INTERVIEW with Barbara Huttegger

We live in a fast-paced world. How important is tradition for you?

Huttegger: Tradition is very important to me, but the future is even more important. I would like to quote Theodor Fontane: “We should love everything old for what it’s worth, but we should live for what’s new”. For me, it is important to know where I come from, where I was raised, but at the same time to let go of antiquated behaviors and to live a forward-thinking kind of tradition.

How did you join the company? Was a career at HYDRO your goal or your wish?

Huttegger: I made my first steps at HYDRO in 1984 when joined the company for a three months internship before starting a trainee program at Airbus. It very quickly evolved into something much bigger. After a short time, I accepted the position of Head of Purchasing, HR and Finance in the family business headed by my father. The company used to be called “HYDRO Gerätebau GmbH & Co. KG.” back in those days. I left HYDRO for three years to study business administration in Hamburg and returned to the company in 1993. That was around the time of the second gulf war, which triggered a recession didn’t leave Germany unscathed. Unemployment rose to 8.9 percent, exports were tumbling and an inflation rate of 4.5 percent certainly left its marks on HYDRO. At the same time, my fathers declining health made it necessary for me to step up to lead the company as the new Managing Director. Whether my career at HYDRO was my goal or wish? I did not plan on working for HYDRO when I graduated from high school. But in hindsight I believe that I would make the same decision again. My life is dedicated to HYDRO.

HYDRO celebrated its 50th company anniversary in 2015. Was the company a success story right from the beginning?

Huttegger: It would be presumptuous to claim that HYDRO was a success story right from its humble beginnings. The first years were tough, funds and customers were hard to come by. We were however able to take advantage of the worldwide boom of the aviation industry. We already started distinguishing our company from the competition by offering high-quality products, which is what brings our customers across the line back then and today. We had all the right reasons to be proud of our company’s 50th anniversary last year.

Where do you see advantages for companies that are privately owned?

Huttegger: Their focus is not on short-term successes. The real objectives are sustainability and success over the long term. This is what enables us to plan ahead in 10 year cycles. Only privately owned companies have the necessary perseverance and time to do that. The customer is the one reaping the biggest rewards. All products are meticulously developed to perfection before they are released on the market. Take the Airbus A380 as an example: HYDRO was already developing the tripod-jack, tire change-jack and tow rod for this aircraft long before the first prototypes made their maiden flights. For HYDRO, this also necessitated development and manufacturing of a 350 ton testing stand facility, something unheard of at that time. It is still the biggest of its kind worldwide.

“Trust” is one of the HYDRO corporate values. What does that mean for your customers?

Huttegger: For me, “Trust” is of utmost importance. It means that I can trust my staff and they can trust me, but first and foremost it means to be trusted by our customers. They rely on HYDRO to deliver quality and they know that we are a company that is always true to its word. Trust is frequently the top-ranking issue in discussions with our customers. In most cases we are the preferred supplier, simply because we deliver the promised quality, we are reliable and we consistently keep our promises. Our customers simply know that they can place their trust in HYDRO.

In your opinion, what are the global challenges faced by family businesses today?

Huttegger: As a family business acting on a global stage, we understand globalization as both an opportunity as well as a challenge. Company mergers and ever increasing cost pressure are additional challenges to be overcome. HYDRO responds with rapidity, agile adaptation to the conditions on the global market, financial clout and, first and foremost, our innovative strength. We continue to expand our product portfolio. The technical advancement of existing products and solutions are what makes HYDRO stand out in a highly competitive market. Just think of our QJAL system, which offers automatic controlling of all tripod jacks during the lifting of an aircraft for maintenance works. More than 250 of those systems have already been delivered worldwide.

How do you distinguish HYDRO from its competitors?

Huttegger: We aspire to surpass our competitors in all aspects. Our customers appreciate our high quality, reliability, the service delivered by our network of global service partners, spare part guarantees and the trustful cooperation over the long term. They especially value the durability of our products. Last year, we repurchased a tire change jack that had been used for more than 50 years by one of our customers because we want to preserve it in our company archives. This is the sort of commitment to quality that is hard to come by these days.

Operations management was bolstered by Thomas Besch joining the management team in 2011 and Peter Prinz in 2012. What was behind these moves?

Huttegger: By winning over Peter Prinz as Chief Executive Officer and Thomas Besch, I have added professional support for managing a business environment that is increasing in complexity. Both are renowned experts in their field of expertise. Keep in mind that HYDRO has experienced a growth of more than 70% between 2012 and today. A bigger management team will also bring more security to the company.

The company was pretty successful in 2016: What does the future hold for HYDRO?

Huttegger: The aviation market is a growing market. We aim for HYDRO to grow stronger than the market. We will continue to develop the company and establish ourselves in different global markets. My eyes are firmly set on Asia and America.

In addition to “Ground Support Equipment”, “Airframe & Engine Tooling”, “Engineered Solutions” and “Service”, the middle of 2017 saw “Engine Transportation” becoming a business unit in its own right. What were the reasons behind that move?

Huttegger: It was only logical and consistent for us to take that step. Engine transportation has developed into an important product within our portfolio, which necessitated its spinning off as a separate business unit. In doing so, we extracted all our engine transportation solutions from the business unit „Airframe & Engine Tooling“ You live near Hamburg and Biberach.

How often are you in the company?

Huttegger: I commute daily between Biberach and Hamburg. I work from my office at HYDRO every other week.

Your staff describes you as “available” and “level-headed”: What does the good connection with your staff mean for you?

Huttegger: My life is dedicated to HYDRO and HYDRO in turn is made up by my staff. They are the most valuable and important asset of the company. Each of them, whether floor staff or division heads, are entitled to be treated respectfully. My staff appreciates that, and I would say that I am generally a people person.

 

A good day at work starts with...

A cup of coffee, 2 kiwifruits, orange juice and the daily newspaper.

I earned my first own money...

When I was 12 and helped picking strawberries on a local farm. 6 weeks, 8 hours a day in Lautenbach, which is in the Kinzig Valley.

If I could chose my seat neighbor on a place...

It would be my husband.

I forget about time...

When I am out horseriding, hiking and diving.

The so far most expensive purchase in my life...

Was my horse.

I have always...

Been thrilled by nature. All I need are my hiking boots or my bike.

I have never...

Jumped out of a perfectly good airplane with a parachute.

Those aiming for a career at HYDRO…

Must be a true HYDRONIAN, who feels obliged to our values and is creative and proactive.

When I was 18...

I wanted to become a police detective or the director of an orphanage.

Home for me means...

Simply being at home. Home is where I feel at ease.