TechnoMarketing Group, led by Ralph Dubbeldam, has quietly become a trailblazer in the mobile tyre service sector. From humble beginnings in manual truck tyre changing to pioneering compact, efficient mobile workshops, Dubbeldam’s vision has reshaped tyre service models globally. With the advent of mobile servicing solutions tailored to modern vehicle needs, TechnoMarketing’s products have empowered companies like Rivian and Mercedes-Benz to meet customer demands on the go. Yet, Dubbeldam’s journey isn’t just about innovation – it’s about adapting to the complexities of global markets, space constraints and evolving automotive trends, positioning the company at the forefront of the industry’s transformation.

In an unassuming Dutch town near the port of Antwerp, a quiet revolution in tyre service is underway. Roosendaal may not be the first place one associates with automotive innovation, but it’s the operational base of a company shaping how tyres are serviced globally. Ralph Dubbeldam, the founder and owner of TechnoMarketing Group, has spent the past two decades not just selling tools but reimagining the future of mobile vehicle servicing.

“I always tell people we develop, build, create and trade,” says Dubbeldam. “It’s still the best summary of what I do.”

Today, TechnoMarketing Group supplies purpose-built mobile tyre service equipment to everyone from start-ups in Seoul to automotive giants like Mercedes-Benz and Rivian. But the journey began with a chance encounter at Europe’s largest truck show and a pair of American-made tyre tools.  

Dubbeldam’s entrepreneurial journey began over two decades ago, when a neighbour invited him to the IAA Commercial Vehicles Show in Hannover. Wandering the exhibition, he struck up a conversation with American manufacturers of tools for changing tubeless truck tyres. That serendipitous moment set him on a new path.

“I became their European partner, which I still am today,” he recalled. “That meant in the early years I was mainly changing truck tyres myself manually,” he added.

The hands-on experience wasn’t glamorous, but it grounded Dubbeldam in the practical needs of tyre service professionals. It also gave him a deep understanding of the mechanical challenges that define the industry. He soon began developing and distributing ergonomic wheel handling tools, jacks and battery service equipment, laying the foundation for TechnoMarketing Group.

In 2002, he launched the in-house Winntec brand. Two years later, he became the official distributor for CTEK, the Swedish smart battery charging company. Since then, he’s sold over one million battery chargers, anchoring the company’s reputation for innovation and reliability.

THE MOBILE SHIFT

While wheel lifts and chargers kept the company growing, Dubbeldam had his sights on a much larger transformation – mobile tyre service.

He noticed cultural shifts around car ownership, particularly among younger generations. A pivotal moment came in 2016 at the Automechanika show in Frankfurt, when a major German online tyre reseller approached him with a challenge, which was to create compact, climate-proof mobile service vans that operators could work inside year-round.

“Winter in Munich isn’t kind to tyre installers. The equipment they needed didn’t exist, so I sat down with my engineers and we built it ourselves,” he noted.

The result was ecube, a battery-driven, lightweight, emission-free power unit designed specifically for mobile service vans. That pilot project marked the start of TechnoMarketing Group’s mobile era and the brand’s global acceleration.

The company’s equipment is now used in mobile fleets across South Korea, Japan, Germany, the United States and the Middle East. Its reach expanded rapidly following a deal with Rivian in 2021, when the electric vehicle manufacturer began equipping its mobile service vans with TechnoMarketing Group’s technology.

“Rivian didn’t have a dealership network. So mobile service was their only option. They now have over 350 vehicles on the road using our equipment,” Dubbeldam explains.

Another turning point came in 2023 when Mercedes-Benz, after years of internal resistance, committed to rolling out a global fleet of mobile service vans. Its initial focus is on light services like inspections and battery maintenance but tyre service is next.

“It’s a strong signal that if a brand like Mercedes goes mobile, the rest of the market will follow,” Dubbeldam explains.

TechnoMarketing Group is also working with Pirelli Driver, Euromaster and Vergölst, a Continental-owned tyre service provider, in Germany. In Japan, it has partnered with Nitta Tire, and in the US, it sells thousands of air bottle jacks to fleets service providers through its distribution partner Gaither Tool in Illinois.

ENGINEERING FOR THE REAL WORLD

Mobile tyre service isn’t just about putting workshop equipment in the back of a van. It requires purpose-built solutions that can withstand extreme conditions, whether it’s subzero winters in Seoul or 90 percent humidity in Singapore.

“Traditional balancers weren’t designed to sit in a van baking at 40 degrees Celsius or rattling over cobblestones. “Metal shafts expand and contract. Rust is inevitable. Accuracy degrades,” Dubbeldam points out.

In Singapore, one TechnoMarketing customer services luxury sedans in underground parking lots. In Dubai, operators work night shifts to avoid the heat. And in North America, trailers are often used to reduce costs.

“These are not ideal conditions. You have to respect the local context. That’s what drives our design philosophy,” he said.

THE WEIGHT PROBLEM

One of the biggest constraints in designing mobile service vans is weight. In Europe, commercial vehicles are limited to 3,500 kilogrammes. A fully equipped van with a driver and tools leaves just 800–1,000 kilogrammes for equipment, barely enough for traditional changers and balancers.

Electric vans add another layer of complexity. For instance, the electric Renault Master offers 600 kg less payload than its internal combustion version due to the heavy battery pack.

“That’s why we focus so much on lightweight, compact systems. You don’t have the luxury of space or surplus weight,” says Dubbeldam.

The company’s integrated mobile solution featuring a tyre changer, balancer, compressor and battery box occupies just 1.1 square metres and weighs only 450 kilogrammes.

MARKET GROWTH

According to industry estimates cited by Dubbeldam, the global mobile tyre installation market reached USD 500 million in 2024 and is expected to exceed USD 1.3 billion by 2032, growing at a 10 percent annual rate.

And that’s just tyres. Broader mobile car servicing, from battery replacement to diagnostics, is expected to grow even faster as automakers seek leaner service networks and consumers demand convenience.

“Tesla was the first to really embrace it. But now you see Lucid, Rivian, even newcomers like NIO following the same model,” said Dubbeldam.

Dubbeldam’s success is as much about cultural awareness as it is about engineering. His customers span the globe and he’s quick to note that no two markets behave the same.

“In the UK, I sell thousands of air bottle jacks. In Germany, zero,” he says with a grin. “Why? It’s culture. And you have to respect that.”

He also thrives on the variety. “What drives me are those cultural differences, the diversity of requests. It keeps me curious,” he quips.

Dubbeldam shows no signs of slowing down. He continues to push TechnoMarketing Group into new markets in Asia and Africa and is investing in new emission-free power systems to replace noisy, gasoline-powered generators in mobile fleets.

“The internal combustion generator burns five litres of gasoline an hour. We’ve designed battery-driven alternatives that are clean, quiet and efficient,” he said.

He also sees untapped potential in mobile diagnostics, charging and electric vehicle maintenance. As carmakers move away from dealerships, the demand for mobile solutions will only grow.

“Car maintenance is going to change whether we like it or not. Mobile isn’t a trend anymore. It’s a necessity,” he said.

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India’s growing importance in the global tyre and rubber industry received a strong endorsement with HF Group announcing a EUR 20 million investment in a new state-of-the-art manufacturing facility in Bengaluru.

The announcement was made during the inauguration of HF India’s new Assembly Hall Unit II, a milestone that reflects the company’s long-term commitment to India and its confidence in the country’s manufacturing future.

The proposed greenfield facility will be developed on a 10-acre site near Bengaluru Airport and is scheduled for completion by 2028. Spread across nearly 20,000 sq. metres, the new factory will be almost four times larger than the current assembly operations and will incorporate digital manufacturing, automation, smart production systems, and advanced engineering capabilities.

The upcoming facility will focus on productivity, precision engineering, sustainability, and smart manufacturing while supporting both the Indian market and HF’s global operations. The investment underlines the company’s confidence in India as a major manufacturing hub for the global tyre and rubber industry.

Ian Wilson, Managing Director & Co-CEO, HF Group, said, “This is not the end of our investment in India. It is perhaps the end of the beginning. India is entering a take-off decade and the economy runs on tyres. We see tremendous opportunities for growth and are committed to investing in the future of the Indian market.”

With more than 175 years of global experience, HF Group has steadily strengthened its presence in India. The journey began in 1995 with the establishment of Indus to serve the growing rubber processing industry. The partnership with HF Mixing Group in 2011 brought global mixing technology expertise to India, while the complete acquisition of the Indian subsidiary in 2024 marked another important milestone in the company’s India strategy.

Today, HF India manufactures and supports a broad portfolio of mixing and rubber processing equipment, including intermeshing and tangential mixers, banbury technology, mills, curing presses, and aftermarket services. The company also offers process support, training, upgrades, inspections, and spare parts under its customer-centric philosophy of ‘Holding the Customer’s Hand.’

Emphasising the importance of customer partnerships, Wilson said, “We are not here simply to sell machinery. We want to hold our customers’ hands throughout the entire lifecycle of their equipment and support them through process optimisation, performance improvements and future growth.”

As HF embarks on its next chapter in India, the new facility represents not only an investment in manufacturing capacity but also a long-term commitment to localisation, technology and customer partnerships.

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TBC Corporation (TBC), one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, has named Ron Harper as its new Chief Supply Chain Officer. He will report directly to President and CEO Don Byrd and assume responsibility for the company’s entire supply chain function.

Harper brings over 26 years of experience steering global supply chains for multi-billion-dollar enterprises. His most recent role was Executive Vice President of Supply Chain at PrimeSource Building Products, overseeing planning, inventory, repack operations, service metrics and analytics. He has also held senior logistics and strategy positions at Sonepar USA, Nordstrom, Samsung SEA, and JCPenney.

The new chief holds a master’s degree in supply chain management from the University of Denver and a bachelor’s in industrial management from Michigan Technological University. His appointment underscores TBC’s focus on strengthening operational efficiency and logistics performance.

Byrd said, “Ron’s depth of experience in building transformative supply chain solutions aligns with our deep commitment to providing customers with the high-level efficiency, product availability and agility they expect from TBC. As market needs change and demands fluctuate, TBC is continuing to respond by having a supply chain strategy that minimises disruptions and maximises efficiency to ensure the highest levels of customer support and satisfaction.”

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The Rubber Board of India has announced the appointment of N Hari as its new Chairman, effective for a tenure of three years. Hailing from Pallikkathode in Kottayam, Kerala, Hari brings considerable experience to the leadership role, having previously served as a Board member representing small rubber growers from the state.

His initial term on the Board commenced on 28 June 2022 and spanned three years. During this period, he also held the position of Executive Committee Member from 7 October 2023 to 6 October 2024. This progression from membership to the executive committee and now to the chairmanship reflects his sustained engagement with the organisation.

His appointment is expected to steer the Board's initiatives in supporting the rubber sector, focusing on grower welfare and industry development across India.

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The Indian automotive landscape is currently undergoing a seismic shift. Driven by the rapid rise of rural urbanisation, an aggressive government push for electrification and the development of world-class road infrastructure, the industry is witnessing a period of robust growth. With sales of both new and used vehicles touching record highs, the demand for high-quality tyres remains in a significant upswing.

At the helm of one of the market’s most prominent players is Rajarshi Moitra, Managing Director of Bridgestone India and Vice-Chairman, Automotive Tyre Manufacturers’ Association (ATMA).

In an interaction with Tyre Trends, Moitra discusses the company’s future-ready roadmap, from its substantial capacity expansions to a ‘sharp and deep’ strategic focus designed to maintain leadership in an increasingly premium and electrified market.

A BULLISH OUTLOOK ON THE SUBCONTINENT

While global economic indicators remain varied, Moitra is unequivocally optimistic about the local trajectory. “The Indian automotive industry is at an exceptionally positive juncture from a medium-to-long-term perspective,” he asserts.

This optimism is grounded in several structural tailwinds that suggest India is slated for very strong growth. Key among these factors is the sheer room for market expansion.

“Firstly, we are still significantly under-indexed in terms of car penetration, with only 50 cars per 1,000 people – well below even some smaller developing nations,” Moitra explains.

Furthermore, the geographical spread of wealth is changing. Bridgestone is observing massive growth in Tier 2, 3 and 4 towns, a phenomenon Moitra attributes to ‘rural urbanisation’.

Bridgestone India estimates a transformative half-decade ahead for the industry. “The number of affordable households – those capable of purchasing a car – will double in India over the next five year. When you couple this with the government’s massive capital outflow into road connectivity and the rise of e-commerce, it creates a very bullish environment for both passenger and commercial mobility,” Moitra says.

THE ‘SHARP AND DEEP’ STRATEGIC PILLAR

Despite India being the world’s largest two-wheeler market, Bridgestone is famously absent from that segment – and intends to stay that way for now. Moitra clarifies that the company’s philosophy is rooted in specialisation rather than horizontal expansion. “At Bridgestone, we believe in being ‘sharp and deep’ in our strategy,” he says.

Currently, Bridgestone India’s business split is heavily weighted towards the consumer segment, with 70 percent of sales coming from Passenger Car Radial (PCR), 25 percent from Truck and Bus Radial (TBR) and 5 percent from Off-the-Road (OTR) segment.

“We see enough headroom for growth within the passenger car segment across products, channels and customer experience, so we are focusing our resources on maintaining our leadership there,” Moitra notes, dismissing any near-term plans to enter the two-wheeler space.

Instead, the company is doubling down on ‘white spaces’ within the consumer car category, specifically targeting higher rim diameters and specialised compounds for Original Equipment Manufacturers (OEMs).

INVESTING IN CAPACITY AND LOCAL INTELLIGENCE

To support this growth, Bridgestone is moving aggressively on the manufacturing front. With current operations running at 90–95 percent capacity, the company is in the midst of a major investment cycle.

At present, the company’s Pune plant has a capacity to produce 4.01 million passenger car tyres and around 693,000 truck & bus radial tyres, while the Indore plant has a capacity to produce 7.11 million radial tyres for passenger cars and light trucks.

“Our last major investment was USD 85 million in October 2024, which is being ramped up in phases through 2029,” Moitra confirms. This capital is being used to scale volumes and enhance technical capabilities at the Indore factory.

The new investment is expected to further add 1.1 million tyre production capacity in Pune by CY2029, thus taking its total production capacity to around 11.1 million units in the country.

“Our strategy is two-fold: we want to be future-ready for market demand while simultaneously sweating our current assets to drive higher efficiency,” Moitra explains. Crucially, this expansion isn’t just about physical output; it’s about local autonomy. Moitra highlights that a ‘very large part’ of procurement is now local, decided by teams on the ground in India.

The launch of a Satellite Technology Centre in 2025 has further decentralised the company’s innovation engine. According to Moitra, this centre plays a pivotal role in increasing local leverage and technical presence, allowing the Indian arm to maintain a balance between local agility and global sourcing.

EVs AND PREMIUMISATION

As the Indian market matures, consumers are demanding larger wheel sizes – a trend Moitra says is led by OEMs. “We are seeing a clear market shift towards higher inches – for example, a car like the Maruti Suzuki Swift moving from 14-inch to 15-inch and others moving from 16-inch to 17-inch,” he observes.

Bridgestone’s ‘all-inch’ strategy covers the spectrum from 12 to 20 inches, but their brand strength is most potent in these premium, higher-diameter sizes.

This premiumisation dovetails with the transition to electric vehicles (EVs). Bridgestone has positioned itself with an ‘EV-ready’ portfolio, exemplified by the Turanza 6i. “It balances long-lasting durability and safety with low noise and comfort – essential for EVs,” says Moitra. To ensure they capture this nascent but fast-growing market, the company expanded the range from 36 sizes in 2024 to 72 sizes by 2025.

The OEM relationship remains the cornerstone of this technological foresight. “The OEM segment allows us to see ahead of the curve regarding future vehicle technologies,” Moitra explains.

At present, 35 percent of their consumer business is OE-based and Bridgestone is in active discussions with many of the newer automotive entrants arriving in India.

While Bridgestone is aggressively expanding its footprint in new tyre technology and premium consumer segments, it is taking a markedly more conservative approach towards the retreading sector in India. Despite the potential for material circularity, the company does not view retreading as a strategic priority for the immediate future.

Moitra clarifies that Bandag, Bridgestone’s global retreading arm, is not currently active in India, and there are no plans to introduce it in the near-term. This decision is driven largely by the unique and challenging dynamics of the local market, which is currently dominated by cold retreading.

He points out that a significant pricing challenge exists when ‘cold retreads versus biased tyres versus some of the cheaper tyres’ are compared, making the business case difficult to justify at this stage. Consequently, Bridgestone has opted to remain focused on its core segments for the next two to three years rather than entering the retreading space.

SUSTAINABILITY AND THE ‘INSTITUTION OF RESPECT’

Beyond the numbers, Bridgestone is attempting to build what Moitra calls an ‘institution of respect’. This involves a heavy commitment to environmental goals. The Pune plant already holds the distinction of being the first carbon-neutral facility in the Bridgestone group.

“Sustainability is a core agenda across our entire value chain,” Moitra explains, noting a public commitment to reduce the company’s carbon footprint by 50 percent by 2030, including Scope 3 emissions. This holistic approach ranges from manufacturing processes to material circularity in the tyres themselves.

Looking ahead, the goal is to protect a dominant market share – currently over 20 percent by volume and 23 percent by value in the passenger car aftermarket. To do this, Bridgestone plans to expand its physical reach by 30 percent over the next five years, building upon its current network of over 4,000 touchpoints.

As the company transitions its branding from the Olympics to Formula E, the focus remains clear: high performance and the next era of mobility. “It’s the perfect platform to showcase our technological edge,” Moitra concludes.

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