What drives you personally every day as Managing Director?
What motivates me above all is the joy of developing a company in the long term. Seeing how strategic adjustments take effect and bear fruit is a strong motivation. Our great team and our established customer and partner base, which is based on trust and continuity, are particularly important to me.
How do you measure good leadership for yourself?
I measure good leadership first and foremost by the satisfaction of our employees and our customers. If this is the case, it automatically reflects stable and sustainable business figures. For me, economic success is a consequence of good leadership – not the other way around.
Looking back, which decision was particularly courageous – and what did you learn from it?
In retrospect, founding the company in 2021, in the middle of the coronavirus pandemic, was one of the most courageous decisions. Today I know that this was exactly the right step. I have learned that entrepreneurial courage, coupled with conviction and a clear focus, opens up great opportunities even in challenging times.
How do you manage to remain strategically clear despite operational pressure?
With increasing experience, you learn to set priorities more consciously and to tackle the really relevant issues at the right time. It is crucial to regularly take a step back from day-to-day operations and not lose sight of the strategic perspective.
Which skills do you think will be indispensable in the management of the future?
Digital expertise will play a key role – both in technological understanding and in the implementation of digital processes. At the same time, empathy towards employees is becoming increasingly important in order to lead and develop teams sustainably.
How do you deal with conflicting expectations from the market, employees and shareholders?
We consistently try to find a healthy balance between all interests. This does not always work immediately, but through openness, transparency and flexibility we can react quickly and make adjustments when necessary.
What do outsiders often underestimate about your role as management?
The high sense of responsibility that accompanies every decision is often underestimated. Considering the impact on all employees is a permanent part of the role and has a significant influence on day-to-day management.
What steps are you taking today to ensure that your company is successful in five years’ time?
Our employee structure is already designed for the next 10 to 15 years. At the same time, we continuously monitor the relevant industry trends and macroeconomic developments. A central focus is on the consistent further development of our digitalization.
