The double mission of Ola Källenius

Swedish manager in a German company with outstanding Chinese investors. European engine things.

Ola Källenius (Västervik, 1969) has a double mission in his business life. Pilota the Mercedes-Benz group, which faces a difficult 2025, and since January is in front of Acea, the employer’s employers of the European motor, which suffers between regulations and Chinese thrust. “I’m sorry, you didn’t seem like a Mercedes client …”, he launched a seller when he sneaked into a group in the US group and asked why he had been spinning for ten minutes without being treated. Of serious countenance, speaking calm and safe, he is the first foreigner at the head of Mercedes. His is the ideal story: from a fellow to President and CEO. All his life has been linked to the three -pointed brand. After growing in Malmö and passing the selectivity, a break for military service came, and then put on finance and accounting studies (in their native country) and international management (in the Switzerland St. Gallen). Closed the training, and with some summer of Frieglatos and Cooking Assistant, at age 24 he entered the apprentice in Daimler-Benz AG, then the matrix. There the dreamed story started, climbing step to step. Positions of responsibility in the US, as in the Alabama factory, and that of the United Kingdom, where McLaren or the high -performance engines and solutions linked to Formula 1. The years and appointments occurred until they sent in the US International Division of the United States there was soaked from local culture, following American football. The Salto del Charco, approaching Germany, occurred in 2010. He entered the operations, development, sales, was responsible for sports … He accumulated a vision of the entire business that culminates as president and CEO since 2019. He likes it: although by training he is an engine outsider, “one of the privileges is to try the cars we do,” he has ever raised. Källenius, caricatured by Gusi Bejer Lv unlike his thriving trajectory, after five years the business goes to less. In 2024 the income fell 5%, at 145.6 billion, and earned 30% less, 10,409 million. The bump is given at home, Europe, USA, China … Weighs the Asian giant, where luxury goes back against local brands and has ceased to be its fastest growing market as before. It is no longer his reef of yesteryear. The emission regulations are noted somewhat, while doubts grow in Mercedeslas alarms have been activated. He has accelerated his “strict cost discipline”, which has been implementing, with the idea of ​​cutting them 10% for 2027. And has reversed in his electrical vision, of which he was convinced, given the falls in the enrollments, giving more place to the combustion options. See “a very challenging environment.” In fact, the group projects a worse 2025, where the business continues to fall, with the threat of tariffs in the shadow. In the descent, the most critical blame high prices for stagnant or worse quality. “Do not buy price, buy product,” he usually sustains. Källenius speaks of innovation, avant -garde, being a pioneer. Not for nothing in the origins of the group is the invention of the modern car. And points to luxury: it is an aspirational brand, remember. But selling fewer cars and more expensive today does not curdle. A lot of disruption, but he knows some old excuse: he recently generated a stir in aiming the workers for the German industrial crisis, saying that too many casualties were taken and that was not sustainable. The problems also face them in Acea. It is the voice of the 16 largest manufacturers, in a sector with 13 million employees and responsible for 7.5% of the EU GDP. A position by which motor capitostes have previously passed such as Carlos Tavares (former Stellantis), Sergio Marchionne (Fiat) or Luca de Meo (Renault). From the last, he took the presidential relief in January. It represents a gripado sector, which complains about the regulation, lack of support, high costs, Chinese competition … Acea has been very hard against the Brussels emission reduction path. In his priorities when he arrived he marked a decarbonization directed “by the market”, not by politicians. It is noted somewhat, because the pressure has served and Brussels has caught, with a more flexible calendar. A cost of up to 16,000 million was calculated between sanctions, investments not made and several impacts. Another battle is to advocate for an “free, fair and based on the rules”, in full commercial war and Chinese engine from Europe. Married and with three children, he acknowledges that if his wife is planted in a concessionaire, he negotiates better. And that if he studied again, he would throw computing sciences. Would you give you for a Mercedes?

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