has·to·be Completes Senior Management Team With New Chief Operating Officer

has·to·be CEO Martin Klässner will switch his future focus to the company’s strategic direction. In addition to filling the key COO position with automotive industry expert Huber, he has handed responsibility for several operative areas to the management board.

“As a veteran Audi campaigner, Maximilian is a real asset for us,” explained Klässner. “With his lengthy experience in the auto industry as well as his technical skills, he’ll be a top source of know-how for has·to·be. Together we’ll work on overall strategy and take our auto industry solutions to the next level.”

Two Decades of Automotive Industry Experience 

In recent times Huber held the position of B2B and Inhouse Charging Infrastructure Solutions Project Manager at AUDI. Over the last four and a half years he developed solutions around charging infrastructure for company premises and for the home, which saw him paving the way to future eMobility on a holistic level. This project arose from the need for internal charging infrastructure solutions, both for the vehicles being developed and for training dealers.

During a career at AUDI that spanned approximately 20 years, Huber also headed to the USA at the end of 2012 to work as Electrification Portfolio Manager. His focus was on market analysis and defining the eMobility product portfolio for the American market. The result of this analysis was a fully electric SUV taking shape. A vehicle we now know well: the Audi e-tron.

A Clear-Cut Decision 

Huber is convinced that it will take a brand-independent solution to develop charging beyond its current status. He sees his move to eMobility software specialist has·to·be as a significant opportunity to play a role in the next eMobility breakthroughs, given that these will go hand-in-hand with the development of a comprehensive charging infrastructure. “After over 20 years in the automotive industry, including eight in eMobility and most recently four years specifically working on the issue of charging infrastructure, it’s clear to me that we need a brand-independent solution in order to develop charging to the level it needs to be at.”

Huber explains further: “There’s hardly any industry that can scale using existing processes and apply innovative adaptations, as well as the auto industry, can. But the area of charging infrastructure is subject to requirements, regulations, standards, and processes that are constantly and quickly changing. has·to·be has played a successful part in both building and the expansion of charging infrastructures and is a pillar of the eMobility industry. That’s what I’m counting on.”

As Chief Operating Officer Huber will take on challenges in a wide variety of areas. He will assume direct charge of customer success and products, both with a particular focus on clients. Which is exactly where he’s going to start: “I want us to understand our clients and their needs, both for the present and the future. We’ll develop the user experience in such a way that the customer journey leaves nothing to be desired. And if anything doesn’t run to our clients’ satisfaction then we need to be ready to help them properly.”

eMobility to Become the Market’s Default Choice 

When it comes to the development of eMobility over the next five years, Huber is confident of how it will play out. “With the rising availability and variety of electric models, as well as the price corrections that come with that, eMobility will become the default choice for most buyers. But only provided the expansion of the charging network keeps pace with the increase in vehicle numbers, charging gets more stable and convenient for clients and the regulatory environment in Europe settles. In addition, there need to be a realignment of electricity and fuel (petrol/diesel) prices. If these issues can be solved for clients, the majority of those buying new cars will see nothing but the many advantages eMobility offers.”