Growth can be measured in numbers, new markets and ambitions. But for Karl Tilkorn, CEO of the Group’s Material Handling business, it is also reflected in the people who have helped build the business along the way.
At the recent CXO Townhall Meeting, Karl spoke about where he hopes to take the business next and why continuous learning matters in a world where yesterday’s skills can quickly become outdated. Here are a few more things The Mackerel has found out.
1. What does becoming the CEO of our newest business unit mean to you personally?
It means that we have grown to a size that Jebsen & Jessen considers significant enough to operate as an independent business unit starting this year. For our customers, we are now a more visible part of the Group. It is also a recognition of the collective effort that everyone has put into growing the business to where it is today. That is something I am particularly proud of.
2. What new opportunities has this created?
Our approach to growing the business remains the same.
However, being a standalone business unit helps to instill confidence in our customers that we can take on projects of significant size, knowing that we are an integral part of a larger Group presence.
3. Looking ahead three to five years, what would success look like?
We expect Material Handling to be a sizeable and well diversified business, with the resilience to withstand changes in our markets. We expect our Service business to account for at least 30% of our total business, while we particularly aim to grow our Industrial Automation and Cranes businesses.
4. What’s one misconception people often have about being a CEO?
I’m not sure what misconceptions people may have, but if anyone believes that being a CEO is mostly about making decisions, I would say that much more time goes into supporting the team in achieving the targets they have set for themselves.
5. What qualities do you value most in the people you work with, regardless of their role or level?
I value open and straightforward communication, without politics; creativity and the energy to turn new ideas into reality; being resourceful in bringing together the right people to get things done; and, above all, being trustworthy.
6. How would you encourage every colleague to be future-ready?
Continuous learning. I believe we should aim to learn and apply a new skill every year, whether it is the use of AI, new sales skills, or something else relevant to our role.
To me, the biggest risk is that the skills we rely on to be successful can become outdated faster than we expect.
7. What does a typical morning look like for you before work begins?
I usually have a short breakfast with my wife and sons, followed by watching the German evening news from the previous day. I then drop my son off at school and aim to be at work around 8am. By then I’ll be ready to take on the day.
8. What’s something colleagues might be surprised to learn about you?
The rest of my family, my wife and three boys, are quite musical, so we enjoy making music together. My trumpet playing is probably below the family standard, though!
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