TECHART: Back in the Fast Lane

Wirtschaftsforum: Mr. von Canal, you took over TECHART during an existential crisis. What motivated you to take this step?

Benedict von Canal: The challenge appealed to me on several levels: strategic, operational, and intellectual. TECHART was not a typical restructuring case – it was a systemic failure across all key corporate axes: market position, product quality, internal organization, staff management, and financial control. My motivation was to find out whether such a multidimensional crisis could be transformed into a viable organization with radical focus, analytical clarity, and genuine personal commitment. This was not a classic career move – it was an entrepreneurial experiment, almost in the sense of a 'live case study'.

Wirtschaftsforum: What is your most important learning after nearly two years of intensive restructuring?

Benedict von Canal: A company is only as strong as the quality of its leadership - or just as vulnerable. The experience at TECHART has impressively shown how quickly even established brands can fall into existential crises due to dysfunctional leadership and lack of governance. Trust, capital, and relevance can be squandered in no time - whereas rebuilding is a lengthy process and demands a precisely orchestrated team performance.
The decisive lever was therefore not heroic individual actions, but the consistent reorganization of responsibility, culture, and strategic clarity within the leadership team.

Wirtschaftsforum: TECHART looks back on almost four decades of eventful company history. Which turning points were particularly formative?

Benedict von Canal: TECHART started as a highly specialized saddlery with the ambition to tailor the interiors of Porsche vehicles uncompromisingly to customer personalities. In the early 1990s, the company was present in the showrooms of large Porsche centers - an organic partnership. With the change in strategy by Porsche AG, the rules of the game changed: While other OEMs such as BMW or Mercedes sought collaborations with customizers, Porsche decided to insulate the aftermarket. This repositioning stifled our growth for over two decades. Two legal disputes - one over 20 years ago, the other more than a decade ago - also shaped this phase. We won both cases with final legal effect, and in the second case, even made European legal history. Yet, although they are now concluded and have no relevance to our current business, they tied up substantial resources at the time and paralyzed our entrepreneurial development for years. Today, we look forward with a clear view.

Wirtschaftsforum: What services does TECHART offer today - and what makes your offering world-leading?

Benedict von Canal: TECHART stands today for holistic customization of Porsche vehicles at an international top level. Our range includes bespoke interiors of workshop quality, functional aerodynamic components made of carbon, to performance-optimized exhaust systems and engine upgrades with over 40% performance increase.
We see ourselves not as tuners, but as a design house with engineering DNA - with the claim to harmonize aesthetics, driving dynamics, and brand identity. Our distribution network includes over 100 partners in America, Europe, the Middle East, and Asia. Many customers order individual components for local assembly - others entrust us with the complete conversion directly at the factory, including vehicle procurement. TECHART is in demand where premium is not enough - but character is needed.

Wirtschaftsforum: How important is social media for positioning TECHART?

Benedict von Canal: Social media is no longer just a communication channel today - it is the showcase, the stage, and the sounding board for our brand. For many of our customers, especially the younger generation, visibility is synonymous with value. Whether in Dubai, Hong Kong, or on Maximilianstraße, driving is not just about moving - it's about being seen.
A TECHART vehicle is a statement that finds its second stage in the digital world. Our content generates up to 10 million views - and this is not by chance, but because we understand that product aesthetics can also be algorithmically thought today. Aesthetics and reach correlate - this is a new dimension of brand experience.

Wirtschaftsforum: Where does TECHART stand today in terms of digitalization?

Benedict von Canal: When I took over the company, the digital infrastructure was akin to the early 2000s - affecting both processes and mindsets. Instead of incrementally catching up, we took the opportunity to leapfrog in digital development. With AI, connected tools, and data-driven decisions, we skip entire technology cycles. Digitalization at TECHART is not an end in itself, but a lever for efficiency, scalability, and globally consistent brand management. We have built an in-house AI team that not only drives automation forward but also stimulates creative processes - from product visualization to digital customer engagement. Nonetheless, we still have many tasks to tackle in the coming years.

Wirtschaftsforum: How does TECHART position itself in the face of increasing electrification of automobiles?

Benedict von Canal: E-mobility is a technological turning point - but not an emotional one. Our clients are not just buying a means of transportation, but mobile expressions of their personality. Whether a V8 works under the hood or an electric motor, it is not yet subordinate for this target group - the decisive factor is: How unique does the product feel? At the same time, it is clear: The paradigm shift in the premium segment towards a broad demand for customized electric vehicles has not yet occurred. We are closely monitoring the market - to date, our sales share of electrified vehicles is still well below 3%. But as soon as demand and user behavior shift, we will be prepared. We already offer solutions for both combustion and electric models - this is part of our strategic lead.

Wirtschaftsforum: What is the direction of TECHART - what are your strategic goals for the coming years?

Benedict von Canal: TECHART remains deeply connected to the Porsche brand - not out of dependency, but out of conviction, admiration, and love. This brand is more than just a chassis for us - it is the platform for design, emotion, and driving dynamics excellence. Our strategic focus is on vertical depth rather than horizontal breadth: In the future, we will concentrate even more on model-overarching specialization - especially on the icons Porsche 911 and Cayenne. Simultaneously, we are opening new chapters: the careful refinement of classic Porsche vehicles (Heritage Line) and, prospectively, also the consideration of our own, design-strong vehicle concepts. We want not just to provide accessories - we want to create automotive characters that pinpoint individuality.