GTEC has restructured and diversified its revenue streams this year.
Through our partnership with the BRICS Project Network, we have gained new experts from different countries and brought the four pillars of our network to life. In particular, our investments in several start-ups in the fintech and entertainment sectors have proved highly profitable. In the product sector, we distribute ‘Microdots’ for the automotive and mechanical engineering industries (see https://gtec.asia/technical-service-in-industry/datadotdna/) and have developed the first AI product for the supply chain (software) and a second for the healthcare sector (hardware).
Our webinar on January 15 will explain the importance and efficiency for purchasing departments.
Additionally, I rent out my address in Thailand to companies and freelancers looking for an address, a bedroom, workspaces, and a conference table for additional employees, all with fast internet. My partners in Dubai, Hong Kong, Suzhou, and Shenzhen offer the same services. By 2026, we will have created a network of business centers and co-working spaces that SMEs can use as remote workplaces.
Together with Friedhelm Best from Singapore, the new member of the BRICS Project Network,, we published the book/e-book “The Rise of BRICS in Artificial Intelligence: How AI Will Change the World” in early December 2025.
Our partners in the BRICS Project Network enjoy preferential rates across all areas. For example, they receive significant discounts on our products, services, AI tools, books, and business centers.
As 2025 comes to a close, I would like to thank all our customers and business partners for their excellent and constructive cooperation. May you find peace and relaxation between the years, and all the best in the new year of 2026!
I am looking forward to what the new year will bring. How did 2025 treat you? I look forward to hearing from you.
Best regards Karlheinz Zuerl
The System Doctor for your Profit Growth in BRICS+ countries
Office Hongkong: Kowloon (Cell: +86 13482438080)
Office Thailand: Chiang Mai (Cell: +66 636780790)
Partner offices are in Can Tho (Vietnam), Bangalore (India), Dubai (UAE), Moscow (Russia), São Paulo (Brazil), and Shenzhen (China).
GTEC (German Technology and Engineering Cooperation) has supported Western companies in Asia since 2005. Mostly in automotive, machinery, environmental technologies, business development, profitable investments, and management. Now, for the first time in history, we put all our knowledge and skills into our GTEC Profit Growth Academy.
As you cannot eat an elephant in one step, let us break down our insider knowledge into small pieces for easy digestion. If you want to get all the newsletters of this series, please write an email to contact@gtec.asia.
Adapt to the new trends in mobility in Asia
Trend 1 of 5: LFP Cells on the Rise
LFP stands for lithium‑iron‑phosphate — a battery chemistry that has rapidly become a serious challenger to the former standard, NMC (nickel‑manganese‑cobalt). In China, more LFP cells are already being produced than NMC for domestic cars, and manufacturers like VW and Mercedes plan to use LFP in their smaller models.
Cheaper: LFP cells cost less to make because they avoid expensive, scarce heavy metals.
More robust and safer: LFP is thermally stable, which reduces the risk of fires.
Lower energy density: LFP operates at a slightly lower voltage, so it stores less energy per volume than some NMC cells.
Charging behavior: Traditionally, LFP charges more slowly than some NMC chemistries — but manufacturers are working hard to close that gap.
How CATL is improving LFP:
CATL is doubling down on LFP and aims to significantly speed up charging. The key is improved electrode materials — the company hasn’t disclosed all details. If CATL’s improvements were delivered as promised, LFP could take even more market share from NMC, which is typically about 20% more expensive to produce due to the complex extraction and processing of nickel and cobalt.
Trends in the NMC (Lithium Nickel Manganese Cobalt Oxide) world:
NMC chemistry is shifting away from cobalt because cobalt mining raises environmental and social concerns, and the metal is scarce. Tesla, for example, has cut cobalt dramatically — in their 4680 cells, the ratio favors much more nickel and far less cobalt and manganese. Tesla also uses other mixes like NCA (nickel‑cobalt‑aluminum) and even LFP in some models.
A next step forward is LMFP (lithium‑manganese‑iron‑phosphate): manganese replaces part of the iron in the cathode to boost energy density. Companies such as GOTION (a VW partner) started producing higher‑energy LMFP cells from 2024.
More automakers choose LFP: Toyota, BYD, VW, and others are expanding LFP offerings.
Cost advantage: batteries (and thus cars) can be cheaper.
Wider adoption: even SUVs that once used NMC are being shifted to LFP over time.
In short:
LFP is improving fast and spreading widely — it’s cheaper, safer, and getting more capable. That makes it a defining trend for the next generation of EV batteries.
Follow us to catch the next breakthroughs in battery technology as they happen.
We will explore these issues. Please follow us to stay updated.
Karlheinz Zuerl
The System Doctor for your Profit Growth in Europe and BRICS+ countries
CEO of GTEC (German Technology and Engineering Cooperation)
Co-Partner of BRICS Project Network
Book Author
Karlheinz Zuerl
The System Doctor for your Profit Growth in Europe and BRICS+ countries
CEO of GTEC (German Technology and Engineering Cooperation)
GTEC (German Technology and Engineering Cooperation) has supported Western companies in Asia since 2005. Mostly in automotive, machinery, environmental technologies, business development, profitable investments, and management. Now, for the first time in history, we put all our knowledge and skills into our GTEC Profit Growth Academy.
As you cannot eat an elephant in one step, let us break down our insider knowledge into small pieces for easy digestion. If you want to get all the newsletters of this series, please write an email to contact@gtec.asia.
Adapt to the new trends in mobility in Asia
What will traction batteries in EVs be able to do soon—and how are they built? We took a closer look. Stay tuned to keep ahead of the curve.
First Example: BYD’s “Blade” Battery. In its flagship HAN, BYD introduced the Blade battery. It ditches traditional modules: instead of many small bricks, it uses long cells that span the battery tray sideways. About 100–120 cells are spread across the pack’s width. This layout means roughly 85% of the battery is active material, the part that stores energy. Why it matters:
Second Example: CATL’s “Shenxing” Battery. CATL keeps unveiling new cell formats. Shenxing promises a leap in charge/discharge speed: up to 80% state of charge in about ten minutes—already in series production. The secret is advanced LFP chemistry. Key innovations:
Densified cathode particle architecture packs more active material into less space.
A 3D honeycomb anode boosts energy density while taming expansion and contraction during charge and discharge.
Smart casing and cell geometry maximize interior volume; CATL’s module-free CTP 3.0 saves both space and weight.
Cell-to-Pack (sometimes referred to as C2P or CTP) is a new battery design approach that eliminates intermediate modules and connects the battery cells directly to the pack. This reduces the weight, size, and cost of the battery and increases its energy density and efficiency.
What does this mean for drivers:
Faster charging: shorter, simpler pit stops.
More range and space efficiency: more energy without a bigger battery bay.
Fewer modules: cleaner design that can cut cost, weight, and failure points.
Bottom line: Battery design shifts from many small modules to larger, space-optimized cells and packs—paired with new chemistries that charge faster and store more energy.
Follow us to catch the next breakthroughs in battery technology as they happen.
For example, what will the traction batteries of electric vehicles look like soon? How will they be manufactured?
We will explore these issues. Please follow us to stay updated.
Karlheinz Zuerl
The System Doctor for your Profit Growth in Europe and BRICS+ countries
CEO of GTEC (German Technology and Engineering Cooperation)
Mit unseren ersten sechs Fallstudien bei United Interim (https://open.spotify.com/playlist/6OD9qbwYi7BEuSvcNZkRsz) haben wir unsere Kompetenz in den Bereichen Geschäftsentwicklung, Turnaround, Restrukturierung und Transformation eindrucksvoll unter Beweis gestellt.
Es gibt jedoch noch einen weiteren praktischen und modernen Ansatz für Manager und Ingenieure in der Industrie, um Gewinnwachstum zu erzielen.
Karlheinz Zuerl, CEO of the German Technology & Engineering Corporation, stated: “While Europe is still focused on Industry 4.0, Asia is already gearing up for Industry 5.0, which emphasizes autonomy over mere connectivity.”
Berlin/Shanghai, 29 April 2025 – Karlheinz Zuerl, CEO of the German Technology & Engineering Corporation (GTEC), is confident that autonomous factories are rapidly emerging in Asia and will gradually make their way to Europe in the coming years, albeit with some delay. He commented: “While Europe takes pride in its achievements with Industry 4.0, Asia has already advanced to Industry 5.0.” By this, Zuerl refers to production facilities completely devoid of human workers, where only robots operate. These “ghost factories” are made possible through the integration of advanced computing, networking, artificial intelligence, robotics, and innovative manufacturing processes.
“Europe is sugarcoating Industry 4.0”
Karlheinz Zuerl refers to the latest “World Robotics Report” by the International Federation of Robotics (IFR), which contains figures from 2023. According to the report, there are now almost 4.3 million industrial robots working in factories worldwide — a historic high. Over 540,000 new robots were installed in 2023, more than half of which (51 per cent) were installed in China. Europe accounted for just 17 per cent of all new installations. Germany, the largest European market for industrial robots according to the IFR, recorded growth of just 7 per cent compared to the previous year.
According to the CEO of the German Technology & Engineering Corporation, “in Europe, and particularly in Germany, there is a tendency to exaggerate the significance of Industry 4.0 with meaningless figures.” For instance, studies by the industry associations Bitkom and VDMA claim that approximately 65 per cent of companies in Germany utilize Industry 4.0 technologies. “That sounds impressive, but it’s completely irrelevant because it includes every device with a Wi-Fi connection,” said Karlheinz Zuerl.
BMW is at 4.0, Tesla is at 5.0, and China is above 4.5
It is telling that the BMW plant in Dingolfing is considered the pride of the German automotive industry because, since 2024, fully manufactured cars drive themselves to quality control. “However, this only works with special external sensors along the route and does not mean that the vehicles themselves have autonomous driving capabilities,” said Karlheinz Zuerl. “It’s not comparable to the Tesla factory in Fremont, California, where the cars travel from the production line to the logistics area entirely autonomously, without any external support. BMW is at level 4.0, Tesla is at 5.0, and many Chinese manufacturers are already at 4.5 or better in this scenario.”
GTEC boss Karlheinz Zuerl is concerned that the gap will continue to widen to Germany’s disadvantage. He points out that the VDMA is forecasting a weak year for robot installations in 2025. However, according to the association, there is hope for a slight recovery in 2026.
Surge in Digital Twin Adoption in Asia
“In Asia, we are witnessing a surge in the adoption of ‘Autonomous Production Twins’ (APT) or digital twins in the manufacturing industry, aimed at autonomously monitoring, controlling, and optimizing production processes,” reported Karlheinz Zuerl. An APT combines real-time data, artificial intelligence, and advanced networking to create a virtual representation of the production system that can make decisions and adjust processes on its own. “An autonomous production twin can actively control manufacturing processes and respond to unforeseen events, such as rescheduling in the event of material shortages,” explained the GTEC CEO, highlighting how this has become a daily reality in more and more factories across Asia.
“Unmanned factories can reduce operating costs by up to 25 per cent, increase productivity by up to 30 per cent, and cut error rates by up to 40 per cent,” said Karlheinz Zuerl, highlighting the competitive advantage of Asian Industry 5.0 production. The GTEC CEO offers this advice to Western industrial companies: “Set up an autonomous factory in Asia, learn how it works, and then adopt this concept for your European plants.” This approach is suitable not only for car manufacturers, but also for many machine and plant manufacturers. Although sensor technology, software, and infrastructure account for around a third of the total costs of setting up an autonomous factory, Karlheinz Zuerl said that the higher investment pays for itself in the first year of operation, thanks to the significantly lower wage bill alone. Added to this are greater flexibility in reacting to market changes and a higher quality standard, which reduces rework costs and increases customer satisfaction.
GTEC (https://gtec.asia) helps Western industrial companies to overcome challenges in Asia. The focus is on business development, the establishment and expansion of branches and production facilities, as well as restructuring and turnaround measures to bring automotive suppliers and mechanical engineering companies in critical phases back into the profit zone. Under the direction of CEO Karlheinz Zuerl, a team of consultants, experts, and interim managers is on hand to work on-site with the client if necessary. The CEO himself is available for tasks as an interim general manager and for executive consulting. GTEC’s list of references includes corporations such as BMW, Bosch, General Motors and Siemens, large medium-sized companies such as Hella, Schaeffler, Valeo and ZF, as well as smaller medium-sized companies that are less well known but are operating all the more
Karlheinz Zuerl: “Most Organizations Don’t Recognize Their Optimization Potential”
In times of economic strain, reducing the workforce is often at the top of the agenda for many companies. “This is completely wrong,” says Karlheinz Zuerl, CEO of German Technology & Engineering Corporation (GTEC), “because there are usually far better options for cost reduction.” Drawing from numerous optimization projects in industry, he knows: “In most cases, costs can be reduced by at least a quarter without the need for layoffs.” He explains why it’s advisable to first exhaust all other savings potential: “Once workforce reduction is on the table, top talent leaves the company, and the remaining workforce is typically less capable. This leads to a downward spiral, with new rounds of layoffs emerging without addressing the true causes of the malaise.”
From Administration to Sales
According to GTEC CEO Karlheinz Zuerl, there are significant cost-saving opportunities outside of personnel management, particularly in areas like supply chain management, logistics, manufacturing, sales, reporting, and administration. For example, in many cases, up to half of the staff in general administration could be moved to the sales back office, Zuerl reports from his project experience. He explains: “Such a step not only halves the generally too high personnel costs in administration but also strengthens the sales department, thus boosting revenue.”
Additionally, Zuerl notes that many companies’ sales departments are still based on very old and largely outdated principles. He gives an example: “Business development in the B2B sector no longer works solely through human interaction, as is often claimed. Companies cutting their phone sales to save costs would be better off reallocating those resources to explore new ways to reach customers, such as through social networks. Of course, this requires organizational changes and targeted training, but with the help of LinkedIn and AI tools, you can find new customers. Unlike layoffs, this approach focuses on future success and leads to a wave of motivation instead of layoffs.”
Cost Management in the Supply Chain Pays Off
In supply chain management, Zuerl finds there are often substantial savings opportunities. “Cost management in the supply chain always pays off,” the CEO of GTEC states, “essentially, suppliers should be reassessed every two to three years.” Technological advances alone often allow for significant cost reductions, “but you typically only get these from your suppliers if you demand them,” Zuerl explains. In practice, he has found that the “necessary internal cost calculations for any reasonable negotiation with suppliers” are often lacking. Poor cost calculations can also lead to serious mistakes in sales, for example, when price floors are set incorrectly in offers, according to Zuerl, based on his project experience.
Optimization Potential in Manufacturing
Many industrial organizations could significantly lower their manufacturing costs through optimization, Zuerl points out. “Cycle times are much higher than necessary in most production facilities,” he says. The greatest optimization potential lies in better coordination of various manufacturing processes. Typical parameters include batch sizes, setup times, the sequence of manufacturing steps, and quality management. Zuerl gives an example: “Poka-Yoke stations or cameras with AI behind them can automatically handle ongoing quality control, so manual inspection processes are limited to spotting outliers. This reduces costs and simultaneously improves quality,” he says.
Reporting is Key
“Wrong decisions, especially regarding workforce reduction, are often due to organizations not having a clear overview of their costs,” Zuerl is certain. While declining revenues or profits, or even losses, are obvious, the underlying reasons are often hidden, as he has learned from many consulting assignments. “Company management is often astonished when we show them the true cost drivers,” he chuckles. He gives a real-life example: “We had a case where the company had invested a lot of money in expanding production capacity for a product that was making a loss with every item sold. The management didn’t even realize that their bestseller was, in fact, the company’s downfall.”
GTEC (https://gtec.asia) helps Western industrial companies to overcome challenges in Asia. The focus is on business development, the establishment and expansion of branches and production facilities, as well as restructuring and turnaround measures to bring automotive suppliers and mechanical engineering companies in critical phases back into the profit zone. Under the direction of CEO Karlheinz Zuerl, a team of consultants, experts and interim managers is on hand to work on-site with the client if necessary. The CEO himself is available for tasks as an interim general manager and for executive consulting. GTEC’s list of references includes corporations such as BMW, Bosch, General Motors and Siemens, large medium-sized companies such as Hella, Schaeffler, Valeo and ZF, as well as smaller medium-sized companies that are less well known but are operating all the more
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Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
Even as the Westerners in Thailand celebrate Easter, our team is working around the clock on an extraordinary project. We’re transforming a company from a corrupt, mismanaged IT firm into a thriving F&B enterprise. This turnaround is yet another success story, one that demanded relentless dedication and creative problem-solving, with a laser focus on shifting from negative to positive profit growth in every phase. Now, we’re producing and exporting delectable Thai sauces and spreads to tantalize taste buds throughout the BRICS nations.
Delicious Gravy, Made in Thailand!
Feeling hungry this Easter? Reach out!
How did we achieve this transformation in just 12 months?
While things could have moved even faster, our progress with the owners and project team boils down to one key factor: In Asia, leadership is paramount. It doesn’t matter if you come from automotive, ESG, or mechanical engineering. From the moment you step into the new company, your true capabilities are on display: Are you just spouting empty rhetoric like a politician, or do you genuinely understand what you’re talking about?
Then, you immerse yourself in the factory, identifying the challenges inherent in the products. Customers demand too much, we’re too expensive, too slow, and our quality is lacking – the trifecta of doom! Improving customer ratings has become a critical KPI.
In previous ventures, we consistently emerged as winners, securing more orders and earning “Supplier of the Year” accolades. We’re determined to replicate that success here.
Our recipe is simple: Engage with people on a technical level. This requires expertise not only in lean production on the shop floor but also a deep understanding of warehouse and supply chain cost structures, as well as the ability to contribute ideas in finance, purchasing, IT, and HR.
If you’re eager to learn more about my straightforward formula for organizational transformation and optimization, don’t hesitate to ask.
One thing is certain: the General Manager plays a pivotal role. A core responsibility is to foster a learning organization that is motivated, adaptable, and forward-thinking.
Anyone who resorts to insults, table-pounding, blame-shifting, or firing local employees might as well pack their bags.
So, how do you achieve your goals without doing this?
We achieved this by involving the team and rallying them behind the vision. While a thorough, critical analysis of existing processes in workshops to identify potential improvements is valuable, the team can handle that.
Far more crucial for the General Manager and the company’s success is leading and tracking the milestones set in the plan. A robust plan encompasses strategy development, goal setting, resource allocation, and progress monitoring. This minimizes risks, boosts efficiency, and ensures sustainable business management. Tools like the Eisenhower Matrix, RASIC Matrix, and Skill Matrix can help manage tasks and improve collaboration.
Only then will the General Manager gain widespread acceptance and ensure swift implementation of initiatives.
“Team learning” strengthens the sense of “we,” while challenging tasks foster “individual personal development,” sparking joy and stimulating the intellect.
As knowledge grows and is applied, so does compensation. In Asian families, what’s on paper matters. It’s what employees take to the bank to secure loans for homes or apartments. The higher the salary, the higher the credit.
What do you and your team specialize in?
We are your on-site system doctors and problem solvers, offering self-help solutions.
For Western companies caught off guard by the market and seeking an interim General Manager in Asia to tackle turnaround, transformation, and business development challenges, book a no-obligation consultation at https//calendly.com/karlheinzzuerl. Or call *86 13482438080, depending on where you can reach me faster.
Karlheinz Zuerl
CEO of German Technology & Engineering Cooperation (GTEC)
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
Hello everyone! We are thrilled to welcome you to the BRICS Project Network, a vibrant community that fosters collaboration, innovation, and growth among professionals and organizations engaged in the BRICS countries—Brazil, Russia, India, China, South Africa, and many more.
Our mission is to create a dynamic platform where members can share insights, exchange ideas, and collaborate on projects that drive development and enhance our collective impact. Whether you’re a seasoned expert, a budding entrepreneur, or simply interested in the opportunities within the BRICS nations, you’ve come to the right place!
Here’s what you can expect from our network:
Networking Opportunities: Connect with like-minded professionals and organizations who share your interests and objectives.
Knowledge Sharing: Access valuable resources, articles, and case studies tailored to the BRICS context.
Collaborative Projects: Participate in or initiate projects that leverage the unique strengths of our member countries.
Events and Webinars: Join our events to learn from experts and discuss trending topics affecting the BRICS region.
Events and Webinars: Join our events to learn from experts and discuss trending topics affecting the BRICS region.
Get Started:
Introduce Yourself: We encourage you to share a brief introduction so we can get to know you better. Tell us who you are, what you’re passionate about, and how you see yourself contributing to the network.
Join the Conversation: Engage in discussions, ask questions, and share your insights in our forums. Your voice matters!
Stay Informed: Keep an eye on our announcements for upcoming events and opportunities.
We are excited to embark on this journey together and look forward to seeing the amazing collaborations and innovations that emerge from our community. Together, let’s unlock the potential of the BRICS nations! Welcome aboard!
Best regards, Karlheinz ZUERL CEO of GTEC BRICS Project Network Team
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
Established and maintained quality supplier base meeting global standards and business requirement, and pushing the supplier base for continuous improvement.
Develop suppliers to good level for export biz.
Analysis global transport Risk and maintain the whole supply train to deliver around 74 mil. Euro components exporting from east Asia, China and southeast Asia to EU/US/MX/Brazil/Africa
Hören Sie die Case Studies zum Thema „Interim Management in China“ von Fachexperten von United Interim auch als Podcasts auf Spotify.
Meine bereits im Text vorliegende Fallstudie „Maschinenbau: Transformation in Shanghai“ von GTEC bei United Interim steht nun auch als Podcast bei Spotity zur Verfügung.
Für alle, die zum Lesen keine Zeit haben, aber an den Inhalten und an den Umgang mit der Kultur in China Interesse haben.
Neben meinen Texten haben auch andere Kollegen und Kolleginnen Ihre Beiträge vertonen lassen. Die Weitergabe unseres Wissens und Könnens ist absolut hörenswert.
We Fight Until the Bitter End
Here is an interview with Karlheinz Zuerl, CEO of the German Technology and Engineering Cooperation (known as GTEC), the only provider of interim management experts for supporting Western companies in all BRICS countries.
Question: Last week, you were asked as an Asia expert and an interim manager based in China for over 15 years, “How is China responding to Trump’s ultimatum?” What does the Chinese government mean by “we will fight until the bitter end”?
Karlheinz Zuerl: At first, I thought this must be from a sensational outlet at “Bildzeitung”, a German tabloid newspaper, as there seems to be no reason for China to fight. However, the current situation after the tariff increases has been anticipated in the strategies of smart countries and many forward-thinking businesses for a long time. So, I’d like to provide a more comprehensive answer instead of downplaying the situation:
The Chinese government’s statement about “fighting until the bitter end” reflects a strong and determined stance in the diplomatic and geopolitical arena. This sort of rhetoric is often used to show resolve and the willingness to make significant efforts to defend national interests. In a geopolitical context, especially when dealing with an ultimatum like the one from Trump, this statement can shed light on several aspects:
National Sovereignty and Prestige: China values its sovereignty and global standing highly. The readiness to “fight until the bitter end” signals that China is prepared to take all necessary actions to defend its sovereignty against threats or perceived injustices. This is particularly crucial in negotiations or conflicts that could threaten China’s territorial integrity or autonomy.
Domestic Stability: Such statements often target the home audience. Strong rhetoric can help unite the country and mobilize the population, especially during international tensions. It emphasizes that the government is firmly focused on national interests and is uncompromising in defending them.
Strategic Patience and Long-Term Goals: China’s political strategy is typically characterized by a long-term perspective. The determination to resist pressures over a prolonged period shows China’s readiness to endure geopolitical challenges to ultimately achieve its strategic objectives, whether these are economic, military, or diplomatic.
Signal to International Actors: This rhetoric is not just a response to the U.S., but also a message to other international players. It demonstrates that China is a significant actor on the global stage and is not easily swayed by threats or pressure tactics.
Negotiation Strategy: A strong rhetorical approach can also serve as a negotiation tactic. By setting clear boundaries, China strengthens its negotiating position and may compel the opposing party to make concessions, whether for economic, political, or diplomatic reasons.
In summary, China’s statement highlights a complementary strategy of determination and flexibility. While the tough rhetoric conveys a show of power and serves as a negotiation tactic, there is often a willingness to seek diplomatic solutions and compromises behind the scenes, provided they align with strategic goals. This complex balance is characteristic of China’s approach to international diplomacy.
Karlheinz Zuerl: We are Your Local System Doctor and Problem Solver
Are you a Western company finding yourself surprised by the current market situation? Are you in need of an interim General Manager in Asia who can tackle new challenges in turnaround, transformation, and business development?
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