TTE Strategy Podcast

How do you guide two traditional brands through one of the most difficult construction cycles and still stay ahead? In this episode, I talk to Cordula Gudduschat, CEO of ISOVER and Rigips (Saint-Gobain Germany), about the combination of consistent improvement thinking, a clear focus on segments and solutions, and communication work that works just as well in the factory hall as it does on the board of directors. We talk about the market situation (including declines in building permits), why renovation is currently more resilient than new construction, and why prefabrication/modular construction can become a real productivity lever when manufacturers supply not only products but also systems.

Also: how to keep a brand alive as a promise for decades (Rigips as a generic term), what the Saint-Gobain “Lead & Grow” strategy means for teams in everyday life, where decentralization ends and corporate scaling begins. Cordula shares how she radically simplifies messages (“less is more”), involves customers early on via advisory boards, and why tough calls—such as portfolio divestitures or line consolidations—ultimately bring focus and strength. A clear view ahead: interpreting market signals in a timely manner and keeping employee energy high.

How do you turn an MRO into an international first-choice partner — and why does a conversation on the hangar floor often beat any boardroom meeting?

In this episode, I speak with Daniel Hoffmann (CEO, Etihad Engineering) about the strategic advantage of being close to the shopfloor, leading multicultural teams, and the remarkable post-COVID recovery of the aviation industry. Daniel breaks down what MRO really means in practice — from A380 base maintenance to design & components, EASA 147 training, and supply chain — and explains why demand is so high that capacity slots are largely booked out until mid next year.

With ALMASAR 2030, Etihad Engineering has set a clear course forward: scale the business, upgrade the customer experience, and make operational excellence measurable in day-to-day performance. Daniel shares how roadshows, transparent KPIs in the hangar, and disciplined execution turn plans into actual progress — and how HR is transforming the company into an Employer of Choice.

And his “secret sauce”? You’ll hear it in the episode. But here’s a hint: he reveals what changes when strategy doesn’t stop in the boardroom — but lands where aircraft get back into the air.

How do you lead a traditional brand into the future without losing your own DNA? In this episode, I talk to Severine Goddard (Senior Manager – HR Transformation Office, DEUTZ) about the ongoing transformation from engine manufacturer to solution provider: the dual-plus strategy with services, energy, electrification, and defense expertise – and why the course is called “busy, not turbulent”: clear plan, clear priorities, clear communication. We discuss how Deutz takes employees along with proof points, addresses fears, and preserves identity.

Also: The “5 T’s” (Truth, Trust, Transparency, Tenacity, Team) as a lived cultural framework – from children’s books and Lego explanatory videos to shop floor Q&A with anonymous questions via QR. How middle management is relieved and empowered (material packages, leadership journeys), why good questions are the best indicator of engagement, and what international teams learn about cross-cultural collaboration. In the end, strategy is an ongoing process – not top-down, but collaborative.

What defines real transformation in the German Mittelstand — and why does focusing on EBT often lead to better decisions than EBITDA?
In this episode, I speak with Ralph Rumberg (Chief Transformation Officer at KAP AG; previously Bosch Rexroth, AMG Motorsport, CEO of Koki) about high-performance principles from motorsport and how they can be applied to factory and business teams: a clear target state, top talent in key roles, and a consistent debriefing culture.

We discuss how to identify looming crises early (pure cost-cutting, frustration, helplessness), how to realign organizations — and why the first 100 days must start operationally at the sites themselves: in processes, products, and with people.

We also explore how German automotive manufacturers can respond through “local for local” strategies, shorter model cycles, and real differentiation; why leadership in transformation is primarily about maintaining speed and direction; and common pitfalls (false success, tough cuts in the mid-tier). Plus: practical takeaways for CFOs and CTOs on steering the business through the bottom line. A concise guide for decision-makers who want to make transformation measurable, human, and truly effective.

How do family businesses in the Gulf create real, long-term value – and what can the German Mittelstand learn from them?
In this episode, I speak with Sara Mohammadi, CEO of the Family Business Council Gulf, about the “secret sauce” of multi-generational enterprises: long-term decision-making, patient capital, and close alignment with national transformation programs (e.g. Vision 2030).

We discuss how clear government roadmaps foster optimism and investment security – and why governance, communication, and mediation instead of litigation are key levers when tensions arise.

In addition, Sara shares concrete recommendations for German mid-sized companies entering the UAE market – from playing to their strengths and accelerating market entry to building customer proximity.
She also provides insights into current regulatory and tax developments in the Gulf Cooperation Council (GCC), such as corporate income tax, the planned personal income tax (PIT) in Oman, and the UK non-domiciled regime.
Finally, she offers a preview of upcoming events like the Legal Roundtable and the Annual Summit in Muscat.

Why do rare earths affect not only large corporations but the entire mid-market?
In this episode, I speak with Dr. Amir-Said Ghassabeh (expert on export controls and foreign trade law, Taylor Wessing) about dependencies in strategic supply chains, the growing influence of export licenses and geopolitical risks, and the question of how companies in “Unruhige Zeiten” (Uncertain Times) should weigh reliability against short-term price.

We discuss applications of magnets and sensors, China’s dominant role along the value chain, and to what extent European initiatives such as the Critical Raw Materials Act help — and where they don’t.

We also explore which risk-mitigation levers SMEs can now actively pull (e.g. secondary or tertiary sourcing, clear contract clauses, transparency in Tier-2/3, stockpiling), how recycling and substitution can provide medium-term relief, and what lessons can be drawn from international examples such as Japan.
A hands-on guide for decision-makers to balance supply security, legal certainty, and innovation at the same time.

How can companies achieve growth in the age of perma-volatility – and what does operational excellence in the Mittelstand really mean?
In this episode, I speak with Dr. Dirk Markus, Founding Partner of AURELIUS, about Private Equity after the era of zero interest rates: why valuation multiples have declined, why operational levers make the difference today, and how investors can navigate “into the fog” together with management teams while still making clear and consistent decisions.

Dirk shares his journey from consultant and founder to investor, talks about true collaboration at eye level, and reveals AURELIUS’ “secret sauce” – a mix between hunter and farmer.

We also discuss how AURELIUS WaterRise, the firm’s in-house consulting team, supports portfolio companies during transformations; which skills (e.g. sales, data literacy, use of AI) are essential for effective leaders today; and why gut feeling only works when combined with solid facts.
Further topics include Germany’s business environment (growth, bureaucracy, and the role of the state), the first 100 days in portfolio companies – communication, trust, clear priorities – and real-world examples like Greenovis and JAVAC that show how stabilization can once again become growth.