100 Days Of Shared Leadership: Insights From The Executive Board Of Hosokawa Alpine
100 days in office – a good time for an initial review. Since 1 January 2026, Michael Kuhnen as CEO and Kathrin Dörle as CFO have formed the new Executive Board team at Hosokawa Alpine AG. Both bring with them many years of experience and a deep connection to the Augsburg-based engineering company, which specialises in mechanical process engineering and blown film extrusion lines: Kuhnen had previously spent 19 years in various roles at Hosokawa Alpine and returned to the group after a year and a half away, whilst Dörle has been with the company for more than two decades and is the first woman on the Executive Board.
In this interview, the two board members discuss their first 100 days in their new roles: the challenges and initial strategic decisions, their understanding of leadership and collaboration – and the vision with which they intend to shape the future of Hosokawa Alpine.
Was it easy for you to suddenly view Hosokawa Alpine, which you both know so well, from the Executive Board’s perspective?
Our many years of service at the company and the experience gained in various roles provide an excellent foundation for our work on the Executive Board. They make it easier to understand structures, processes and the organisation as a whole. At the same time, the Executive Board perspective brings a fresh outlook on issues and areas with which we were previously less closely involved. The company is our professional home, which we know very well. The task is to consciously broaden our perspective, adopt an overall strategic view and, in doing so, make targeted use of the diverse experience gained from our previous roles.
What were the biggest challenges in the first 100 days?
The first 100 days were heavily influenced by external, unforeseeable factors. Geopolitical developments, such as the war in Iran, have a noticeable impact on key operating conditions.
At the same time, we have to consistently drive forward our strategic realignment in this demanding environment whilst simultaneously implementing measures with immediate effect. Striking this balance between a long-term perspective and operational agility was and still is particularly challenging. Added to this is a high level of internal complexity, which we need to reduce in a targeted manner to simplify decision-making processes.
What strategic decisions did you consciously make early on?
From the outset, a key focus was on developing a clear corporate strategy and implementing the associated process to ensure that this strategy is effectively put into practice on a day-to-day basis.
In addition, we drove forward the expansion of internal communication and turned our attention to the further development of our leadership and corporate culture.
Another focus was on the continuous improvement of the working environment and on increasing efficiency.
How do you define good leadership in the company’s current situation?
For us, good leadership means above all transparency and trust. Openness and mutual respect are particularly important in the current situation to provide direction and create a sense of security. Our aim is to bring everyone on board and to align the company together towards a clear goal: To practise leadership in a way that builds trust – clear in purpose, open in dialogue and committed in action.
What is particularly important to you in your collaboration on the Executive Board?
It is important to us to treat one another with openness and trust and to support one another. We work as a team – always with one another and never against one another. Our shared goal and responsibility for the company are our top priority. This approach creates a working atmosphere in which we can discuss matters constructively and make better decisions together.
In which direction should the company develop over the next three to five years?
Over the next three to five years, we aim to systematically tap into new markets and further strengthen our position. In doing so, we are evolving from a traditional mechanical engineering firm into a comprehensive solutions provider.
Our aim is to cover a wide range of technologies, expand the scope of our offerings across upstream and downstream process steps, and complement these with services, particularly in automation technology and digital solutions.
We also aim to be a partner for our customers in implementing processes across the entire lifecycle.
What should the company stand for in the future – beyond products and figures?
On the one hand, there are our corporate values such as trust, responsibility, appreciation, passion and quality, which form the foundation of our daily collaboration.
Furthermore, innovation is firmly anchored in our corporate strategy. We take a holistic view of innovation, encompassing technologies, processes and working methods.
At the same time, we are clearly committed to sustainability. For us, this means continuously reducing our carbon footprint, contributing to a more sustainable world through our products, and focusing on long-term, sustainable developments rather than short-term effects. In all of this, we rely on our own value creation.
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