Digital transformation has moved far beyond buzzwords and PowerPoint decks. Modern companies need practical guidance on applying new technologies – not just theory. One advisor is taking an unusually hands-on approach, drawing from over two decades of experience leading digital initiatives at Daimler and AB InBev. From developing the automotive industry’s first online car configurator to transforming AB InBev’s marketing to digital-first and establishing its pioneering innovation hub in Silicon Valley, Hugo Hanselmann’s work has consistently bridged the gap between strategy and implementation. Now through his advisory firm HUHEHA and technology company XENIOS, he helps businesses navigate real digital changes.
Pioneering Digital Tools in Automotive
Working at Mercedes-Benz’s parent company Daimler in the late 1990s opened Hugo’s eyes to digital’s potential. His team pioneered one of the first online car configurators, fundamentally changing how people shopped for vehicles. “We built one of the very first car configurator worldwide,” he says. “That’s when you see the power of interaction – someone at home wanting to buy a new product and being able to interact with the brand before even going to the dealership.”
The project’s success led Hugo deeper into digital transformation. Beyond the configurator, his team developed financial services tools that helped customers calculate what they could afford from home. The biggest challenge to implement all these great tools wasn’t so much the technology – it was the people and their views on the changes that were coming their way. “Looking back at those 20 years in the corporate world, encouraging people to work with all the new technology was the biggest challenge,” Hugo notes. “There’s always this group that’s super excited, this group that looks at it and thinks ‘Okay, I’ll see what comes,’ and then there’s the group who opposes the changes.” 
Transforming Beer Marketing Strategies
Hugo’s next challenge came at AB InBev, where he led the transformation of their marketing approach. “When I started it, it was TV and TV campaigns-centric,” he recalls. “When I left, digital, with amongst otehrs social media and mobile applications were at the core of what we did – whether it was FIFA sponsorship or a new product launch.” To stay ahead of digital trends, Hugo was part of the team that established AB InBev’s Beer Garage in Silicon Valley. “We were the first consumer goods company to do so,” he says. The innovation hub partnered with early-stage companies as well as more established tech companies to demonstrate digital’s potential in retail, hospitality and marketing.
Launching a Consulting Firm, more or less by Chance
After leaving AB InBev, Hugo founded his advisory firm HUHEHA – though not quite intentionally. The company name came from his Twitter handle, chosen hastily when he needed to formalize some consulting work. Its unofficial launch happened by chance at Mobile World Congress in Barcelona. “I met a friend there who said, ‘Hugo, a speaker cancelled – can you go on stage tomorrow? There’s the CMO of Coca-Cola, the CEO of a major mobile operator company'” he remembers. “There was an audience of 500 people. That was probably the formal launch of this company name.”
Hugo’s consulting style reflects his operational experience. Instead of lengthy strategy documents, he advocates for practical action. “Let’s start somewhere small – don’t create a 100-page PowerPoint deck and leave it there,” he advises. “Build a minimum viable product and look for some corner in the company where we can test with people who are willing to go forward.” His reputation for driving real change occasionally raises eyebrows. He recalls one project where “the manager went back to the person who recommended me and said ‘Hugo is great, but I can’t have him on this particular project – he will see opportunities to improve and is going to make changes.'”
Fostering Partnerships for Business Success
Today, Hugo runs both HUHEHA and XENIOS, a technology company building applications and platforms that help businesses work together. He sees collaboration as crucial for future success. “You can’t do it on your own anymore,” he explains. “You’re either part of an ecosystem or you have a partnership network that you work together with – and that partnership network is very diverse.” While he maintains separation between his advisory and technology work, both reflect his belief in practical solutions. Each venture addresses different aspects of helping businesses thrive in an increasingly connected world.
Through both companies, Hugo continues what he started at Daimler decades ago – helping businesses adapt to technological change. His approach combines strategic thinking with practical implementation, always focused on delivering real results rather than just recommendations. To learn more about Hugo Hanselmann and his approach, check out his LinkedIn profile.
