

The hard-nosed engineer who turbocharged Porsche's profits by building better cars more efficiently, then nearly swallowed Volkswagen.
Wendelin Wiedeking was the unflinching turnaround artist who saved Porsche from itself. Hired in the early 1990s when the sports car maker was adrift, the production engineer attacked bloated costs and slow processes with Toyota-like precision. His 'lean production' revolution wasn't about cutting corners on quality; it was about building legendary cars like the 911 and Boxster with ruthless efficiency, restoring Porsche to breathtaking profitability. His ambition, however, ultimately overreached. In a dramatic corporate gambit, he leveraged Porsche's success to secretly amass a huge stake in the much larger Volkswagen Group, aiming for a takeover. The 2008 financial crisis exposed the risky debt behind the move, leading to his ouster and the stunning reversal of Porsche being absorbed by VW instead.
1946–1964
The largest generation in history at the time. Shaped by postwar prosperity, the Vietnam War, the sexual revolution, and Watergate. They questioned every institution their parents built — then ran them.
Wendelin was born in 1952, placing them squarely in the Baby Boomers. The events that shaped this generation — postwar prosperity, civil rights, Vietnam, and the counterculture — shaped the world they entered and the choices available to them.
The biggest hits of 1952
#1 Movie
The Greatest Show on Earth
Best Picture
The Greatest Show on Earth
#1 TV Show
I Love Lucy
The world at every milestone
Queen Elizabeth II ascends the throne
Sputnik launches the Space Age
US sends combat troops to Vietnam
Martin Luther King Jr. and Robert Kennedy assassinated
First Earth Day; The Beatles break up
US withdraws from Vietnam; Roe v. Wade decided
Michael Jackson releases Thriller
LA riots after Rodney King verdict
Euro currency enters circulation
Curiosity rover lands on Mars; Sandy Hook shooting
Russia invades Ukraine; Queen Elizabeth II dies
He holds a doctorate in engineering.
Before joining Porsche's management, he worked as a production consultant.
The failed takeover attempt led to years of complex legal proceedings in Germany.
He is known for his direct, sometimes abrasive, management style.
“We don't make cars for museums; we make them to be driven.”