Whether on a cross-country motorcycle trip or in the boardroom discussing costs, consumer expectations, or the rapidly shifting global auto landscape, Felix Stellmaszek—BCG’s global lead for automotive and mobility—applies the same principle: growth happens outside your comfort zone.
Before I fell in love with cars and motorcycles, I fell in love with bicycles—racing downhill, wind in my face, chasing freedom. That love of mobility stuck. It’s taken the form of marathons, triathlons, and cross-country rides, but it’s never been just about the speed. For me, motion has always meant progress. I’m most alive when I’m learning something new or stretching into the next challenge.
My parents, immigrants to West Germany from East Germany and the former Yugoslavia, understood the value of progress in the most personal way. Both moved in search of something better, and that experience shaped how I understood the world from a young age. For me, the idea of mobility—whether physical or personal—was always tied to freedom. My parents taught me that change was not something to fear, but to embrace.
So, to this day, I’m excited by big waves. I am ready to move and change. I like surprises that challenge me and make me encounter and learn new things.
From Bundesliga to Bulldogs: A Global Playbook for Leadership
My fascination with mobility led me across continents. As an exchange student and a big sports fan, I went from German football (soccer)—the Bundesliga—to the University of Georgia’s (American) football team, the Bulldogs. I’ll never forget stepping into Sanford Stadium for the first time and hearing 92,000 people chanting “woof, woof, woof!”
Those “barks” were a bit of culture shock, but they didn’t intimidate me—they energized me. I loved it!
I have kept moving, although Atlanta is a home base. I’ve lived and worked in Mumbai, London, Johannesburg, Miami, and San Francisco. Each experience allowed me to learn about local best practices. They sharpened my understanding: There’s not one best way of doing things. Approaches differ according to context. And the best leaders adapt quickly—understanding the differences and integrating their unique perspectives according to where they are.
From Electrification to AI: Reinventing How the Auto Industry Moves
Global exposure shapes how I advise clients. Certainly, that has become more important than ever in the automotive industry. What was once a global sector is now unmistakably a multiregional one. Consumers in Shanghai, Stuttgart, and San Francisco want different things, and we can’t serve them with one-size-fits-all strategies. I’ve learned to respect those differences—not as limitations, but as inputs for innovation. If you don’t understand the local nuances, you're going to miss the mark.
The automotive industry is being transformed in multiple ways. In fact, it’s in a period of radical reinvention. Cost pressure, competitive realignment, and technology convergence are rewriting the rules. Electrification, digitalization, and the rise of AI-first business models are transforming not just products, but also the ways in which automakers design, manufacture, and engage with consumers. That’s challenging—and therefore exciting to me. BCG has the privilege of advising 19 of the top 20 global automotive OEMs.
The transition to electric vehicles is a transformative force, and that’s why I undertook my cross-country motorcycle trip. Harley-Davidson had innovated to create an electric motorcycle. How could I not experience that innovation in mobility by taking the inaugural cross-country ride?!
The industry is also confronting the rise of generative AI and the promise of autonomous-driving features. The next frontier is AI-first—using AI not as a tool, but as a foundation for smarter design, production, and customer engagement. From predictive quality analytics to AI-driven marketing and personalization, leaders are embedding intelligence across every stage of the value chain.
What’s needed now isn’t just vision—it’s also execution. I encourage my clients to pursue three often-overlooked levers. First, use AI and advanced analytics to unlock long-tail cost savings and productivity across the value chain. Second, drive cross-functional margin improvement, integrating engineering, procurement, and commercial levers. Third, embrace ecosystem collaboration—with suppliers, tech partners, and even competitors—to accelerate innovation and resilience.
When clients shift from reactive cost cutting to ecosystem-enabled reinvention, they do more than unlock efficiency—they build the adaptability, trust, and speed that define tomorrow’s winners.
Onwards and Upwards
At its core, my leadership philosophy is about purposeful motion.
Growth doesn’t happen in a silo. I started at BCG in 2004, and at moments I wasn’t sure I’d make it. But I leaned in to the challenge. I asked for help. I had good mentors. Along the way, I found my rhythm. One associate on an early team signed emails with “Onwards.” I added “Upwards”—and it stuck. Today, I close nearly every note with that phrase. It’s more than a sign off. It’s a mindset.
Don’t compartmentalize who you are. I often tell new BCGers, “One-winged birds don’t fly.” If your life is only about work—if you don’t nurture your passions, your health, your family—you may perform for a while, but you’ll burn out. Balance isn’t always achievable, but integration is.
Whether it’s taking a CEO on a run around Tokyo’s Imperial Palace or advising a startup on sustainable vehicle restoration, I bring my whole self to the table. That includes serving on the board of USA Triathlon, riding the entire 2,000-mile Tour de France route as part of my sabbatical, and sitting on boards such as those of Kindred Motorworks and Planetary Guardians. Each of these engagements connects to what I care about: endurance, sustainability, and long-term value creation. Leadership isn’t about having all the answers. It’s about moving forward with clarity, courage, and community.
