Automotive: what I learned in twelve years at BMW
Published on 24 September 2026 · 4 min read
I got to know the automotive industry over twelve years at BMW – in five functions, from global quality management to staffing new plants. Here is what I took away for manufacturers and suppliers.
Plant build-up in Brazil: 1,500 employees
For the plant build-up in Brazil, we recruited around 1,500 employees together with an external service provider. I learned how much clear profiles, reliable processes and close steering of the provider matter.
Plant build-up in Mexico: 4,500 employees
In Mexico, I hired around 4,500 employees with a dedicated plant recruiting team – from production staff to managers. Keeping speed and quality at the same time was the real task.
HR for the Americas
I then headed HR Services for the Americas and at the same time led the HRI project for the Americas: standardising HR processes and introducing SAP HR, both in parallel.
What this means for your business
A new site succeeds or fails with its people. Clarifying profiles, processes and responsibilities early means faster hiring and consistent quality.
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Transparency, image credits and advertising disclosure
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