Looking back to the future: 20 years at the top
In this interview, we take a look back with Mr Jungreithmayr at eventful years packed with innovations, challenges and personal milestones – and also consider what might lie ahead.
What was your first day at WFL like? Can you still remember it?
WFL emerged from voestalpine Steinel as an independent company in 1993. So there was a real sense of optimism in the first few years, which revolved around the challenge of establishing complete machining with our customers and on the market. As a product, the MILLTURN from WFL was still in its early days and anything but well-known and accepted in the world of production.
What motivated you to join the company and to remain with us?
The biggest motivational factor was the sense of optimism I mentioned, which went hand in hand with new ideas, fresh thinking and a clear vision of the future. The opportunity to be involved in something right from the very beginning, take responsibility and shape processes was exactly what I was looking for as I wanted to be a part of building something that would last.
What was going through your mind when you took on the role of CEO twenty years ago?
When I took on the role of CEO, I was well aware of the challenge and it was clear that I was taking on a lot of responsibility. But, at the same time, I had an exceptional management team with a wealth of experience in the tool industry at my side right from the start as well as the backing of the strong, successful and entrepreneurial Rothenberger family. We have achieved a lot over the last twenty years and also made it through some difficult times together. This foundation of team spirit, experience and mutual trust was the driving force behind my decision at that time to accept the role of CEO with confidence.
Which of the milestones over the last twenty years of the company's development stand out to you now?
Well, one has to be the constant improvement and development of new machine types of course, as well as establishing our unique selling points including with technically outstanding software solutions such as CrashGuard, and finally adding automation to our product portfolio with the acquisition of FRAI. None of this would have been possible if our team hadn't always been constantly striving to improve so that we could offer our customers real added value.
How has the business changed over the years?
The cycles in the machine tool business are shorter and customers are looking for "one-stop suppliers" more than ever before. Ideally, this means offering everything from the machine to the processes, automation and service. To meet these requirements, WFL has continually expanded its portfolio.
Where do you think complete machining is headed?
Complete machining with the option to also produce small batch sizes quickly, flexibly and precisely, with low stock levels, will continue to grow in the future and give our customers the opportunity to be competitive in price-sensitive sectors too. Complete machining is the production package of the future and, thanks to automation solutions, it is highly productive and competitive.
What was your biggest challenge as CEO?
One of the biggest challenges as CEO was guiding the company through profound crises, such as the financial crisis of 2007/2008 and the Covid-19 pandemic. Such exceptional situations put the entire world to the test and show us how important it is to have a broad market base and to be positioned across multiple sectors. But it takes courage, vision and determination to stay on course in a crisis. Despite all these challenges, we have succeeded in continuously developing the company and achieved healthy growth, even in difficult times – a success that is down to a strong team, a committed and entrepreneurially courageous owner, clear strategic decisions and belief in our own strengths.
Which values were particularly important to you when managing the company?
Trust, responsibility and an entrepreneurial spirit. They form the basis for open, reliable collaboration at all levels – internally as well as externally when working with our customers. The backing of the family that owns WFL was also another important factor as they provided stability and support, including in challenging times. Delivering quality to our customers and being a company they can rely on is always at the centre of what we do. These values are more than just strategic guidelines, they are embraced and practised by our employees day in, day out. They are at the heart of our company culture and play a decisive role in our long-term success.
How do you think the plant will look in 2050?
By 2050, assembly will be at least partly automated, while the processes along the entire value chain – from sales to production – will be even more digitalised. A key element will be an even bigger Millturn Innovation Center, a demonstration centre expanded to create a technology development centre. This should serve as an experience world for our customers and will be important for sales by making our product, processes and technology really come alive for our customers.
The world of production in general will be subject to increasing digitalisation. Process design, simulations or capacity planning will increase significantly thanks to digital options. This will result in the need to continually align our products, processes and activities with these developments.
A flexible product, such as the MILLTURN from WFL, is a decisive step in the right direction when it comes to being ready for this future. Proximity to customers throughout the entire life cycle – from comprehensive service to targeted technology support – will increase in importance. Fast response times and maximum customer focus will be key factors for success.
What are your hopes for the coming year, both for the company and for you personally?
I wish the company and the team much innovative strength to secure the company's success into the future.
I am pleased that I can continue to support WFL on the road of healthy, sustainable growth as Director Corporate Development with a clear strategic approach, operative excellence and a strong team. For myself, I hope for good health, time with my family and the opportunity to continue to shape the future with energy and enthusiasm, both professionally and personally.
In this interview, we take a look back with Mr Jungreithmayr at eventful years packed with innovations, challenges and personal milestones – and also consider what might lie ahead.
What was your first day at WFL like? Can you still remember it?
WFL emerged from voestalpine Steinel as an independent company in 1993. So there was a real sense of optimism in the first few years, which revolved around the challenge of establishing complete machining with our customers and on the market. As a product, the MILLTURN from WFL was still in its early days and anything but well-known and accepted in the world of production.
What motivated you to join the company and to remain with us?
The biggest motivational factor was the sense of optimism I mentioned, which went hand in hand with new ideas, fresh thinking and a clear vision of the future. The opportunity to be involved in something right from the very beginning, take responsibility and shape processes was exactly what I was looking for as I wanted to be a part of building something that would last.
What was going through your mind when you took on the role of CEO twenty years ago?
When I took on the role of CEO, I was well aware of the challenge and it was clear that I was taking on a lot of responsibility. But, at the same time, I had an exceptional management team with a wealth of experience in the tool industry at my side right from the start as well as the backing of the strong, successful and entrepreneurial Rothenberger family. We have achieved a lot over the last twenty years and also made it through some difficult times together. This foundation of team spirit, experience and mutual trust was the driving force behind my decision at that time to accept the role of CEO with confidence.
Which of the milestones over the last twenty years of the company's development stand out to you now?
Well, one has to be the constant improvement and development of new machine types of course, as well as establishing our unique selling points including with technically outstanding software solutions such as CrashGuard, and finally adding automation to our product portfolio with the acquisition of FRAI. None of this would have been possible if our team hadn't always been constantly striving to improve so that we could offer our customers real added value.
How has the business changed over the years?
The cycles in the machine tool business are shorter and customers are looking for "one-stop suppliers" more than ever before. Ideally, this means offering everything from the machine to the processes, automation and service. To meet these requirements, WFL has continually expanded its portfolio.
Where do you think complete machining is headed?
Complete machining with the option to also produce small batch sizes quickly, flexibly and precisely, with low stock levels, will continue to grow in the future and give our customers the opportunity to be competitive in price-sensitive sectors too. Complete machining is the production package of the future and, thanks to automation solutions, it is highly productive and competitive.
What was your biggest challenge as CEO?
One of the biggest challenges as CEO was guiding the company through profound crises, such as the financial crisis of 2007/2008 and the Covid-19 pandemic. Such exceptional situations put the entire world to the test and show us how important it is to have a broad market base and to be positioned across multiple sectors. But it takes courage, vision and determination to stay on course in a crisis. Despite all these challenges, we have succeeded in continuously developing the company and achieved healthy growth, even in difficult times – a success that is down to a strong team, a committed and entrepreneurially courageous owner, clear strategic decisions and belief in our own strengths.
Which values were particularly important to you when managing the company?
Trust, responsibility and an entrepreneurial spirit. They form the basis for open, reliable collaboration at all levels – internally as well as externally when working with our customers. The backing of the family that owns WFL was also another important factor as they provided stability and support, including in challenging times. Delivering quality to our customers and being a company they can rely on is always at the centre of what we do. These values are more than just strategic guidelines, they are embraced and practised by our employees day in, day out. They are at the heart of our company culture and play a decisive role in our long-term success.
How do you think the plant will look in 2050?
By 2050, assembly will be at least partly automated, while the processes along the entire value chain – from sales to production – will be even more digitalised. A key element will be an even bigger Millturn Innovation Center, a demonstration centre expanded to create a technology development centre. This should serve as an experience world for our customers and will be important for sales by making our product, processes and technology really come alive for our customers.
The world of production in general will be subject to increasing digitalisation. Process design, simulations or capacity planning will increase significantly thanks to digital options. This will result in the need to continually align our products, processes and activities with these developments.
A flexible product, such as the MILLTURN from WFL, is a decisive step in the right direction when it comes to being ready for this future. Proximity to customers throughout the entire life cycle – from comprehensive service to targeted technology support – will increase in importance. Fast response times and maximum customer focus will be key factors for success.
What are your hopes for the coming year, both for the company and for you personally?
I wish the company and the team much innovative strength to secure the company's success into the future.
I am pleased that I can continue to support WFL on the road of healthy, sustainable growth as Director Corporate Development with a clear strategic approach, operative excellence and a strong team. For myself, I hope for good health, time with my family and the opportunity to continue to shape the future with energy and enthusiasm, both professionally and personally.