You took on your first leadership role in the family business in your mid-20s. What was that like?

I completed my apprenticeship in the family business and, after graduating, independently built up the direct sales department. At that time, it was a kind of test: Can she do it? As a businesswoman in a highly technical company, I mainly wanted to prove it to myself.

Family businesses think in generations. There is an incredible amount of passion involved. Our goal is to lead by example. All family members are operationally active or serve on the supervisory board. Our relationship with the workforce is very familial – we grew up with many employees. We call it the "EWM family".

The company has grown significantly. Your grandfather started small, and now 800 people work for you.

In welding technology, we face fierce competition, both nationally and internationally. Innovation is the lifeblood of our company. We invest ten percent of our annual turnover in research and development. Today, we are a technology leader in many areas. Only because of this can we, as a medium-sized company, compete against globally operating corporations.

In Germany, we must not rely solely on services. We also need intelligent manufacturing that can react quickly and flexibly. As a family-run, agile company, we operate more like a "speedboat" rather than a "tanker." This gives us advantages over many large corporations.

The competition is tough, and raw materials are scarce. Can you rely on your suppliers?

From development to sales, we have very high in-house contributions, a manufacturing depth of over 70 percent, and maintain fair partnerships in all areas – not least with our suppliers. This is paying off now.

But it’s true: Times are becoming harder rather than easier, from procurement to development to pre-financing. Process and procurement chains are becoming increasingly complex, especially for highly specialized medium-sized manufacturers. We are working on larger purchasing cooperatives and similar collaborations – of course, without giving up our independence as a company.

You also focus on connections in your voluntary work. Why do you get involved?

Small and medium-sized companies need to learn to become visible. It’s not enough to just be good. You also have to exchange ideas, network, and engage in public relations: show what you have to offer. Being able to rely on existing networks, actively participating, and helping to shape them is a great advantage. Through these networks, you can also give something back – support others with contacts or experiences. It’s a give-and-take in the best sense.