As a member of the management board of Sächsische Bronzewarenfabrik (SBF), I was deeply involved in the complex challenges of a medium-sized company. SBF, a leading manufacturer of lighting systems and luggage racks for trains with customers such as Siemens, Stadler and Bombardier, offered me the opportunity to take on responsibility in various areas – from HR to IT and finance.
I supervised the construction of a modern factory and ensured that employees and temporary workers were integrated into efficient processes. At the same time, I managed the upgrade of the Sage ERP system, which was essential for managing production and administrative processes. At the same time, I took care of ISO certifications, compliance with quality standards and submitted funding applications to drive innovation in the company.
These experiences have shown me what real SME management means: many issues run in parallel, require precise coordination and clear prioritization in order to ensure sustainable growth and success. I also learned how crucial it is to understand and adapt to cultural differences in order to successfully build bridges between people and teams.
