HOERBIGER is a playing field for entrepreneurs

You have been working at HOERBIGER for ten years. What made you decide to join us back then?

Philipp Baldermann - I can tell you exactly: the people. When I went to Altenstadt for my first interview, I thought: "I'll never work here." It was all a bit dusty and not very attractive to me. But in the end, I came because of the people. The chemistry was right straight away. It was clear to me: you can achieve great things with these colleagues.

After joining the company, you worked in various positions before taking over as Head of the Flow & Motion Control market segment five years ago.

PB - Yes, I first headed up Marketing and Product Management and then Global Sales. Those were incredibly entertaining years. But my goal was always to be an entrepreneur, as I had been for 13 years before joining HOERBIGER. When I got the chance to take over the management of Flow & Motion Control five years ago, it was an opportunity that suited me perfectly.

It sounds like you quickly found your feet in the role and were given creative freedom.

PB - Yes, for me it really feels like being an independent entrepreneur. I had that feeling from day one. I used to have an insight into many companies as a consultant. But I have never experienced the level of trust you are given at HOERBIGER. At HOERBIGER, if you are willing to take on responsibility and get fully involved, you will be given the freedom you need to make things happen. In this sense, HOERBIGER is not an ordinary workplace for me, but a playing field for entrepreneurs.

You have radically changed the way you work together as a team. Why?

PB - It was clear to me that we had to do certain things differently in order to continue to grow. We redesigned the premises together, digitized mountains of files and removed bureaucratic hurdles. This enabled us to break down existing barriers and release energy within the team. Today, we work together as equals, no matter what tasks someone in the team has. Without doors and individual offices, with flat hierarchies and largely self-organized.

Such a change is not easy. Were there also situations in which you doubted your plan?

PB - A cultural change like this takes time - I would say ten years. We were aware from the outset that we would have to continuously work on our culture and also have patience. Of course, there was resistance at the beginning of the journey. Our goal was to develop a culture based on openness, appreciation and trust. Even if this development path meant that not everyone was able to follow it. For those colleagues who believed in the change, it was a strong signal that something was really changing here in the long term.

What part of your success do you attribute to culture?

PB - HOERBIGER is not a land of milk and honey. We are ambitious and have very clear goals. In order to survive economically and deliver our results, we need good products and reliable technology, customer-focused innovation and ideas on how we can open up new markets and applications. We will only achieve these goals if we inspire the right people for Flow & Motion Control, value them and give them confidence. Then they will feel comfortable and give their best. In this sense, the corporate culture plays a very important, if not decisive, role for me. It is through this culture that the potential that lies within people unfolds.

Do you also feel an influence in the search for employees?

PB - Yes, a big one. Our culture helps us a lot in attracting new employees - our employees are enthusiastic about this. Many apply on recommendation or because they have heard good things about our team. This applies not only to external applicants, but also to HOERBIGER internally. Recently, a colleague from Vienna had the choice between offers at the Vienna, Florida, China and Altenstadt locations. He chose us. Isn't that great?

What is it like for you to be part of a group like HOERBIGER?

PB - The advantage is the stability and financial security that the Group offers us. This allows us to drive innovation and expand internationally. The support and exchange within the Group also give us a lot. We have the feeling of being at home anywhere in the world. This broadens our horizons to the maximum and offers incredible opportunities. The energy, strength and history of the Group really strengthen us as a team, and we can also present ourselves more confidently on the market.

Flow & Motion Control has quadrupled its turnover over the past ten years. Will this growth continue?

PB - Of course we are making our contribution to HOERBIGER's profitable growth. We are also on the right track. However, it is even more important for us to live up to HOERBIGER's claim of driving change for a better tomorrow. Our vision is to noticeably improve people's lives with our products. We call this "we create heartbeat moments". If we consistently pursue this vision, growth will come naturally. My team and I are convinced of this.