Dietmar Fuchs

Internationally experienced managing director (CTO & COO) with in-depth knowledge of the automotive, e-mobility, high-voltage battery technology, aerospace and defense sectors Strong leadership personality with high analytical skills and high intercultural competence due to several years of international assignments Experienced in managing multiple national and international remote locations e.g. in Europe, North America, the Middle East and Asia High acceptance among customers, suppliers, partners and universities Innovator and motivator who inspires employees as well as customers and partners Expertise in high-voltage batteries and HV electrical systems, vehicle construction, interior, exterior, sensor technology (e.g. ADAS), electronic hardware and software, UI/UX, … Expert in LEAN and Six Sigma (Black Belt), and the Toyota Production System (TPS) Introduction and improvement of technology roadmaps and product strategies Quick learner and with rapid adaptation abilities, who achieves above-average results in new topics, technologies or business areas

• 09/01/22, 12/31/24, Diehl Advanced Mobility GmbH (DAM), Zehdenick, Brandenburg, Managing Director (CTO & COO), Diehl Foundation & Co KG, Nuremberg, approx. € 3.9 billion, approx. 17,700, Aviation, Controls, Defense, Metal & Metering
• 04/01/17, 08/31/22, LEONI, Weißenburg, Bavaria, Director Business Unit Solutions, Director Research & Development, € 5.1 billion, > 100,000, Wiring Systems, Wire & Cable
• 01/01/15, 03/31/17, Toyota of Saudi Arabia under Abdul Latif Jameel, Jeddah, Makkah, Saudi Arabia, Director Quality Assurance, Purchasing & Supplier Development, Toyota Motor Corporation, 27.7 billion ¥ ~ € 170 billion, 364,400, 8.97 million
• 03/01/11, 06/30/14, MAN Truck & Bus, Munich, Bavaria, Head of Quality Inspection and Monitoring Department, € 9.1 billion, 34,800, approx. 141,000, 11
• 05/01/07, 02/28/11, BMW, Munich, Bavaria, Head of Quality Management Complete Vehicle, € 60.5 billion, 95,450, approx. 1.46 million (RR, BMW, MINI and BMW Motorcycles)
• 01/01/05, 04/30/07, BMW, Munich, Bavaria, Head of the integration team for display and operating concepts
• 10/01/01, 12/31/04, BMW, Palo Alto, CA, USA, Leading the concept team for a future scalable interior and display operating concept
• 08/01/98, 09/30/01, BMW, Munich, Bavaria, Component Manager, Head Unit & Rear Seat Entertainment (RSE)

• Graduate engineer in mechanical engineering (aerospace engineering), TU Munich
• Master of Business Administration (Finance), University of Wales, Cardiff

• Management of larger organizational units: Product and production process development, production, purchasing, quality (QM, QA, SQA) and project management
• Development and production responsibility for components, subsystems, systems and complete vehicles in automotive engineering and other technical sectors
• Responsible for development, purchasing, production or quality for up to 11 vehicle & component plants or 3 development, purchasing and SQA locations
• Management and responsibility for aftersales support for approx. 100 dealerships
• Many years of experience in the development of small to large series production of cell contact systems and other components for high-voltage batteries (prismatic cells or round cells, sense path as cable harness, FPC, WPC or in wire laying technology), as well as for components outside the HV battery such as inverters, power electronics
• Experience in the development of electrics / electronics (HW and SW), as well as UI & UX
• Experience in metal stamping, injection molding, as well as electroplating and painting
• Experience in the relocation of tools, products and production lines
• Digitalization and Industry 4.0 expertise, e.g. for controlling and monitoring technical processes and supply chain management
• Initiator and holder of patents on mechatronic and heat conducting components
• Partner of well-known universities in Government funded research projects
• Expertise in carrying out internal and external assessments and audits to monitor quality and identify potential for improvement
• Development and implementation of training programs for internal employees (e.g. LEAN, Six Sigma) and supplier employees (e.g. 8D, SPC)

• Evaluation and management of business processes and investments from a commercial perspective
• Introduction and improvement of KPIs in the subordinate departments
• Introduction to advanced usage of PDM/PLM and ERP systems
• Improvement of short and medium-term planning and the associated controlling, introduction of the Hoshin Kanri method
• Purchasing responsibility for approx. 1000 active part numbers and approx. 100 million US$
• Launch, ramp-up and ramp-down management from a technical and commercial perspective
• Establishment of new departments and divisions
• Relocation of products and production areas (national and international)
• Further development of management systems in accordance with the following standards: IATF 16949 / ISO 9001 / ISO 14001/ ISO 45001 / ISO 50001/ EMAS
• Continuous improvement of employee satisfaction, as well as further development of the organization and processes in terms of business excellence and EFQM to increase sales, profitability and overall performance