EMS@C-LEVEL

The episode contains a handful of genuinely useful operational points - the 70%-automotive concentration as the root cause of insolvency, the EMS consolidation thesis creating space for owner-managed mid-size players, and the skepticism about defence growth - but most of the conversation stays at summary level without revealing the underlying mechanics, decisions, or tradeoffs in enough depth to be densely instructive. Significant filler and agreement between speakers dilutes the signal.

“Delltech was focusing more than 70% on just automotive passenger car. And that was the strategic fault”

“Now, mostly all EMS are now telling the story of defense industry...this is not a market a market which is lying in front of you, and this is not increasing such fast as everybody wants”

The contrarian pushback on defence hype is a mildly fresh take for an EMS audience, and the framing of Asian suppliers as problem-solvers rather than purely threats is worth noting, but the core narrative - diversify away from a concentrated sector, transfer automotive quality discipline to adjacent markets - is a well-worn EMS playbook with no first-principles reasoning offered.

“I'm I honestly uh honestly saying, uh, of course, I'm interested in defense industry, but uh this is not a market a market which is lying in front of you”

“don't talk about the Asian supplier base also only as competitor, see all the chances in this fast economy and this powerful economy to solve problems too”

Carsten Ellermeier is a genuine practitioner who executed an actual distressed-asset acquisition out of insolvency and is running the company as owner-CEO 14 months in - this is real skin-in-the-game experience, not thought-leadership. He loses points because Deltec is a medium-sized regional player and the transcript gives little sense of his prior C-level impact at scale.

“I'm taking over um Dell Tech out of a uh on an insolvency situation”

“I take the chance to to acquire the assets as a classical asset deal out of the insolvency”

The episode has useful concrete anchors - specific percentages (70% then 50% automotive, 30% target), named strategic partners (Panasonic Connect, VISCOM, B4C Creation, Shengyi, King Board), and a named proprietary system (Deltec Guided Manual Assembly) - but no revenue figures, headcount, facility size, acquisition price, or customer names appear, leaving the business picture largely schematic.

“we are now close to 50% of the turnover uh um with uh automotive passenger car business...the target will be not more than 30% uh in the uh three to four years target”

“getting really close information from Shengyi and King Board to get the information live and defining strategies”

The host has genuine domain knowledge and occasionally surfaces a useful angle - asking about ICE-to-EV transition within the automotive book, probing the AI readiness of the digital infrastructure - but he consistently validates rather than challenges, letting vague claims about supply chain, AI, and market growth pass without pushback or quantification requests.

“Just to go to those two different areas, the 50% that's still in automotive, is that transitioning from internal combustion to something that's more EV related?”

“Okay, that sounds an excellent, excellent process to go through for the next stage of automation.”