Mr. Glinz, you have now been CEO of Jagenberg Group for more than five months. What has personally attracted you to this role?
What I appreciate about Jagenberg Group is its technologically sophisticated and highly successful products. As a German mid-sized company, we hold our own on the international stage together with our global partners — and I find that approach truly exciting.
When I joined Jagenberg Group in September 2025, I encountered several compelling challenges: on the one hand, the impact of Northvolt’s insolvency; on the other, for example, a key customer project at Jagenberg Converting Solutions GmbH (JCS) involving a system that is setting new benchmarks. At the same time, we have an established company like Kampf GmbH, which has been successfully competing in markets such as China for years.
All companies within the Group are undergoing transformation, and I am very eager to help shape that change.
You also run a family-owned group of companies. Which values from that environment shape your leadership approach?
I see many parallels to the Jagenberg Group. In both groups, we rely on a clear division of responsibilities: the managing directors of each company have full responsibility for day-to-day operations and act based on a shared set of values.
I see the holding as a strategic sparring partner and service provider for the group companies. Together with the managing directors, we shape the strategy, support special projects, and take responsibility for financing and the consolidation of financial figures.
Over the past months, you have gained a comprehensive view of the Jagenberg Group. From your perspective, what are the Group’s greatest strengths today — and what will it take to remain competitive in the future?
For me, the strengths of Jagenberg Group include our process and product expertise and our clear focus on the customer.To me, the Jagenberg Group’s strengths lie in our process and product expertise and in our clear focus on the customer. Over the past months, I have also seen how strongly our employees identify with the product portfolio. No matter which subsidiary or which location around the world — this high level of commitment truly impresses me.
In 2026, we will need agility and bold decision-making. Acquisitions and new partnerships can also help us move forward — and we are actively working on that. Above all, we must remain flexible so we can continuously adapt to a changing environment
What can employees of Jagenberg Group expect from you in the future?What can employees of the Jagenberg Group expect from you going forward?
I value open dialogue and I value open communication and reject rigid communication structures.avoid corporate-style communication structures. I stand for direct, dynamic collaboration and agile ways of working. Our companies thrive on the commitment of each and every individual — it is you who move drive our Group forward.
I hope everyone approaches change with confidence and that we grow through it together. The past has already proven what Jagenberg Group is capable of, and I have confidence in you that we master the necessary changes together and look to the future with optimism.The past has already shown what the Jagenberg Group is capable of, and I trust that we will successfully navigate the changes ahead – and look to the future with optimism.
Mr. Glinz, thank you very much for the interview. We wish you continued success!
