VP Engineering at Bosch · Head of the Bosch R&D Center Lund until August 2026
I lead engineering organizations through what AI does to their roles, growing the people who will run them instead of losing them.
About
Twenty years of leading engineers in three countries. The last five on the question every R&D organization now faces.
Until August 2026 I led the Bosch R&D Center in Lund, Sweden, as VP Engineering: around 250 engineers across nine divisions, working on software, AI and connected products. From 2021 we brought AI into how that organization works, and it changed the work before it changed anything else.
Software engineers moved from writing code to directing AI agents and owning the outcome. Testers moved from writing test cases to testing at scale, once AI wrote the cases and people checked samples. Managers needed a different kind of training: hands-on, and grounded in how AI actually works.
The question that mattered most was who would grow into the new roles. We could not hire our way there, so we grew them. People with real interest and drive took on new work; one product owner ended up leading our AI-first initiative. Graduates who had written their AI theses worked side by side with our domain experts.
AI was part of our vision, our targets and our town halls. Nobody was pushed through that door, and everybody knew it was there.
I started out writing code, building websites and engineering sound near Stuttgart, and I still build things myself. It is how I know what these changes feel like from the inside. I have led teams in Germany, spent eight years in Budapest, and now call Sweden home.
How I think about AI
Scaling AI is not just a technical challenge. It's an organizational one.
Culture, structure, and engineering discipline matter as much as algorithms.
The loud consensus says junior engineers are doomed and seniors are safe. I think it's closer to the inverse. AI-native juniors ramp faster than ever. Rare seniors stay irreplaceable for deep domain and legacy knowledge. The mid-level is the tier actually being squeezed, and the mid-level is the pipeline that produces tomorrow's seniors. Cutting it for short-term efficiency quietly dismantles future expertise.
Chief AI Officers have spread fast in the last year. I think it is a transitional role, like the Chief Digital Officer before it. AI ends up with whoever owns the engineering organization, and most technology leaders are not yet ready for what it does to their teams.
Before AI changes the org chart, it changes what a day of work looks like. Plan for the roles, not the tools.
Make AI part of the vision and the targets, open learning to everyone, and let nobody be surprised by what it asks of them.
AI as cost-cutting is the short-sighted frame. The companies that win use it to produce more, growing top line and margin rather than just shrinking headcount.
Speaking & writing
Contact
If you lead a software-intensive company and are working out what AI does to your engineering roles, or who will run them in five years, I'd like to hear about it.