plants in Germany, the USA, and the UK had to be aligned with the OEM’s standards and expectations and potentially involved in the process.
The implementation was carried out through a strategic market entry with weekly on-site meetings at the OEM headquarters.
In addition, systematic potential analyses were conducted at all relevant locations to identify and solidify interfaces with purchasing, development, quality, and production of the brands.
The internal team was prepared for the project-specific requirements through targeted training, coaching, and leadership support. Customer communication was consistently and collaboratively aligned at all levels. The combination of presence, technical expertise, and sustainable teamwork led to growing trust with the OEM.
The new business unit was successfully established. The OEM quickly became a strategic growth partner.
Close collaboration led to the multiplication of development projects as well as the successful acquisition of several series orders at international locations.
The supplier’s market position was significantly strengthened through the systematic transformation into system responsibility – with long-term, profitable business relationships and a clear positioning in the interior segment.
A provider of retrofit solutions in automotive electronics aimed to position itself as a development supplier for original equipment in the automotive segment.
The company had extensive experience in the aftermarket and was particularly known for products such as hands-free devices and navigation systems. However, the market conditions required a strategic realignment to successfully establish itself in the OEM business. The focus was on technological expertise, structural adjustments, and a redefinition of the business model towards becoming a solution partner.
The challenge was to shift the company from its role as a mere retrofit supplier and establish it as a reliable development partner in original equipment manufacturing.
This meant not only focusing on core technological competencies – such as in electronics, plastic processing, and toolmaking – but also building separate organizational structures to support both the aftermarket and OEM business.
Furthermore, a shift in mindset was necessary: moving away from a commercial product towards a customer-specific system solution. At the same time, existing manufacturing capacities in cost-effective regions had to be efficiently integrated.
As part of the realignment, specialized sales and development teams were established – each tailored to the requirements of the target markets.
The product portfolio was deliberately streamlined to consolidate resources for customer-specific developments. The internal shift towards a solution provider was supported through targeted leadership, processes, and communication.
The organization was aligned in such a way that OEM requirements regarding project management, target costing, auditability, and quality management could be systematically met. At the same time, business development was strategically directed towards the OEM market – with clear target customers, customized offerings, and technical expertise.
The company successfully established itself as a development supplier in the OEM environment.
Several notable projects – including USB interfaces and integrated telephone systems – were acquired and reliably implemented.
The auditing by OEMs confirmed the process maturity and product quality. The consistent realignment led to a sustainable expansion of market position – while simultaneously increasing efficiency in development, production, and sales.
Achim Bartelheimer
Radbrink 10
32584 Löhne
Germany
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