Interview with Peter Prinz
A conversation with Peter Prinz
Peter Prinz is 49 years of age and is the Managing Director and Speaker of the Executive Board of the HYDRO Group. He studied Mechanical Engineering majoring in Process Engineering in Hanover, Germany. After graduating, he held several positions with a subsidiary of EON. In 2001, Prinz moved into project sales for a Siemens subsidiary and was responsible for the areas of Scandinavia, North America, Canada and China. When the company was sold and management changed, he moved on. He took over sales management of special machines at Supfina Grieshaber in Rhode Island, USA. After five years, the German Chamber of Commerce contacted him in the USA about the position of president of HYDRO USA. He then successfully managed the HYDRO location in Seattle for five years and turned the location around by preparing for the production of engine stands. In 2012, Prinz moved to the company headquarters in Biberach im Kinzigtal and assumed global responsibility for HYDRO. Peter Prinz is married and lives in Zell am Harmersbach, Germany.
It is almost the end of 2017. How did the year turn out for HYDRO?
Prinz: All told, we have been able to more than successfully continue our growth of recent years. With a view toward a global matrix organization, we installed a single commodity manager for each of our five business units in 2017. We want to root responsibility in the company more deeply in the organization. This will help us to drive the topics of local hierarchies and unit limits in 2018. In addition, we have made arrangements for the introduction of a product data management system. We were able to conclude the first preliminary studies on this topic in this year.
HYDRO continues to grow. We reached 700 employees this year. At the company headquarters in Biberach in Germany, we secured additional expansion areas with a view toward our continued growth.
In addition, we founded a completely new area in 2017, Innovation Management. We have already posted our first successes. We were also able to convince our shareholder and the Advisory Board to tie this in with appreciable investments in 2018.
Have there been any new products introduced to the market for customers?
Prinz: At the beginning of the year, we were able to successfully introduce a new tripod-jack line, the Smart Line. The very best HYDRO quality, suitable for both the A320 and the B737, the design and the materials were optimized for cost so that we can offer an unbeatable price. Also, the Smart Line has been entirely approved by the OEMs. This has already been listed in the Technical Equipment Bulletin from Airbus.
How have the HYDRO locations changed throughout the world?
Prinz: In Singapore, we were able to successfully extend the team. This is the basis for the on-site work in 2018. In the first year after opening, we stabilized the workload in the Service Center UK and created the platform for continued growth. The on-site team has done a very good job. We organized the Engineering Team in the UK this year so that it supports us globally in the Make-to-Print area in our Airframe and Engine Tooling business unit. This creates the foundation for continued growth at this point. In 2016, we were able to set a new record at the Seattle location in the USA with 104 engine stands. Growth continued this year. We were able to beat the record set last year. With regard to China, we adopt the strategy for both our locations. The aviation industry has unbelievable potential in the Chinese market. We want to be prepared for this growth.
Regarding our company headquarters in Biberach, Germany, let me say this. We have worked to even more firmly root the topics of quality and delivery reliability in the organization. The increasing importance of these topics was affirmed and the foundation was laid for a cultural change.
How do you see the current competitive environment?
Prinz: For me, the Inter Airport Europe in Munich, which takes place every two years, provides a very good opportunity to reassess the competitive environment. And, without sounding like I am boasting, I have to say that we have again established ourselves as the global market leader. Talks with our competitors have shown that our nearest competitors are only half as large as we are. And that some of their growth for 2017 did not occur as planned.
HYDRO plans for two years in the future. Originally, we wanted to reach 150 million euro in sales in 2020. Now it looks like we will achieve this as early as 2018.
There are a lot of small competitors fighting it out in the market, primarily in the ground support equipment area. This comes from the fact that the barrier to entry is rather low here. We see that too. In talks with our customers, it comes out again and again that they are convinced by our outstanding quality and global presence.
What do you expect for 2018? What is your focus in the coming year?
Prinz: I see two topics for the coming year. First, we want to make preparations for a new organizational structure. It is quite clear that we have to be quicker. This means that the entire organization must undergo a cultural change.
Second, securing the future. A lot is happening in the market right now. Digitalization, big data, connectivity, Industry 4.0, just to name a few buzzwords. Old instruments like "predict" and "control" are looking less and less promising in the future. What does that mean for us? We have to prepare for a new organization. We have to focus on customers to a much greater degree. The first preparations have already been made. And this exciting journey has just begun.
CLOSE-UP WITH PETER PRINZ
A good day at work starts with…
a good cup of coffee and 15 minutes to organize my day.
I earned my first money…
cutting the grass at the town maintenance yard in Holle, Germany, where I grew up.
If I could chose my seat neighbor on an aircraft…
someone who sits quietly so that I can use the time to relax.
I forget about time…
with a good book or good music.
The so far most expensive purchase in my life…
is one watch or another, or my stereo system.
I have always…
liked to eat and drink well.
I have never…
made compromises in hospitality.
Those aiming for a career at HYDRO…
must show commitment and bring with them a big portion of passion for our industry, our customers and our company.
When I was 18 I wanted…
to be a pilot.
Home for me means…
the place to recharge my energy