Founder Fredi Durot in Interview | Durot Electric

About the job

Such mistakes sound expensive. But the development according to so many standards must also be costly.

That is true. Paying tuition fees is bitter. If you consistently focus on safety from the start, the initial development phases naturally cost more than usual. But that is the case in all areas of development. For example, if a vehicle is not properly simulated, it will come back to haunt you later. So it is important to approach development holistically from the outset to protect against follow-up costs.

Consequently, you should accompany the customer from the beginning. Is that a clever sales argument or a necessity?

It is simply most efficient to involve a development service provider from the start. Only in this way can holistic results be achieved.

Looking at the environment in which you operate, it all seems very complex. Are you able to recruit employees in this environment? Especially now, when the market is really booming?

The Swiss labour market in engineering – especially in our field – is relatively dry. Nevertheless, we manage to attract recognised experts who bring a lot of know-how. Precisely because we have good seniors, we can selectively and purposefully promote young talents.

But when I look around here, I mostly see experienced engineers.

Because we have been in this business for 15 years, our network is correspondingly large. Thanks to this network, we have so far been able to win and inspire the right people with the appropriate experience for our cause.

And yet, according to rumours, you are planning a location in Winterthur. What motivates you to orient yourself more towards the eastern Central Plateau?

That has to do with seeking proximity to universities. Among them, for example, ETH and ZHAW. In addition, there is the proximity to existing employees from the Zurich region and the advanced digitalisation at our company. Commuting is a waste of time and resources. Our approach is therefore to form several independent teams. And specifically where the talented people are.

Regarding working methods and models: how are Durot Electric’s teams to be structured in the future? Do you plan interdisciplinary teams with several experts for a project, or does it pass through different departments depending on the stage?

We employ capable all-rounders as well as specialists. The teams are assembled according to needs. Basically, we want to maintain this structure. Up to twenty people, this is manageable for management in its current form. If there are more, we see the way forward as small and agile teams that can each draw on expertise from a central point.

It is somewhat different with your customers. They are significantly larger, even if many of them qualify as SMEs. What advice do you give companies developing their first or a new electric vehicle?

It definitely requires a technically competent project management who is passionate about the project and practically has electricity in their blood. The person in question should be given the opportunity to assemble a team that is infected by this enthusiasm. Development is teamwork. Different disciplines work together and various processes interlock, which is why project management is the key to success.

Nevertheless, you often develop complete vehicles for customers and sign corresponding confidentiality agreements. Is it not bitter not to be seen as the creator of the "own" vehicle? Or do you rejoice in your customers’ success?

Of course, we rejoice in our customers’ success. Moreover, the vehicles and machines are always our babies as well. In general, we follow the approach of not keeping our know-how solely to ourselves. We want to give customers something to take away and encourage them to build up internal staff. If they then dare more and continue, it promotes electromobility. In addition, we usually remain the first point of contact for delicate questions and future projects. Therefore, we strive to always stay at the cutting edge of technology.

Durot Electric has now existed for five years. What has changed in the original strategy?

One certainly always adapts somewhat to the customers. That is how it should be. We had to learn to react flexibly to the order situation. What has developed quite differently than expected is the market for retrofits. Initially intended as a pillar, today we almost exclusively handle projects from business customers. This is also because we only develop vehicles that are practical without restrictions. However, this requires an enormous number of engineering hours in the area of retrofits – you first have to find someone who pays for it. We are talking about a multiple of the cost of an off-the-shelf vehicle. Nevertheless, retrofitting still has a future – for example, with smaller manufacturers.

Let’s talk about trends. What developments and ideas occupy you on the market side?

Core developments for us are functional safety and autonomous driving. Especially in the machinery sector, this opens up incredible potential.

An example?

The last mile. In future, smaller but autonomous vehicles could be used here. The same applies to dumpers in gravel pits. No one needs to steer anymore to get from A to B.

A trend rarely comes alone. There is talk of connectivity, autonomy, electromobility and sharing models. What is happening with the customers?

There are many applications one does not even think of. For example, a tunnel fan like the one we developed. As a combustion engine, it is not conceivable in this form. For vehicles currently registered, practically every diesel vehicle can be electrified and automated. From the airport apron to the construction site. The market potential and the work still to be done here are huge. But the work will not be manageable by us alone. Many other "Durot Electrics" are needed.

Then the question about growth plans is superfluous.

Of course, we try to grow so that we can serve our customers as best as possible. We basically grow organically and out of existing projects. But there is an upper limit that we as technicians and managers can handle.

Interesting. Do you regret not being the developer of the electric Opel Manta?

Um, no. I drive an Ampera. My personal time in car development is over anyway. But it was enriching for me to have co-developed the first hypercar. The first electric circumnavigation of the world, the first hybrid racing car, the first fuel cell racing car, ...

Really not?

No. We are doing more exciting things now. Or should I say yes?

Yes.

Yes, I regret it. I have wanted to do that for years. Now Opel is doing it themselves. We actually wanted to do it ourselves.

I knew it. Thank you for the exciting interview.