What is your perspective on the key stages of international development, and how do you view internationalization as a strategic tool?
The starting point I always return to is that internationalization is an instrument, not a strategy in itself. A company must first clarify the direction of its overall strategy, and only then decide on the instruments to deploy, internationalization being potentially one of them. Once the decision to internationalize has been made, the next step is to define the exact type of internationalization required.
Is it a sales organization abroad? Outsourcing production? A complete relocation of manufacturing? And if production is to be localized, is it intended for that local market, a broader region, or global distribution? These are distinct and sequential decisions, all stemming from the company’s overall strategic direction.
What internationalization model is SIEGENIA currently following?
Our approach is fundamentally regional. We produce in Europe for Europe, and in Asia for Asia. The logic is that of near-shoring: being close to the market we serve, rather than relying on a centralized global production hub. This philosophy shapes every single one of our internationalization decisions. Market proximity, not cost arbitrage, is our primary driver.
Is there a country or market that has been particularly important in SIEGENIA’s international development?
In Europe, Poland is our most important market outside of Germany. It houses our largest non-German production site and plays a central role in supplying the European region. Globally, Asia constitutes our priority strategic focus, currently anchored by a major production plant in China. However, given the geopolitical uncertainty of recent years and the risks associated with excessive concentration, we are actively exploring expanding our production capacities in Asia beyond China. India is in our sights, both as a future market and a potential production site, although no final decision has been made at this stage.
What do you think is the biggest challenge in today’s global landscape?
The challenge I would highlight the most is the simultaneous coordination of multiple functions: production, logistics, human resources, R&D, and sales. I would refuse to single out one of them as universally the most difficult, because the scale of the challenge depends entirely on the specific product, the company’s context, and the global environment at that moment. Furthermore, the global landscape is currently shifting at an unusual speed, making adaptability the most critical skill of all.
À quoi ressemble une internationalisation réussie dans la pratique, et qu’est-ce qui a fait la différence dans l’expérience de SIEGENIA ?
La formule sur laquelle je reviens sans cesse repose sur deux éléments : la focalisation et la flexibilité. Vous apportez les meilleures pratiques et les forces réelles de votre marché d’origine, et vous les fusionnez activement avec les avantages culturels, politiques et commerciaux du marché cible. Cette synthèse, et non l’imposition d’une culture sur une autre, est le fondement de ce que j’appellerais une culture véritablement mondiale. Les entreprises qui tentent de dupliquer leur modèle d’origine sans l’adapter ont beaucoup moins de chances de réussir que celles qui abordent le nouveau marché avec ouverture et une réelle curiosité.
What does successful internationalization look like in practice, and what made the difference in SIEGENIA’s experience?
The formula I constantly return to relies on two elements: focus and flexibility. You bring the best practices and real strengths of your home market, and you actively merge them with the cultural, political, and commercial advantages of the target market. This synthesis, rather than the imposition of one culture onto another, is the foundation of what I would call a truly global culture. Companies that attempt to duplicate their original model without adapting it are much less likely to succeed than those that approach the new market with openness and genuine curiosity.
How do you manage geopolitical risk in your international operations?
We approach it using a multi-level toolkit. No one can predict every disruption; the current customs context, for instance, was not fully modeled in our 2026–2027 budgets, reflecting the inherent unpredictability of geopolitical developments.
But what you can do is maintain a range of instruments ready to be deployed: a diversified supplier base with no reliance on a single source; price hedging mechanisms to absorb cost volatility; a flexible and diversified supply chain architecture; and scenario-based budgeting that integrates contingency plans. The goal is not to eliminate uncertainty, which is impossible, but to ensure that when disruptions occur, you have options.
How does SIEGENIA address decarbonization pressures and the heterogeneous global sustainability landscape – CBAM, carbon pricing, ETS?
We have a dedicated sustainability program, with appointed program managers and clear strategic goals for carbon footprint reduction. As a manufacturer using steel as a raw material, reaching net-zero carbon by 2028 is not achievable – I want to be transparent on this point. But I would offer a counter-intuitive perspective: while carbon pricing in Europe creates a cost disadvantage today, it may well become a competitive advantage as global regulatory standards converge.
German and European manufacturers who have already developed clean technology capabilities and adapted their operations will be significantly better positioned when the rest of the world faces equivalent regulatory pressure. In this sense, the cost we absorb today is also an investment in our future competitiveness. And I support carbon border adjustment mechanisms like CBAM as a way to ensure that global competitors face equivalent environmental compliance costs, rather than benefiting from regulatory arbitrage that distorts the playing field.
What trends are you observing in supply chain and logistics within the new internationalization landscape?
The most important dimension here is political. European manufacturers face a structural disadvantage when competing with imported products manufactured under much less stringent regulatory and cost frameworks, whether environmental, social, or otherwise.
This gap cannot be resolved at the company level alone; it must be addressed through public policies, using tariffs and regulatory alignment, to protect European industrial capacity. Personally, I am in favor of a free global market in principle. But under current asymmetrical conditions, targeted trade measures are necessary to maintain a level playing field.
The alternative is to allow competitors from other regions to permanently benefit from the environmental and social cost advantages they currently enjoy.
Which model should be prioritized for international expansion – commercial partnerships, organic growth, or acquisitions?
There is no universally valid model: the optimal approach depends on the specific country, product, and market context. SIEGENIA remains open to multiple models. What is non-negotiable for us, as a family business, is cultural alignment.
Whether it is a commercial partnership, an acquisition, or a joint venture, the compatibility between company values and the partner’s culture matters more than the formal structure of the agreement. We have seen too many partnerships fail because the cultural fit was never properly assessed.
Which skills will become essential for international success in the era of AI, digitalization, and ESG criteria?
Even in an increasingly tech-driven environment, the human element remains essential. Key skills include a respect for cultural differences, active listening, and clear, honest communication.
Artificial intelligence can automate a large portion of tasks. It cannot build trust between cultures.
When faced with complex problems, how do you involve your team?
My approach is based on transparency: you have to lay all the problems on the table and discuss them openly. I am also a firm believer in psychological safety – meaning the ability for anyone to raise an issue or admit a mistake without fear.
Mistakes happen in every organisation. What makes the difference is how they are managed: they either become learning opportunities, or they are swept under the carpet and ultimately weaken the organisation.
What role should a partner like Altios play in supporting international acceleration?
Our relationship with Altios is built first and foremost on trust, reliability, and loyalty – values that are particularly important for a family-owned business.
Beyond operational support, a valuable partner must, above all, be capable of building cultural bridges between the home market and the target market. Understanding both cultural environments is essential to effectively guide a company’s international development.
What advice would you give to a SME or mid-cap leader looking to accelerate their international growth?
The first piece of advice is to deeply understand the culture of the target country, as cultural intelligence is now a strategic competency.
The second is to listen to local teams and partners, who have the best grasp of market realities.
Finally, communicating transparently is essential, because international challenges often stem more from issues of communication and trust than from the product itself.
Learn more about SIEGENIA
