Murat Yatkin
Managing Director DACH
TP Vision (Philips TV)
– John C. Maxwell “
A leader is one who knows the way, goes the way, and shows the way.
Guiding the Ship ‘
ManagingDirectorsarelikethecaptainsofacompany,steeringtheship
towardssuccess.Theyholdavitalposition,responsiblefortheoverall directionandperformanceoftheorganization.Theirleadershipimpacts everythingfromday-to-dayoperationstolong-termstrategicgoals.
Onekeyaspectoftheirroleinvolvescreatingaclearvisionforthecompany.They analyzemarkettrends,identifyopportunities,andformulatestrategiestogaina competitiveedge.AsuccessfulManagingDirectorunderstandstheimportanceof innovationandadaptingtochangeintoday'sfast-pacedbusinessworld.They mustbeabletomaketoughdecisions,weighingrisksandrewardstomaximize profitabilityandgrowth.
Furthermore,ManagingDirectorsplayacrucialroleinbuildingastrong organizationalculture.Theyfosterteamwork,motivateemployees,andcreatean environmentwhereeveryonecanthrive.Effectivecommunicationisessential,as theyneedtoconveythecompany'svisionandgoalstobothinternalteamsand externalstakeholders.Thisincludesinvestors,customers,andthewider community
Ultimately,theManagingDirectorisaccountableforthecompany'sbottomline. Theymonitorfinancialperformance,implementcost-effectivemeasures,and ensurethebusinessoperatesefficiently.Bycombiningstrategicthinking,strong leadership,andadeepunderstandingofthemarket,theydrivethecompany forwardandcreatelastingvalue.Theyarethekeydecisionmakersinsalesand marketingstrategies.Theyalsoaretheonetomanageriskandmakesurethatthey arecomplyingwithallregulations.
TheCIOWorldinitslatestedition,Germany'sTop10ManagingDirectors RevolutionizingIndustries,2025,featuresleaderswhohavedemonstrated exceptionalvision,innovation,andleadershipintheirrespectivefields.
Haveagoodreadahead!
CIO
CO NT EN TS
Murat Yatkin A Leader in Consumer Electronics
P R O F I L E
Filippo Baldassari Leading the Charge in Eco-Friendly Heavy Transport Solutions
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Featuring
Andreas Albrecht Managing Partner
Andreas Herb CEO and Founder
Andreas Mildner Managing Director
Elisabeth Kogan, CEO and Co-founder
Filippo Baldassari Managing Director
Lina Shadid, Lead Partner for Health
M Ali Mirza, Chief Execu ve Officer
Mathias Knops Managing Director
Maximilian Brand Managing Director
Murat Yatkin Managing Director DACH
Company Name
aptum Group www.aptumgroup.com
MBG Interna onal Premium Brands GmbH www.mbgglobal.com
Hera Residenzen Pflege GmbH www.heraresidenzen.de
Clexio Biosciences clexio.com
TII SCHEUERLE and TII KAMAG www i-group.com
PwC Middle East pwc.com
Healthcare Group healthcaregroup.com
KVP-Solu on www.kvp-solu on.com HOCHTIEF www.hoch ef.com
TP Vision (Philip TV) www tpvision.com
Descrip on
A visionary leader driving strategic growth and innova on, fostering excellence in business transforma on with a keen eye for sustainable success.
A trailblazer in premium brands, shaping the global beverage industry with entrepreneurial spirit and an unwavering commitment to quality.
A dedicated leader in senior care, ensuring excellence in healthcare services through compassion, exper se, and forward-thinking management.
Under Ms Kogen's guidance, Clexio’s growing pipeline is focused on the development of safe and effec ve treatments with rapid onset of ac on for a wide range of neurological and psychiatric condi ons.
A strategic thinker revolu onizing heavy transport solu ons, seamlessly blending engineering exper se with sustainable industry advancements.
Lina has held a series of posi ons, most recently as Lead Partner for Digital Health in PwC, Middle East. Lina has a special interest in promo ng innova on culture, be er healthcare for everyone and women empowerment in the region.
Ali Mirza comprehends excellent Financial Management skills, Insight and team approach to drive organiza onal improvements and implementa on of best prac ces.
A solu ons-driven leader op mizing business processes through strategic innova on and opera onal excellence.
A driving force behind infrastructure development, leading with precision, efficiency, and a vision for a sustainable future.
A forward-thinking execu ve shaping the future of consumer electronics through strategic leadership and market-driven innova on.
Murat Yatkin
Managing Director DACH
TP Vision (Philip TV)
Murat Yatkin
A Leader in Consumer Electronics
,Murat recognizes that the true measure of success lies in feedback from trade partners, customers rather than solely in his strategic vision and the reason for his success is his family who gives him support and love.
Today,whenwethinkofinnovation,ourmindsoften
leaptoprogressivetechnologyandgroundbreaking inventions.However,thebasisoftrueinnovation liesnotinthecomplexityofthesolution,butinitsabilityto addressrealhumanneeds.Atitsfoundation,innovationis aboutempathy,understandingpeople'schallenges, frustrations,anddesires.Byplacingusersatthecenterof thecreativeprocess,businessescandevelopproductsand servicesthatgenuinelyimprovelives.
ThisidearesonateswellwithMuratYatkin,Managing DirectorDACHatTPVision(PhilipsTV).Asthe consumerelectronicsindustrydealswithexplosive technologicaldevelopmentsandinfluencingconsumer expectations,heisattheforefront,drivingadisruptive charge.
At48,Muratembodiesauniqueblendofseasoned expertiseandvisionarythinking.With24yearsof leadershipexperienceatindustrygiantslikeSony, Samsung,andGroupeSEB,hehasmasteredtheartof managingcomplexcorporatesectors.Hisfocuson InternationalProjectManagementandChange Managementhasnotonlypropelledhiscareerbuthasalso promotedanethosofmodernizationwithinhisteams.
Muratbelievesthatthekeytoflourishinginthisversatile marketliesincollaborationandathoughtfulunderstanding ofconsumerneeds.Byleveraginghisextensiveknowledge ofGo-to-Marketstrategies,hehaslaunchedinitiativesthat augmentproductofferingswhilesignificantlyimprovingthe customerexperience.
Beyondhiscorporateachievements,Muratcherishesa passionforhorses,managingafarmthatsignifieshis pledgetogrowth,bothinbusinessandnature.Asheleads TPVisionintoanewera,heservesasarayofinspiration, demonstratingthatwiththerightmindsetandwillpower, challengescanbetransformedintonotableopportunitiesfor success.
Let us learn more about his journey:
TPVision:RedefiningAudio-VisualEntertainment
TPVisionstandsoutintheglobalconsumerelectronics landscape,focusingonaudiovisualdigitalentertainment. Thecompanyisdedicatedtothedevelopment, manufacturing,andmarketingofPhilips-branded televisionsacrossEurope,Russia,theMiddleEast,South America,India,andselectcountriesintheAsia-Pacific
region,alongsidePhilipsaudio productsavailableworldwide.
BycombiningPhilips’richheritagein technologywithTPVTechnology’s operationalefficiencyandadaptability, TPVisioncreateshigh-quality,smart televisionsthatareelegantlydesigned.These productsaretailoredtoelevatethecustomerexperience, providingexceptionalaudioandvisualenjoyment.
AsaleaderinthehospitalityTVmarket,TPVisionholds theexclusivebrandlicenseforPhilipstelevisionsinitskey regionsandforPhilipsaudioproductsonaglobalscale. Operatingasawholly-ownedsubsidiaryofTPV,a renownedmanufacturerofmonitorsandLCDtelevisions, TPVisioncontinuestomakeasignificantimpactinthe industry.
TransformingDACHRegion
Overthepasttwodecades,followinggraduation,Murathas celebratednumerousachievementsinrolesthatwere previouslynon-existentwithintheorganizationshehas served.Hissuccessstemsfromaclearvisionandtheability topresentpartnerswithcompellingconcepts.Thefocushas shiftedfrommerelysellingproductstoofferingvaluable ideasthatresonateintoday’stransparentmarket,where mistakescanleadtosignificantlosses.
Ineverypositionhehasheld,hehasconsistentlypropelled businessgrowththrougheffectivemarketing,exceptional service,andcreativeconcepts.Bymerelycomparingits organizationtoothersoradaptingexistingideas,acompany risksbecominginterchangeablewithitscompetitors.True distinctionliesintheabilitytoinnovateandstandoutina crowdedmarketplace.
,,Over the last 20 years, Murat has celebrated successes in new roles that organiza ons had not achieved before.
ANewChapterforTPVision
Overthepastfiveyears,Murathashadthehonorofleading TPVision’sPhilipsTV&SoundbrandastheManaging DirectorforGermany,Austria,andSwitzerland(DACH). Underhisguidance,theorganizationhasundergonea significanttransformation,emergingwithamodernized structureandahighlycapableteamofoutstanding professionals.
Withthistransformationnowcomplete,Muratrecognizesit asanidealtimetopursuenewopportunities.Changesare alsotakingplaceattheEuropeanmanagementlevel, promptinghimtoconcludehistenureatTPVisionon September1,2024.Heleaveswithconfidence,knowing thattheorganizationiswell-preparedforfuturesuccess.
Murathasenrichedthelongstandingteamwithfresh, creativetalent,andtogethertheyhavedevelopeda distinctivestrategythataddsvaluewithintheindustry
Notably,PhilipsAmbilighthasdistinguisheditselfasthe onlybrandinthemarketthathasavoidedcashbackoffers andothertacticsthatcouldweakenbrandintegrity.Despite thesechallenges,theDACHmarkethasseenconsistent profitablegrowthoverthepastthreeyears.
KeystoAchievement
Successbeginswithaclearvision.AsDenzelWashington wiselystated, "Dreams without goals are just dreams. And ultimately, they fuel disappointment. On the road to achieving your dreams, you must apply discipline but, more importantly, consistency. Without commitment, you'll never start, but without consistency, you'll never finish.”
WhenMuratassumedleadershipoftheorganization,it becameevidentthatitthrivedonhumanconnections,with decisionsoftenswayedbyintuition.Additionally,insights frompartnersandthecompetitivelandscapeplayed asignificantroleininfluentialchoices.Toinitiate thetransformation,Muratfocusedoneducating theteamabouttheimportanceofnumbers, data,andfacts.Heencouragedthemto analyzeinformationthoroughlyandexplore alloptionsbeforeenteringnegotiations, believingthatasolidfoundationenhances thenegotiationprocess.
Thenextcrucialstepinthistransformationinvolved ensuringthattherightindividualsoccupiedtherightroles. Muchlikeafootballteam,wherecoachesregularlybringin newplayerstostrengthentheirlineup,itisessentialfor organizationstoevaluatetheirpersonnel.Everyonemustbe willingtocontributetothecollectivesuccess,aseach individualhasvoluntarilyenteredintoanagreementthat outlinestheirresponsibilitiesinexchangefortheirmonthly compensation.
BuildingaCollaborativeVisionforSuccess
Muratrecognizedtheimportanceofaligningtheentire organizationandbringingtheteamalongonthisjourney Whileanindividualmayhaveavision,itisthecollective effortoftheteamthatbringsittolife.Hestructuredthe organizationtoensureitfunctionedeffectively,with decisionsmadewithinadefinedframeworkthatencouraged negotiationandcollaboration.Relyingsolelyonhisown judgmentwouldlimittheorganization'spotential;therefore, hefocusedonhiringtalentedindividualswhoexcelledin theirroles.Theseteammemberswereencouragedtotake ownershipandmakedecisions,fosteringasenseof responsibilityandempowerment.
Toachievesuccessbothinternationallyandlocally,a carefulexaminationofpartnershipswasessential.Murat consideredwhichalliancesalignedwithhisstrategicgoals, whothetargetmarketwas,andthebestmethodstoengage them.Heassessedwhetherfoure-tailerswerenecessaryor iftwowouldsuffice,alwaysweighingtheaddedvalueeach partnershipcouldbring.Throughoutthetransformation
Murat offers valuable advice to managers and aspiring execu ves: dream big and pursue those dreams without sharing them widely. , ,
process,heandhisteamdiligentlyidentifiedtheright partners,investingtogethertoensuremutuallong-term success.
PowerofCustomerFeedback
Muratoftenreflectsonthesuccessofhisstrategy,butthe opinionsofthetradeandpartnerscarrygreaterweight.In 2023,thebrandreceivedseveralawardsfromcustomers,a notableachievementconsideringtheirinitialskepticism.
Throughtheirefforts,theyhaveemergedasastrong contenderinthemarket,successfullystabilizingprices whilegeneratingincreasedmarginsforboththemselvesand theirpartners.Thisrecognitionunderscorestheimportance oflisteningtocustomerfeedbackandadaptingtotheir needs.
PhilipsAmbilight'sTriumphantRise
Muratproudlysharesthattheirstrategyforaddingvalue hasreceivedsignificantrecognitionfromAustria.Once holdingamarketshareoflessthan2%inthevehicletrade, thecompanyfacedchallengesin2017whenamajor vehiclemagazinefeaturedadepictionoftheTitanicwith Philips.However,aftersuccessfullyimplementingtheir value-addedstrategyinGermanyin2022,theyaimedto expandintothespecialisttradeinAustria.Thisefforthas paidoff,astheynowrankamongthetopthreecooperations withamarketshareexceeding10%.Thisyearmarkeda milestone,astheywerehonoredwiththeawardforBest Supplierforthefirsttime.
Oneofthestandoutcampaignsinrecentyearshasbeenthe AmbilightCampus.Thisidea,whichMurathadenvisioned fortwoyears,finallycametofruitionin2023.Hecredits hiscreativeteamfortheirunderstandingandexecutionof thecampaign,particularlyhighlightingthecontributionsof DörteStrauß,themarketingmanager,andTaylanGüzel,the headofMSH.
Thecampaignwasdesignedtobehighlyvisible,providing retailerswithavaluabletooltoenhancesaleswhilesteering consumersawayfromcashbackoffersandpricecuts.Its successattractedinterestfrommajorfootballclubs,butthe companychosetoimplementtheconceptsolelywiththeir retailpartners.Theresultwasawell-rounded360° campaignthatspannedfourmonths,effectivelybalancing pullandpushstrategies.
Therestructuringprocesswasnot withoutitsdifficulties,especially duringthepandemic,whichposed challengesforeveryoneinvolved. Nevertheless,theDACHteamhas successfullyelevatedthePhilips Ambilightbrandbothinternallyand externally.Theirvalue-addedstrategyhas propelledthemfromfifthtothirdplaceamongTV manufacturersintheDACHmarket,showcasingthe effectivenessoftheircollectiveefforts.
Akeyfocushasbeenearningandre-earningthetrustof tradingpartners,andtheyareproudtohavereceived severalaccolades:SupplieroftheYearbyEuronicsinboth 2023and2024,theBronzeAwardfromexpert,andtheBest SustainabilityAwardintheirindustryfromFocusMoney, awardedconsecutively.
PursueYourDreamswithConfidence
Muratoffersvaluableadvicetomanagers,executives,and aspiringleaders:dreambigandkeepthosedreamsto yourself.Often,individualsencountermorenaysayersthan supportersontheirjourney.Manypeoplemaynotgraspthe uniquepathonemusttake,sothereisnoneedtoseektheir approvalorunderstanding.Eachpersonhastheirown interestsandpriorities,anditisessentialtorememberthat thisjourneybelongstoyoualone.
Ifoneistrulyconvincedabouttheirvision,theyshould chaseitwholeheartedly.However,itiscrucialtoavoid complacency.Toomanyindividualsinleadershiproles toleratedissatisfactionwithintheirorganizations,merely hopingtosecuretheirfinancialrewardswithoutanysense ofempathyorcleardirection.Acknowledgingaboldvision andtakingdecisiveactioncanleadtomeaningfulchange andfulfillment.
, , As the transforma on of TP Vision reaches its comple on, Murat considers this an opportune moment to explore new direc ons. , ,
,,In the coming months, Murat looks forward to dedica ng more me to his family and their farm
AdoptingNewHorizons
Intheupcomingmonths,Muratanticipatesspendingmore qualitytimewithhisfamilyandtendingtotheirfarm.Heis equallyenthusiasticaboutremainingengagedinthe industrythroughhisteachingpositionatHamburg UniversityofAppliedSciences(HAW),whichwill commenceinthewintersemesterof2024.Throughouthis career,Murathasalwaysaimedtostandoutbyintroducing creativeideasanduniquemarketstrategies.
,,Hefirmlybelievesthatbeingjustlikeeveryoneelsemakes oneeasilyreplaceable.Alongsidethis,hevalueshonesty, humility,andclarityinallhisinteractions.Muratexpresses hisdeepgratitudefortheexperienceshehasaccumulated, theremarkableindividualshehasencountered,andthe supporthehasreceivedthroughouthisjourney.FromFeb 2025IamthenewboardCEOfromREDZAC(Euronics) inAustria,saysMurat!
How Do Managing Directors Handle Organizational Change?
Employeesmightseeorganizationalchangeasa
stormthatisabouttohit,withdarkskiesof uncertaintyhangingoverthem.Leadership becomesessentialinnavigatingtheseturbulentsituations whenthewindsofchangestarttoblow.Managingdirectors areinresponsibleforguidingtheircompaniesthrough turbulence.Theyencourageconfidenceandresiliencyin theirteamstofacethedifficultiesthatcomewithchange. Thestakesareenormous;studiesshowthatalmost70%of changeprojectsfail,highlightinghowcrucialstrong leadershipisthroughouttransitions.
Inthisdynamicenvironment,managingdirectorsusea rangeofstrategiestoensurethatorganizationssurviveand thriveamidstchange.Inthisregard,theyknowwellthat communicationiskey.Theycanreducefearsandincrease trustwithintheirteamsbycommunicatingthereasonsfor changeaswellastheexpectedbenefitsfromsuchchanges. Statisticsbackthisapproach:74%ofleadersbelievethat engagingtheemployeesinthedevelopmentofachange strategyincreasesthechancesofasuccessfulchange,but only42%ofemployeesfeelincludedintheprocess.This gapisacriticalareaforimprovementinfosteringa collaborativecultureduringtimesoftransformation.
Organizationalchangemanagementisastructuredprocess. Managingdirectorsoftenstartbydevelopinga comprehensiveplanthatoutlinesthescopeofchange, identifieskeystakeholders,andsetsclearobjectives.This planservesasaroadmap,guidingtheorganizationthrough eachphaseofthetransition.Anarticulatedstrategydoesnot justavoidresistancebutalsobringsthechangesintoan overallstrategicalignmentwithintheorganization.As researchproves,whenthechangesimplementedbyan organizationdonotalignwithstrategicgoals,ittendsto sufferheavily;only32%oftheemployeessaytheir organizationincludesindividualchangecapabilitiesintheir developmentplans.
Whatismore,managingdirectorsshouldhaveaclimateof agilityandchangeability Withorganizationsnowinitiating morechangeeffortsthaneverbefore—85%ofexecutives reportthatprojectshaveincreasedoverthepastfive years—leadersmustpreparetheirteamsfornavigating thesechanges.Traininganddevelopmentprogramsfocused ontheskillsofemployeesforchangemanagementare essential.While64%ofemployeeshavemostskills requiredtoeffectivelyhandlechange,mostemployees,still, looktotheirleadershipfordirectionduringatransition period.
Communicationisstillthebackboneofeffectivechange management.Updatesanddiscussionsonprogresshelp employeesfeelasenseofownership.Whenemployeesare informedandengaged,theyarelikelytosupportinitiatives moreactively.Still,researchshowsthat37%ofemployees resistchangebecausetheydonottrustordonotknowwhy itisnecessary.Opendiscussionofsuchconcernscan greatlyreduceresistance.
Managingdirectorsalsohandleemployeeresistance. Becauseemployeeresistanceisthereasonbehind transformationfailureinnearly39%,itisimportanttoget tothebottomoftheissues.Fearoftheunknownisoneof themostcommonissues;therefore,leadersmustallayfears andmakeitveryclearhowchangeswillimpactaperson's roleandjobingeneral.Managingdirectorscanencourage collaborativeandinnovativepathwaysintheworkplaceby creatingareceptiveenvironmentwherefeedbackisalways invited.
Thisleavesmanagersoforganizationstobeincreasingly awareandproactiveinchangemanagementasthe organizationscontinueevolving,respondingtomarket demands,andtechnologicalchanges.Thescenariois changingveryfast;digitaltransformation,forexample,is expectedtoamounttoover$2.3trillionacrosstheglobein 2023.Thiscallsfortheadaptationofstrategiesbyleadersto fitthenewscenarios.
Managingdirectorsarekeynavigatorsofchangewithin organizations.Theycommunicateeffectivelywiththeir teamtocopewithuncertaintywithstrategicplanningand aninclusiveculture.Themanagementimprovesthe organization'sabilitytoadapttoadynamicbusiness environmentbypayingattentiontotheengagementof employeesandtacklingresistanceinadvance.Thefutureis bumpy,butwithproperleadership,theorganizationscan emergestrongerandmoreresilientthaneverbefore. CIO
Filippo Baldassari
Leading the Charge in Eco-Friendly Heavy Transport Solutions
Massivemachinerymovementandcomplex
logisticsarecrucialinformingindustries,and someleadersareatthevanguard, mastermindingthesmoothtransportationofsomeofthe mostambitioustechnicalachievementsinhumanhistory
Beyondjusttransportation,hisworkreflectsadedicationto creativity,sustainability,andinternationalcooperation.This keyfigureisactivelychangingtheheavy-dutylogistics landscaperatherthanmerelyreactingtoproblemsas industrieschangeandtheneedforeffective, environmentallyfriendlysolutionsgrows.
Withexperiencespanningover25yearsininternational business,FilippoBaldassaribringsauniqueperspectiveto hisroleasManagingDirectoratTIISCHEUERLEand TIIKAMAG.Hisjourneybeganwithapassionfor interculturalcommunicationandanengineeringdegree. Thisfoundationpropelledhimthroughvariousrolesinboth smallfamily-ownedenterprisesandlargeglobal corporations,culminatinginhiscurrentpositionsince2020.
AtTIIGroup,heleadstworenownedbrandsthathavebeen pivotalinheavytransportsolutionsforover150years. Underhisguidance,thecompanynotonlysupports traditionalindustriesbutalsoplaysacrucialroleinthe energytransition,addressingmodernchallengeswith innovativeproductsdesignedforasustainablefuture. Filippo'svisionisclear:toempowercustomersto"Move theWorld"whilefosteringanenvironmentbuiltontrust andcollaboration.
Here are the interview highlights:
Canyoupleaseintroduceyourselfandwhatmotivated youtoembarkonthissector?
IholddualGermanandItaliancitizenshipandconsider myselfaglobalcitizen.Withover25yearsofexperiencein
internationalbusiness,I’vehadtheopportunitytofocuson developingsales,service,andmarketingorganizationsand onconsolidatingbusinessunitswithfactoriesalloverthe world.Throughoutmycareer,Ihaveaccumulated managementexperienceacrossbothproduct-orientedand project-orientedindustries.
Mypassionforinterculturalcommunicationinsideand outsidetheworkplaceisreflectedinmyabilitytospeak fourlanguages.Myinterestininvestmentgoods, particularlythoseusedincomplex,productiveenterprise projects,ledmetojointheTIIGroupin2020after spending15yearsataleadingmanufacturerofconstruction equipment.
Couldyoupleasebrieflyintroduceyourcompanyand itsinceptionstory?
Formorethan150years,TIIGrouphasbeenatthe forefrontofshapingthetransportationandmaneuveringof theheaviestandmostvaluableloadsworldwide.Basedin thesouthwestofGermany,theentrepreneurialRettenmaier familyhasbuiltastronginternationalgrouprootedin passion,expertise,andacommitmenttoconstant innovation.
Today,TIIGroupthrivesontwoleadingbrands,hasa workforceofaround1000employees,andhasproduction sitesinGermanyandIndiaalongwithaworldwide organizationofsalesandservicepartners:TII SCHEUERLE,providingheavytransportsolutionsforboth on-andoff-road,andTIIKAMAG,whichspecializesin industrialandyardlogistics.
Withvehiclesformaneuveringandtransportation operations,theTIIGroup,whichislistedintheindexof worldmarketleaders,supportsitscustomersinthe transportandlogisticssectors,constructionindustry,plant
Filippo Baldassari Managing Director of TII SCHEUERLE and TII KAMAG TII Group
I strongly believe collabora on is more than an ac vity but a culture.
engineering,airandspacetravel,shipbuilding,energy, steel,andminingforrealizingawiderangeofcomplex transporttasks.TIIembodiesstrength,attentiveness, imaginativesolutions,andarangeofexceptionalvehicles thatallowourcustomerstofulfillourmotto:"Movethe World."
Canyoudescribeyourjourneytobecomingthe ManagingDirector?Whatkeyexperiencesshapedyour career?
AfterearningmydegreeinengineeringfromtheUniversity ofBologna,mycareerjourneyevolvedthroughthreekey experiences.MyfirstrolewaswithasmallItalianfamilyownedforkliftmanufacturer,whereIdevelopedmylovefor interculturalcommunication,internationalbusiness,and businessdevelopment.
Despiteitssize,thecompanywasambitiousandkeenon winningcustomersworldwide,distinguishingitselfthrough ingeniousproductideas.Mysecondexperiencewaswitha muchlargerFrenchfamily-ownedgroup,agloballeaderin constructionequipmentmanufacturing.Thiscompanywas pivotalindevelopingmymanagementcapabilitiesand broadeningmyworld-stageexperiences.
Finally,mythirdexperienceiswiththeTIIGroup,which servesasaperfectsynthesisofmyprevious experiences—combiningtheinventivenessofsimple,yet geniussolutions,liketheSCHEUERLESPMTand KAMAGPM,withaninternationalbusinessoutlook.Being theManagingDirectorofTIISCHEUERLEandTII KAMAGisanhonorandachancetomakeameaningful impact.
WhatmotivatedyoutojoinTIIGroup,andwhatare yourprimaryobjectivesinyourcurrentrole?
TheprospectofworkingatTIIGroupfascinatedmefrom thestart,particularlyduetoonekeyaspect:ourcriticalrole intheenergytransition–therecanbenonewithoutus. Whetherit’sSCHEUERLESPMTmodulessupporting offshorewindmillinstallation,KAMAGSlagPotCarriers beingacruciallinkinsteelfactoriesaimingtoreduce
carbonemissions,ortheelectricKAMAGPrecisionMover leadingthewayinelectrifyingswap-bodymovers-our productsareenablingabetter,morecarbon-neutralworld.
Inadditiontotheseglobalchallenges,ourprimarygoalsare centeredaroundpeople.Buildingtrustandreliabilitywith employeesandpartnersisfoundational,andweare modernizingourworkingenvironmenttoreflectthis commitment.Furthermore,performanceremainsafocusweaimtoretainourinnovationleadershipbyoffering smart,user-friendlyproductsthatempowercustomersto literally"MovetheWorld.”
Whatchallengesdoyouforeseeintheheavy-duty vehicleindustry,andhowdoyouplantoaddressthem?
Onemajortrendistheshortageofexperiencedoperatorsin ourindustry.Hence,wemustcreateuser-friendly,ready-togoproductsthataccelerateprojectcompletion.Another trendisthedemandforstandardized,proventechnology thatstillofferscustomizationforvariousprojectneeds.
Therefore,offeringconfigurableoptionsandaccessoriesis key.Furthermore,with85%oftheworld’spopulation residinginemergingcountrieswheremoderninfrastructure isneeded,offeringaffordablepremiumsolutionsisvital.To servecustomersinAsia,theMiddleEast,Africa,andLatin America,TIISCHEUERLEhasinvestedsignificantlyinits manufacturingfacilityinIndiatoproducecompetitive productstailoredtothismarket.
Canyousharesomeinsightsonthecollaborative dynamicsbetweenyouandothermembersinmanaging TIISCHEUERLEandTIIKAMAG?
Istronglybelievecollaborationismorethananactivitybut aculture.Thecoreelementsofthiscultureareactive listening,directfeedback,andempathy.Understanding differentperspectivesfostersacreativeandcollaborative environment.Onlyifwereallytrytounderstandother members´pointsofviewandideascanweachievea collaborativeandcreativeenvironmentforthe organization´ssuccess.
Furthermore,aligningourmissionandstrategyacrossthe organizationisessential.Regulardiscussionsofour objectiveshelppreventsilos,ensuringopennessandcrossfunctionalcooperation.
Whatstrategiesdoyoubelieveareessentialfor enhancingsalesoperationsacrossTIIGroup’s subsidiaries?
Tobeamarketleaderintheindustrysectorsofheavy transport,industrial,andyardlogistics,itisvitalto understandwhatthecustomerneeds.Forthisreason,each businesssectorhasitsowndedicatedsalesdirector,service director,marketingmanager,andtechnicaldirector
Thisorganizationprovidesfocus,in-depthknow-how,and competencetodeveloptherightsolutions.Furthermore,our solutionsaredesignedtoreachcustomersofallsizes, worldwide.Asamedium-sizedcompany,weprioritize
buildingastrongnetworkoflocal,professionaldistribution partners.Thisnetworkensurestailoredsalesconsultancy, excellentfirst-levelservice,andcommunicationthatis adaptedtothelocallanguageandculture.These partnershipsarecrucialtousandareakeyfactorinour globalsuccess.
Canyoudiscussasignificantprojectorachievement thatyouareparticularlyproudofsincetakingonyour role?
WhenIfirstjoinedTIIGroup,manyfriendsand acquaintanceshaveaskedmewhatthecompanydoes.My initialanswerhasalwaysbeen:“Legoforadults."Within thelastyears,wedeliveredhundredsofSCHEUERLE SPMTstotheaerospaceindustryintheUSA.
Theprojectsarefascinating,involvingthetransportof rockets,satellites,andaircrafttolaunchpadswith millimeterprecision.Anotherstandoutprojectworth highlightingisthecurrentworldrecordinheavy transportation,achievedusingalmost200modulesof SCHEUERLESPMT.
Thisremarkablefeatinvolvedthetransportofa23,000-ton offshorewindturbineinstallationvesselinTexas.Every timeIwatchthevideosofourmodulestransporting oversizedloadswiththeutmostprecision,Ifeelaparticular pride.Itdemonstrateshowevenamedium-sizedcompany canmakeasignificantimpactintoday'sworld.
Whatskillsorqualitiesdoyouthinkarevitalforleaders intheheavymachineryandtransportsectortoday?
Intoday’sworld,agilityisessentialforleadership,allowing quickanddecisiveactionamidstuncertaintyandfrequent changes.Giventhecurrentdeglobalizationtrendsand suddenshiftsineconomicandpoliticallandscapes,leaders mustbalanceshort-termadjustmentswithlong-term strategicobjectives.
Decision-makingskillsarealsocritical,especiallywhen fullinformationisunavailable.Clearlydifferentiatingwhat isknown,assumed,orunknownhelpsnavigatedecisions andremainflexibletocoursecorrectasnewinformation emerges.
Howdoyouapproachteambuildingandleadership withinsuchadiverseinternationalorganization?
Withteammembersacrossdifferentcountries,itis impossibletomeetinpersonwithacertainfrequency. AlthoughIamnotparticularlyenthusiasticabouttradefairs (Ifindthemanobsoletetool),theyserveakeypurposeby bringingteammembersandpartnerstogetherforvaluable face-to-faceinteractions.
Additionally,establishingaunifieddefinitionofsuccess acrossregionsiscrucial.Ifsuccessisunderstooddifferently byeachmember,achievingcommonmedium-orlong-term goalsbecomesimpossible.Honoringstrategicdeals, regardlessoftheirsize,isalsoimportantduetotheir significanceinbuildinglong-termcustomerrelationships andrecognizingthequalityofworkdelivered.Sometimesa smallerorderhasastrategicvalueduetothequalityofthe workcarriedoutandtheimportanceofacquiringanew customer.
Strategies for ManagingDirectors to Meet Growth Objectives
Inthemiddleofacity,whereskyscrapersreach
towardthecloudsandbusinessescompeteforthe eye,thepursuitofgrowthislikeathrillingrace. Justasathleteshavetocontinuetoevolve,adapt,and innovateinordertostayahead,companiesareinthe sameboat,witheverydaybringingitsownsetof challengesandopportunitiesthatcaneitherpropelorlet themfallbehind.Asitslandscapeisdynamic,highly competitive,andfullofimpatientcompetitorseagerto capturethatkindofspacethemanagingdirectorscan thriveupon;effectivestrategiesthataremoregrowthpromotingandperhapscreatearesilienceculture.
Imagineacompanythathasjustlauncheda revolutionaryproduct.Theexcitementisincomparable however,withoutaclearstrategytomaintainthat momentum,theinitialsuccesscanquicklyfade.As managingdirectorsnavigatethischallenge,theyneedto focusonseveralkeyareas:aclearvision,embracing innovation,usingtechnology,andinvestingintheir workforce.
ClearVisionandStrategicPlanning
Aclearvisionisthecoreofanysuccessfulorganization. Itactsasaguideandencouragesallemployeestowork towardstheirvision.Researchshowsthatorganizations withwrittenbusinessplansexperiencegrowth30% greaterthanthosewithoutabusinessplan.Thisfigure confirmstheneedforstrategicplanningtoachievelongtermgrowth.Awell-definedvisionalignstheeffortsof theorganizationbutalsohelpsinprioritizinginitiatives thatdrivegrowth.
Moreimportantly,thestrategyneedstobealignedwith itsexecution.Themanagingdirectorshavetomakesure thattheirteamknowswhatisexpectedandhowtheir workcontributestothosegoals.Thiswouldholdpeople accountableandgetthemexcitedabouttheworkthat needstobedone.Theobjectivemustbemeasurableand progressreviewedregularly,thuskeepingeveryone focusedandengaged.
Embracinginnovationandtechnology
Innovationisthelifelineforgrowth.Businesses focusingoninnovationandexperimentationcomeout winnersinafast-pacedmarket,thesedays.Accordingto aresearchstudy,thereis80percentgrowthfrom maximizingcorebusinessvalue,and20percentby exploringnewopportunities.Twoapproacheshelpan
organizationdevelopanopportunitytocapitalizeuponits strengthsthroughexistingcompetencieswhileventuring intonewterritories.
Thiscanalsobeimprovedbyusingtechnologytotake advantageoftheefficiencyandimprovementofcustomers' experiences.Companiesthattransformintodigital operationscanadapttomarketchanges.
Investintalentdevelopment
Theworkforceisthegreatestassettoanycompany. Employeetraininganddevelopmentmayhelpincreasenot onlytheirskillsbutalsomoraleandretentionrates. Organizationswithafocusontalentdevelopmentreceivea highreturnoninvestment:engagedemployeesaremuch moreproductiveandcommittedtothesuccessofthe company.
Statisticsalsorevealthatcompanieswithrobusttalent developmentprogramshavelowerturnoversandhigher employeesatisfactionratings.Theopportunitiesopenfor professionalgrowthresultinapositivecompanyculture whereworkersaremadetofeelappreciatedandempowered todeliversuggestionsthatspurinnovations.
BuildingCollaborativeRelationships
Today'sinterconnectedworldofdoingbusinesscallsfor collaborationoneverylevelandatstakeholderlevelsincludingseniorexecutives,headsofdifferentdepartments, employeesatworkinglevels,aswellascustomers.Open communicationchannelsresultinfeedbackopportunities andopencollaborations,leadingtoinformeddecision processes.
Additionally,strategicpartnershipscanfacilitategrowth. Thisfirmcanavailcomplementarystrengthsandresources, givingitaccesstonewmarketsandcustomerbases.
Data-DrivenDecisionMaking
Inaworldwhereinformationoverloadisatitspeak,datadrivendecisionsarewhatmattersmost.Companiesthat havetheproperutilizationofanalyticsinplacewillidentify trends,discovergrowthopportunities,andimprovetheir operationalprocesses.Researchshowsthatorganizations usingdata-drivenapproachesare5-6%moreproductive thantheircompetitors.
Itenablesmanagingdirectorstoempowertheirteamsby implementingacultureofdataliteracythathelpspeople workwithoutonlyintuitionbutwithevidencetomake decisions.
Conclusion
Managingdirectorsneedtobeagileinrespondingto shiftingmarketdynamicswhilecreatinganenvironment thatfostersinnovationandcollaborationastheychartthe courseforthegrowthjourneyoftheirorganization.Toset uptheircompaniesforlong-termsuccessinthischanging landscape,theydosobyarticulatingaclearvision, embracingtechnology,investingintalentdevelopment, buildingcollaborativerelationships,andusingdata-driven insights.
Theracemaybecompetitive,butthenthestrategiesin placeshowhowtheorganizationscanoutsmartthemand survivethiswaytothriveinmodernbusiness,turning challengesintostepstowardadvancements. CIO
“
Creativity is thinking up new things. Innovation is doing new things.
– Theodore Levitt
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