WORK
TOGETHER

Hi David, please introduce yourself. 

With pleasure. My name is David Roquetti Schneider, the middle one of five brothers, born and raised in the beautiful Westerwald region. I owe the surname Roquetti to my Brazilian wife, who has Italian roots. I hold a degree in Aerospace Engineering and I am passionate about aviation, even though I do not (yet) have a pilot’s licence. That said, I have flown several times – most memorably during the Flight Lab back then. A fond memory.

What else am I passionate about? Above all, strategic and analytical thinking, acting and guiding! Everything related to organisation, strategy, and process optimisation.

How did you come to join BCT?

I was always drawn to the South. I have family in Baden-Württemberg. I did my Bachelor’s degree in Aachen, and my Master’s in Braunschweig – neither exactly in the South. The connection to BCT developed during my doctorate in Braunschweig in the field of “Product Development”, where I focused in particular on “Developing Digitalisation Strategies”.

At that time, I met Prof. Dr. Kramer (a board member of BSW – BCT’s parent company) through the “Strategic Product Planning” lecture, which I organised. Prof. Kramer supported me in finding suitable candidates for the case studies required to validate my doctoral research and ultimately brought me into contact with, among others, Jürgen and Klaus (BCT Board). We immediately found common ground, and it quickly became clear to me what would follow after completing my doctorate – a role as Strategy Consultant at BCT.

What are your responsabilities at BCT?

My role as a Strategy Consultant at BCT is highly diverse. I ensure customer orientation within our processes and activities with both new and existing clients, attend meetings, and contribute as a strategist within the framework of digital transformation. In addition, I take a hands-on approach to the further development of our own interfaces, roles, and processes. My responsibilities are wide-ranging, which makes my work very varied.

What does "Creating Value Together" mean to you in this context?

Creating Value Together. That may be easy to say, but for me it is first and foremost a deeply meaningful expression. It carries so much weight. From the client’s perspective, it means that we do not see digitalisation as a one-off spark, but as a long-term partnership. With this mindset, we have established ourselves as a partner in the market and proven our approach time and again. Digitalisation can and should be carried out TOGETHER, as we can all benefit from one another. In this way, we achieve – and indeed embody – Creating Value Together.

But Creating Value Together also has significant meaning within BCT itself. There is a spirit of change and progress, as we have set ourselves ambitious goals with our Strategy 2030. And rightly so – if you want to achieve something great, you have to think big. In this sense, Creating Value Together especially means that we can only reach our 2030 goals through united effort. All departments, all colleagues, everyone together – as one team. Working together, sometimes failing together, motivating each other, always together 🤝🎯.

What is important when guiding a company successfully through its transformation?

A strategically reliable partner. This means: broad, cross-disciplinary expertise, clarity in communication, analytical initiation, careful planning and execution of projects, and, ultimately, collaboration on equal terms with a clear focus on the client’s interests. This is the standard we set ourselves, and I personally dedicate my creativity and energy to ensuring that we continue to improve in this direction wherever necessary.

Based on this, what have you learned about digitalisation in the manufacturing industry?

During my time in research, I had the privilege of leading the Group for Integrated Systems Development and Vehicle Concepts. This gave me many insights into mechanical engineering and the automotive sector – from large corporations to medium-sized and small businesses. What unites them all is the drive to improve. What smaller and medium-sized enterprises (SMEs) often lack, however, is the financial flexibility to afford misinvestments or setbacks. Digitalisation, which in itself opens up many possible directions, can therefore appear more daunting than full of opportunity. The same questions often arise: Which direction? Why? To what end? Where to start? How to continue? Who to involve? Who to convince? Digitalisation is change. Change is persuasion. Persuasion does not stop at executive level but must be carried through the whole organisation. The questions raised at management level must be answered with the utmost clarity and reliability. Only then can digitalisation truly and sustainably succeed.

What advice would you give to potential candidates?

If you want to develop yourself further, BCT is exactly the right place. The team here is fantastic, and we always support one another. Personally, I not only love learning – and there is always something new to learn – but also sharing knowledge and helping others grow.

Those who are not afraid of “cold water” and are ready to leave their comfort zone, those with ambition and determination, those eager to discover new topics and new fields, those who want to actively contribute, help shape, and drive change – they are exactly in the right place here! 🚀