- the foundations for the first centralised vehicle architectures as early as 2008. From 2010, vehicle interiors had taken on new significance, not just functionally, but as a key part of the vehicle’s brand identity and emotional design. Traditional materials such as wood and chrome were a thing of the past, replaced by modern surfaces where lighting became central to design and user experience. Robert was head of interior light, paying attention to how light was no longer incorporated as just a static decorative feature but a vibrant communication tool. It was this insight that led to the development of smart LED technologies, as Robert explains, “To make this work, we had to solve several technical challenges – achieving consistent colour across temperature extremes, enabling fast, reliable networking, and ensuring plug-and-play simplicity. These efforts culminated in 2015 with the introduction of ISELED – the first automotive smart LED – and later ILAS, which together enabled a completely new generation of interior lighting experiences. “These experiences – from digital displays to connected lighting – shaped my approach as CEO: combining deeper technical understanding with a strong sense of how innovation can define a company’s identity and create long-term value for customers.” When it comes to his role of CEO and how he approaches leading his team, Robert does so in a way that prioritises open communication, trust, and collaboration. He believes that innovation can only thrive when people feel empowered to share their ideas, use their own initiative, and also learn from their mistakes. He maintains an open-door policy and short decision paths, viewing this as essential toward success by keeping the team agile and ensuring every voice is heard. “A strong company culture doesn’t come from rules or slogans; it comes from consistent behaviour,” he states. “As leaders, we must live our values every day and demonstrate through our actions what we expect from others. For me, that means promoting transparency, encouraging creativity, and maintaining a constructive error culture where feedback and learning are part of our daily work. “Continuous communication – across all levels – ensures that everyone in the organisation understands not only our goals but also the “why” behind them. That shared understanding is what aligns us and drives the company forward.” So, what are the organisation’s goals? Robert tells us that over the past two years, the focus has been on strengthening the organisation and preparing for the next phase of growth, both in terms of technology development and scalability. This year, the business is entering a decisive phase: its product offering is becoming available in significantly higher volumes, and it expects to experience substantial growth across its key markets. At the same time, it is expanding its existing product lines and investing heavily in the next generation of technologies to define the coming decade. “These efforts will ensure that we not only keep pace with market demands but continue to set new standards in automotive data communication and smart system integration,” says Robert. “This momentum also requires the continued expansion of our organisation – attracting new talent, strengthening our structures, and fostering innovation at every level.” He concludes, “The goal is clear: to build sustainable, long-term growth powered by technology leadership and strong partnerships.”
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