Case Study: Navigating Technical Uncertainty at Fortune Global 10
Volkswagen: $800K POC for Quality Process Virtualization
This case demonstrates complex technical POC management at the world's largest automaker. Unlike typical sales where scope is clear, this required developing the solution methodology while scoping the engagement, managing technical uncertainty across global teams, and building credibility through on-site discovery.
The Challenge
Volkswagen's quality validation process, called "Aussenmeisterbock," is critical to their reputation for stringent quality standards. The process uses a giant automotive jig that body panels and components are fit to, then gaps between panels are measured for consistency. Non-uniform gaps make a car look slopped together, something VW cannot tolerate.
The problem: This physical mockup process required 4 full-time people 4-6 weeks to perform. If one small thing changed, it had to be completely redone. VW wanted to virtualize the process but faced significant uncertainty about technical feasibility.
Why it was complex:
- VW had the most stringent quality standards of any automaker, replication had to be exact
- Process combined 3D scanning, quality measurement, and vehicle assembly, not pure FEA
- No one at VW understood the end-to-end process, expertise was fragmented across scanning, mounting, measurement, and documentation
- Process is performed at every VW plant worldwide and must follow company standards set in Germany
- If quality fails, VW Board of Directors gets supplier reports, making this business-critical
The mutual risk: VW didn't want to spend hundreds of thousands without useful results. Dassault/SIMULIA engineers couldn't commit to virtualizing a process they didn't fully understand. Both sides were nervous.
My Approach: Discovery Before Commitment
Initial Contact (Aug 2022):
During general outreach to VW engineers explaining our simulation and digitization capabilities, Kathryn (Quality Engineer) described the Aussenmeisterbock challenge. I said we could probably help but needed a deeper conversation to understand feasibility.
Building Understanding (Aug 2022 - Apr 2023):
- Set web meetings with 2-4 engineers on each side to understand the process
- VW presented their process multiple times, but endless questions remained
- Fragmented expertise meant no single person understood the full end-to-end workflow
- Coordinated with German VW headquarters engineers on company standards and documentation requirements
- Identified Chris (Kathryn's manager) as budget holder and decision-maker
On-Site Discovery (May 2023):
Recognizing we couldn't scope this remotely, I coordinated an on-site visit to VW's Chattanooga plant with two Dassault engineers, including David (Senior Simulation Engineer).
What we learned in 1.5 days:
- Observed the full physical process: scanning, mounting, measurement of flexible parts
- Met with 5 VW quality engineers to understand each specialized aspect
- Documented steps required for virtualization
- Identified the core technical challenge: scan data doesn't create perfect FEA-ready parts
Scope Development (May - Aug 2023):
- Worked with SOW writer, services team, and R&D to define deliverables
- Developed methodology approach: morph perfect CAD models to match scan data for analysis
- Created presentations for German headquarters demonstrating virtual process would replicate exact documented standards
- Identified future product features that would support this use case if Dassault pursued it strategically
- Settled on $800K POC: software licenses plus virtualized process for one vehicle model (extensible to other models with adjustments)
Orchestration Required
This wasn't just selling. It was running a complex, multi-stakeholder operation:
Internal coordination (my side):
- Client executive (strategic coordination)
- 3 engineers including David (technical validation and on-site discovery)
- Services team manager (delivery methodology)
- SOW writer (contract scoping)
- 2 CATIA specialists (CAD integration)
- 3 R&D team members (future product features and technical feasibility)
Total: ~11 people coordinated
External stakeholders (VW):
- Kathryn (Quality Engineer, initial champion)
- Chris (Manager, budget holder and decision-maker)
- 5 quality engineers at Chattanooga plant (process experts)
- 3 German headquarters engineers (standards and documentation)
Total: ~10 people influenced
The Outcome
Technical Validation:
- Successfully scoped $800K POC for one vehicle model virtualization process
- Identified viable technical methodology (CAD morphing to match scan data)
- Gained confidence in deliverability despite initial uncertainty
- Built credibility at Fortune Global 10 through on-site commitment and technical depth
Business Reality:
- VW requested more budget allocation for 2024
- Chris (budget holder) was stretched across multiple improvement projects
- Being transformational and new, project was pushed back for extra certainty
- Other H1 2024 priorities arose before POC could proceed
- I maintained relationship with VW management but left mid-2024 before circling back
Current Status:
- Deal could revive with right timing and budget availability
- However, institutional knowledge was built through months of discovery
- Without original team (me, David, others who learned the process), new rep would need to restart discovery from scratch
What This Demonstrates
Fortune Global 10 navigation: Proved ability to engage with world's largest automaker (#11 Fortune Global 500) and coordinate across international divisions (US plants + German headquarters).
Technical credibility: Despite no precedent for this type of virtualization, built enough trust that VW invested 1.5 days of 4 engineers' time for on-site discovery. That investment level signals genuine interest, not exploratory conversation.
Complex POC management: Navigated technical uncertainty by investing in understanding before committing to deliverables. On-site discovery was critical to scoping what would have been impossible to define remotely.
Cross-functional orchestration: Coordinated technical experts, R&D, services, legal/SOW, and account management across 12+ internal people and 11+ customer stakeholders spanning two continents.
Managing technical risk: Both sides were nervous about committing to something novel. Rather than overselling, I managed expectations while building confidence through systematic discovery and transparent technical assessment.
Key Takeaway
Complex technical sales require upfront investment without guaranteed returns. You have to put in the effort or you have no chance at all. Real customer interest is demonstrated through resource commitment, not just words.