Lin Xu: Fuelling Growth with Strategic Planning & Execution

Women across the Netherlands have been breaking barriers, driving change across many areas of society. Their leadership has reshaped politics, education, business, and activism, often pushing for equality and reform. Dutch women have worked not only to break glass ceilings but also to redefine leadership itself, demonstrating resilience and innovation. Their leadership roles are growing in both the private and public sectors, from entrepreneurship to corporate management, with a notable focus on promoting diversity, sustainability, and innovation. With increasing representation in high-level positions, women in the Netherlands are driving impactful changes and inspiring the next generation of female leaders. One such leader is Lin Xu, the Managing Director of Great Wall Motor Netherlands Investment & Holding B.V.

Lin Xu has over 15 years of experience working in the Netherlands. With a diverse career spanning the automotive, petroleum, and consulting industries, Lin specializes in operations management, business development, and compliance.

She excels in strategic thinking, business negotiation, and coordination, and has a proven track record of integrating resources and innovating businesses. Lin emphasizes clear communication, strategic goals, and strong leadership in his approach, focusing on motivating teams and delivering results even under pressure.

The Global Women Leader magazine engaged in a one on one interaction with Lin Xu. Let’s read on.

Can you share the key experiences from your early years that helped shape who you are today? What were some of the major influences during that time?

During my childhood, regular jogging became a key part of my life, starting at age seven and continuing until I was fifteen. Jogging for two hours each day not only boosted my energy but also built resilience and patience. When my breath hurt and my legs felt tired, I learned to push through by reminding myself to hold on for just a little longer. This persistence became a natural response in difficult situations.

My parents played a significant role in shaping my confidence, especially my father. He always supported me, especially when I struggled. For example, if I didn't get the expected grades, he would reassure me, often blaming himself for not spending enough time with me. His protection and support were evident in moments like when I accidentally scratched a famous branding car while learning to ride a bike. His response made me feel loved and safe.

Encouraged by my father, I went abroad to study, which initially filled me with uncertainty. Living in the Netherlands, I faced many challenges, but I learned to be independent. My parents' encouragement to 'be brave' has stayed with me, and I have carried their support throughout my career and life.

Lin emphasizes clear communication, strategic goals, & strong leadership in her approach, focusing on motivating teams & delivering results even under pressure

Could you tell us about Great Wall Motor and the different roles and responsibilities you undertake as the company’s Managing Director?

GWM is a global intelligent technology corporation specializing in the design, development, manufacturing, sales, and service of automobiles and auto parts. Its brands include HAVAL, WEY, ORA, TANK, and GWM Pickup. At GWM, we have simultaneously advanced the development of hybrid, pure electric, and hydrogen energy, establishing a leading energy-intelligence forest ecosystem. The company has also built a comprehensive industry chain covering intelligent driving, intelligent cockpit, and intelligent chassis. Its pioneering energy system, comprising 'photovoltaic + distributed energy storage + centralized energy storage’, has completed the full value chain of 'solar energy-battery-hydrogen-vehicle power.' In 2023, GWM saw rapid growth in overseas sales, surpassing 300,000 units.

R&D locations include Europe, ASEAN, the Middle East, North Africa, South America, and Australia. Manufacturing facilities are located in China, Thailand, Brazil, Pakistan, Ecuador, and more. In the European market, GWM established a holding company in 2021, followed by subsidiaries like the Netherlands Sales Limited, which currently manages sales activities within the EU. The company sells BEVs and PHEVs in this region.

What are your primary focus areas for driving growth at Great Wall Motor in European market?

Our current focus areas for driving growth at Great Wall Motor include localization and compliance. We customize our products to meet the specific needs of EU consumers and adapt our operations to align with local regulations. This includes ensuring compliance with established standards, such as the requirements for operating a limited company and adhering to regulations like the Carbon Border Adjustment Mechanism (CBAM) and the Corporate Sustainability Reporting Directive (CSRD). These two areas are ongoing priorities as we navigate the dynamic global business environment.

As a business leader, what are some of the key challenges you face in your current role, and how do you address them?

The primary challenge lies in the geopolitical political environment, where economic safety is increasingly disconnected from economic growth. In such an uncertain landscape, it is crucial to find assurance to guide both current and future development plans. Recently, countervailing investigations have been initiated to increase import duties, and it is now certain that the EU Commission will maintain its emission targets for 2030 and 2050, even in the face of potential setbacks or slowdowns. GWM is working to expand in the EU market despite these challenges.

Maintaining coherence between strategy and planning is essential. Strategy refers to a set of decisions that position a business in the market and provide a roadmap for success. It is grounded in a clear theory, where every industry operates cohesively. It begins with understanding why a business is in a particular field and how it can differentiate itself from competitors to better serve clients or potential customers. This strong strategic foundation is reflected in various plans, including those for sales, marketing, finance, and HR, all aimed at achieving the set objectives. However, achieving coherence is challenging. While top management formulates the strategy, operational leaders must ensure that different departments work together effectively across various sectors to achieve the shared goals. Throughout this management process, two balances are particularly important, namely cost control and alignment with the outcome specified in the strategy.

What do you consider to be the biggest achievements in your professional journey so far? Additionally, what is your guiding principle for success as a leader?

Self-acceptance is about staying focused on key issues in complex situations while staying true to your core beliefs, values, and outlook on life. It involves making confident decisions without overthinking or succumbing to imposter syndrome. For example, if there’s a conflict between your favorite team member and a major customer, the key is to balance the importance of the customer to the company while addressing your assistant’s emotional needs. This approach helps you make a decision that supports both your team and the company's success.

What is your vision for the business landscape in the Netherlands by 2025? How do you see women contributing to the country’s economic growth?

The Netherlands has fostered a dynamic corporate innovation environment by successfully integrating business and government efforts, encouraging technological advancements. It has become a hub for digital security innovation, with the government accelerating digitalization through initiatives like the 'Artificial Intelligence Strategic Action Plan' and the ICAI-Netherlands National Artificial Intelligence Innovation Center. The country is also advancing the circular economy and energy transition, with ongoing research into hydrogen energy and clean energy sources, including the creation of Europe's first 'hydrogen valley'. By 2030, the automotive industry in the Netherlands is expected to focus on electrification, enhanced connectivity, and autonomous driving. Lower battery costs, better infrastructure, and growing consumer acceptance will drive electrification, while the rise of connected vehicles and the development of advanced driver-assistance systems (ADAS) will make fully autonomous vehicles more viable.

Lin Xu, Managing Director, Great Wall Motor Netherlands

Lin Xu is the Managing Director of Great Wall Motor Netherlands Investment & Holding B.V., the European holding entity of Great Wall Motor in China, a leading global automotive corporation. With a strong background in business strategy and innovation, she plays a key role in driving the company’s growth, particularly in the localization in EU market and international expansion.