Guido K.
Interim head of an OEM task force
Experience
Jan 2024 - Dec 2025
2 yearsInterim head of an OEM task force
- For relocating components, tools, and equipment of a global automotive Tier-1 supplier in insolvency.
Jan 2024 - Dec 2024
1 yearConsulting for a global automotive plant manufacturer
- On setting up a new OEM e-motor assembly line.
Jan 2023 - Dec 2023
1 yearChina
Consulting for a global automotive supplier (Tier-1)
- On localization in China.
Jan 2022 - Dec 2023
2 yearsConsulting for a global automotive software engineering provider (Tier-1)
- On internationalization.
Jan 2018 - Dec 2021
4 yearsXiamen, China
Guest lectures
OneMBA
- For an executive MBA program of five business schools from Europe, America, and China (Xiamen).
Jan 2017 - Dec 2021
5 yearsFuzhou, China
Guest professor
Fuzhou University, Institute of Economics and Management
- MBA lectures
Jan 2016 - Dec 2021
6 yearsFuzhou, China
President & CEO - Executive Board Member Daimler Greater China
Fujian Benz Automotive Co.
- Purchasing, production, and sales of Mercedes-Benz Vans in China; development of vehicle components – sales €1.6 bn, 3,200 employees
- President & CEO of the company, a joint venture majority-owned by BAIC (China) and Daimler
- China Executive Mercedes-Benz Vans and Executive Board Member Daimler Greater China
- Improved production and supplier performance (efficiency, cost, quality)
- Outsourcing and restructuring of sales, marketing, product, and program management
Jan 2012 - Dec 2015
4 yearsStuttgart, Germany
Executive Member Product Group Compact Cars
Mercedes-Benz
- Budget > €100 m, 50 employees
- Global production planning and engineering within Product Group Compact Cars
- Global production planning e-Drive, setup of various production joint ventures
- Relocation of a compact car model’s production to a contract manufacturer (Finland)
- Setting up a joint venture with a Japanese OEM to build a vehicle plant (Mexico)
Jan 2007 - Dec 2011
5 yearsStuttgart, Germany
Director Business Unit Foundries and Forgings
Mercedes-Benz
- Budget > €100 m, 3,200 employees
- Strategy process to define the future product portfolio
- Entry into new technologies (steel casting) and new components (body parts)
- Exit from iron casting, outsourcing (tendering) of the brake disc business
- Programs and projects on efficiency, quality, and cost
Jan 2005 - Dec 2007
3 yearsStuttgart, Germany
Director Global Turnaround Programme Office
Mercedes Car Group (MCG)
- Budget > €200 m, 15 office staff, 3,000 (part-time) project staff, co-management of 70 external consultants. Direct report to the COO MCG.
- 40 work packages, entire value chain, profit improvement from 0 to 7% RoS
- Introduction of vehicle platforms and module strategy in development and purchasing
- Plant efficiencies through implementing harbour logic ('Hours per Vehicle')
- Purchasing initiative and realignment of administrative areas
Jan 2003 - Dec 2005
3 yearsGermany
Managing Director and Head of Engine Plant
MDC Power GmbH
- Sales > €500 m, 600 employees
- Establishment of a joint venture between Daimler and a Japanese OEM
- Setup, commissioning, and series production of a greenfield engine plant in Thuringia
- Implementation of lean production and flat hierarchies
- Outsourcing of tool management, maintenance, and logistics to external companies
Jan 2001 - Dec 2003
3 yearsBremen, Germany
Head of Passenger Car Assembly
Mercedes-Benz
- Budget > €50 m, 1,200 employees
- Assembly – interior fitting and pre-assemblies (cockpit, doors), 250,000 cars per year
- Managed 4 team leaders, 60 foremen, and 1,200 employees in three-shift operation
- Implemented a CIP with temporarily released team leaders and foremen
- Projects for process stabilization, efficiency increase, and quality improvement
Jan 1998 - Dec 2001
4 yearsMagdeburg, Germany
Branch Manager
Mercedes-Benz (MB)
- Sales > €300 m, 400 employees
- Sale of new and used vehicles (cars, vans, trucks) and aftersales
- Managing regional franchise partners (aftersales and customer referrals)
- Simultaneously project manager for strategic realignment of the sales organization in Germany
- Simultaneously project manager for strategic realignment of the global sales organization
Jan 1996 - Dec 1998
3 yearsBuenos Aires, Argentina
Head of Marketing Argentina
Mercedes-Benz Argentina
- Budget > €15 m, 30 employees
- Market launch of Mercedes-Benz Sprinter in Argentina
- Restructuring of national sales regions, introduction of new dealer management
- Know-how transfer from Germany and USA to Argentina
- Planning and implementation of a change process in sales ('Proyecto Comercial')
Jan 1994 - Dec 1996
3 yearsStuttgart, Germany
Senior Manager – Board Assistant
Mercedes-Benz (MB) and Daimler-Benz AG
- Budget > €20 m
- Board assistant MB Car Development, then in Daimler-Benz sales
- Managed the executive office, board’s office management
- Independently initiated, coordinated, and tracked board-relevant topics
- Participated in the MB change process ('TQM') of car development (8,000 employees)
Jan 1993 - Dec 1994
2 yearsStuttgart, Germany
International Talent Group
Daimler-Benz AG
- Car predevelopment – driving tests with 100 battery-electric C-Class cars
- Car predevelopment – contribution to strategy development of a directorate
- Van plant Vitoria – study on outsourcing IT activities to an external service provider
- Van plant Vitoria – involvement in IT changeover to a new production control system
Jan 1992 - Dec 1992
1 yearMataró, Spain
Doctoral student
Procter & Gamble España
- Intralogistics project in a detergent plant
Jan 1991 - Dec 1991
1 yearBrussels, Belgium
Doctoral student
BASF Belgium
- Total Quality Management (TQM) concept for a wholesale organization for paints and coatings
Jan 1987 - Dec 1987
1 yearUnited Kingdom
Diploma candidate
Philips Lighting
- Concept for cleaning cycles (planning and implementation) for highway lighting
Jan 1987 - Dec 1987
1 yearMunich, Germany
Diploma candidate
formerly Unternehmensberatung München (UBM)
- Participation in an industrial project at VOEST Alpine, Austria
Summary
Over 30 years of management and consulting experience in the international automotive industry (OEM and Tier-1) – since 2022 as a business consultant and interim manager. I advise and support OEMs, suppliers, and plant manufacturers in the automotive industry to strategically use industry changes to their advantage and implement them operationally. My focus is on exceptional business situations – when a focused, time-limited, and sustainable approach is needed to stabilize or increase operational performance and company value.
Languages
German
NativeEnglish
AdvancedSpanish
AdvancedEducation
Oct 1989 - Jun 1993
RPTU Kaiserslautern-Landau
Dr. rer. pol. · Business Administration/Corporate Management · Kaiserslautern, Germany
Oct 1982 - Jun 1988
TU Darmstadt
Dipl.-Wirtsch.-Ing. (MB) · Industrial Engineering · Darmstadt, Germany
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