Harald Seidel’s Departure from DAF Trucksnew
Passing the Baton
After 25 years at DAF Trucks, including four years as President and CEO, Harald Seidel is leaving the company. It is a carefully considered decision, tinged with a certain nostalgia. “Together, we have accomplished an enormous amount. It is now time to open a new chapter.”
The idea for this interview seemed obvious enough. We were supposed to travel to DAF’s headquarters in Eindhoven, where a magnificent truck was waiting for us for a drive on the roads in the region. The perfect opportunity to interview Harald Seidel, outgoing President of DAF Trucks, sitting behind the wheel. But things turned out differently. In the end, it was us who took the wheel, while Seidel took the passenger seat. One very simple reason: DAF’s “number one employee” does not hold a heavy goods vehicle licence.
You have led DAF for four years, served nine years on the Board of Management, and yet you do not have a Category C licence. How is that possible?
“For years, it was one of my New Year’s resolutions. When you run a truck manufacturer, you should be able to drive your own products. But lack of time always took priority. Looking back, I sincerely regret it.”
What condition are you leaving DAF Trucks in today?
“In an excellent condition. We have a strong team, ready for the future. With the complete New Generation DAF range, from the XD to the XG+, the largest cab on the market and a complete zero-emission offering, DAF is ideally positioned.
The past four years have been marked by electrification. When I took up my position, we mainly had a plan. Since then, we have opened our electric truck assembly plant, continued developing our vehicles, launched production and learned, together with our dealers and customers, what it really means to operate an electric truck.
Today, it is no longer simply about selling a vehicle. We offer a complete solution: charging infrastructure, energy management, a business model and adaptation of the transport operator’s entire organisation. We carried out this learning process together with our customers.”
What is your greatest achievement at the helm of DAF?
“Having received the International Truck of the Year title twice. The first time, I thought it was an award you only experienced once in a career. The second confirmed DAF’s capacity for innovation and its quality.
But this award is not a personal achievement. It belongs to the entire DAF team. Everyone contributed to it. That is probably what I am most proud of.”
And the most difficult moment?
“The moments when we had to disappoint certain customers. With our electric trucks, we had to move forward through trials and adjustments. At one point, we deliberately postponed the start of series production because the quality was not yet at the level we wanted.
We then had to tell some customers that their truck would be delivered later than expected. These are never pleasant conversations. That is why I personally went to meet several of them to explain our decision.
Today, those same customers are ordering new electric DAFs. This proves that the delay was ultimately the right choice.”
You are very involved with the RAI Association and have also worked with ACEA. How do you view the European heavy truck market?
“I see a healthy market, but one under considerable pressure. Transport operators have to deal with high costs, ever-increasing regulation and an enormous challenge in terms of the energy transition.
At the same time, in my view, they do not receive the recognition they deserve. I often repeat this: road transport is the circulatory system of our economy. Without trucks, supermarket shelves would be empty and industry would come to a standstill.
The profession of truck driver also deserves greater recognition. As for the European automotive industry, it is investing billions in new technologies and decarbonisation. We fully support these objectives, but manufacturers cannot carry this transition alone.”
What would you like to see change in the industry?
“The conditions for success need to improve much faster. Electric trucks are here. Now the business models of transport operators and the charging infrastructure need to follow.
A few charging points on motorways will not be enough. Public authorities, energy companies and industry need to work much more closely together.
I also hope that Brussels will give as much importance to the competitiveness of European industry as it does to environmental objectives. The two must move forward together.”
Your departure breaks with a certain tradition. Many DAF presidents continued their careers at PACCAR in the United States. That will not be the case for you.
“This opportunity did indeed exist. I would have really enjoyed working in the United States for a few years.
But ultimately, my family situation was decisive. Four years ago, I thought that our three children would have left home by this point. However, a year ago, it became clear that two of them were still living with us and that we still needed each other a great deal.
For me, family comes first. I am happy when my family is happy.”
Were you able to switch off from work?
“Yes, quite easily. Once the office door was closed, my mind was free. Of course, the responsibilities are significant and you remain connected very often. But I have always known how to maintain some perspective.
This probably also comes from my Catholic upbringing and the values that come with it. I have never attached great importance to status, money or power. Humility and putting oneself at the service of others have always mattered more to me.”
So you are not joining PACCAR. Can we talk about retirement?
“Officially, I am taking early retirement and ending my career at DAF. But there is no question of remaining inactive.
Several executive and non-executive opportunities are already emerging. I will certainly take on a new position, but deliberately outside the automotive and transport sectors.
My priority was to ensure a smooth transition with my successor. You will soon know what comes next.”
What do you wish for Jim Walenczak, your successor, and for DAF Trucks?
“I hope that DAF will preserve its very particular culture.
The company was founded by two brothers: one embodied innovation, the other the entrepreneurial spirit. This combination is still part of DAF’s DNA.
Even though the Van Doorne family has not owned the company for a long time, DAF still operates like a family business. Employees look after one another, help each other and work together for their customers.
We saw this during the semiconductor crisis, when everyone showed ingenuity to keep production going.
I wish Jim every success in preserving and strengthening this culture as DAF approaches its centenary in 2028. It is this combination of innovation, entrepreneurial spirit and solidarity that makes DAF unique.”
Will you always be a DAF man?
“Absolutely. After twenty-five years, you never really leave a company like this. DAF will always have a place in my heart.”
In your previous interviews, you always had a quote or a saying to share. Do you have one final one for our readers?
Harald Seidel smiles before answering without hesitation:
“The day you think you know everything, you stop learning.”
“I experienced this myself. When I was CFO, I thought I knew DAF down to the smallest detail. Then, when I became President, an entirely new world opened up to me: the factories, the dealer network, the customers.
You only learn if you continue to listen.
This is also true for the development of our trucks. One of the nicest compliments I ever received came from a transport operator who was a member of our customer advisory board. When he climbed into the New Generation DAF, he told me:
‘You really listened to us.’
That is probably the most important lesson I am taking with me: stay curious, keep listening. Because that is the only way to keep improving.”
Text : Arjan Velthoven, TTM.nl
