F O C U S 2 5
URS GERSPACH
EXECUTIVE VICE PRESIDENT TEST SYSTEMS AND GLOBAL OPERATIONS
After studying Aerospace Engineering at the Technical University in Munich,
Urs Gerspach started his career as development engineer at BMW Rolls-
Royce in 1992. Starting off as project manager, he soon became group
manager followed by head of department. He managed the test facility
instrumentation department before joining AVL as new specialist team
leader in the field of exhaust emission measuring systems in 1999.
In 2004 he was appointed manager of the AVL Test Factory, a position he
held for more than 13 years. In 2008 he also took over the technical responsibility
for all global AVL Test Factories and acted as a major driving force
behind their expansion. On July 1, 2017, Urs Gerspach was appointed EVP
of Test Systems and Global Operations as new member of the AVL board
of executive directors.
‹F.›: What would you regard as the
most important task you expect to
be dealing with as executive vice
president of ITS?
‹Gerspach›: Here at AVL we have
all the technical capabilities needed
to satisfy the OEMs’ requirements.
Our know-how in the area of Powertrain
Engineering – combined with
our expertise in Instrumentation and
Test Systems – is unique. Actually, all
I have to do is to motivate the employees
to achieve things they had
never even dreamed possible. I have
always found it imperative to work
for a successful corporation. One of
my most important jobs is to take this
success to the next level. This means
essentially that I have to know how
a company like AVL earns money
but also how it loses money. Successful
companies distinguish themselves
with the following features:
a clear strategy, the best teams, the
best work conditions, the unrelenting
will to succeed and ongoing quality
control and result monitoring. These
are the exact characteristics I identify
with, and which I seek to implement
in my organization.
‹F.›: The Test Factory and the Tech
Center in Stuttgart are inseparably
linked with your name. What
do you think were the greatest moments
while implementing those
projects?
‹Gerspach ›: For AVL, the Stuttgart
Tech Center was certainly a major
strategic project. Due to its size, its
complexity and the high investment
costs it was not that easy in the beginning
to find internal supporters in
favor of the project. Having extensive
experience in the operation of test facilities,
AVL was the ideal partner
for planning and implementing the
building. All the things we wanted
to do better next time have been implemented
in this building. Throughout
the project execution there were
lots of amazing moments. Starting
with the very first layout – most of
which we implemented to a large
extend – and the day we were awarded
the project all the way to the very
attractive location in Bietigheim-
Bissingen, which we were quick to
decide on by the way. I also take a lot
of pride in the fact that the team was
able to keep to the very tight schedule
and budget targets. By the way,
the person who managed the Stuttgart
Tech Center project is now part
of my management team.
‹F.›: What kind of a boss would you
like to be? How would you like
your employees to remember you?
‹Gerspach›: I see myself as a team
player who can step back and stand
behind the common objectives united
with the team. For me, good team
players are people who know how to
discuss matters with employees and
colleagues, demand feedback, expect
their own views and opinions
to be permanently put to test, and
who can figure out solutions jointly
– even if they might have to put aside
their own ego and pull for a common
solution. I will encourage and
challenge my employees. Staff development
is an essential part of my
leadership behavior. I would like to
define goals, values and realistic visions
for my employees but I also
want to live by them. If my employees
remember these things about me,
I’ll be perfectly happy. <