Synera Team, Leadership, and Culture: Crossing the ScaleUp Threshold and Entering the U.S.
Product breakthroughs don’t scale companies. Teams do. In 2025 we evolved how Synera is led and how it operates. This article is the third in a series by Synera CEO Dr. Moritz Maier about how Synera built agentic automation for engineering, helped usher in a new era of vehicle technology development and moved closer to a “JARVIS for Engineers”. A 360° year-end reflection from the CEO’s perspective.
From shared leadership to clearer roles
If product is what people see, culture is what makes it possible.
For a long time, Synera was led by three co-CEOs - Daniel Siegel, Sebastian Moeller-Lafore, and myself. This setup had real strengths. But when the agentic wave hit and speed became decisive, we saw the limits of a three-person leadership structure.
So we made a leadership change that was both practical and personal: we moved to a clearer CEO (Moritz Maier), CFO (Sebastian Möller-Lafore), CPO (Daniel Siegel) structure. At the same time, we saw we needed dedicated revenue leadership to match our product ambition. We brought in a Chief Revenue Officer from Silicon Valley (Ubaldo Rodriguez). This helps us build the go-to-market engine for the next phase, which includes expanding geographically.
Opening Synera Inc. in Boston, MA
Founding Synera Inc. and opening our U.S. office in Boston was not symbolic. It meant:
- Proximity to customers shaping the future of engineering
- Stronger enterprise partnerships with Accenture and Capgemini
- A truly transatlantic operating model. One culture. Multiple time zones.
What we invested in to keep culture strong
- We revised and sharpened our core values so they fit a higher-performance environment without losing trust.
- We introduced internal Value Awards to make the values visible in daily choices.
- We moved toward a clearer performance mindset, because the pace of AI leaves less room for slow feedback loops.
- We strengthened senior leadership (“VP level”), including hiring a new VP Marketing (Kacey Ende).
- We established a Chief of Staff role (Daniel Loewen) to tighten leadership cadence, strategic alignment, and follow-through.
We also tracked our Employee Net Promoter Score (eNPS) during this shift. It stayed stable and even moved slightly upward. This matters to me, because it suggests something important: you can raise the bar without breaking trust, if you invest in people while you push the pace.
You can read the other articles from this series:
- From Breakthrough to Reality: Why Multi Agent Engineering Finally Works.
- From Engineering Workflow Automation to Agentic Digital Engineers
About the author:
Dr. Moritz Maier is CEO & Co-founder of Synera. He was fascinated by the connection between technology and entrepreneurship from an early age – founding his first company at 16. His path later led him through scientific research and consulting to the central question that drives him to this day: How can engineers work more intelligently through automation – rather than just faster?
With a PhD in product development processes and experience in generative design, additive manufacturing, and process automation, he now works on the vision of digital engineers: AI agents that support technical development teams and give them more space for innovation.
His approach: Technology should adapt, not the other way around – only then can it truly help people in everyday engineering.
