Mr Gaida, you have been CEO of the CHIRON Group SE since 1 July. What was the deciding factor for you personally in taking on this role?

For me, the role itself was the deciding factor. The CHIRON Group brings together several elements that have shaped my career over the years: a medium-sized industrial company, international markets, technological expertise and, with CNC, a field I have been involved in for a long time.

Added to this is the proximity to various industries such as medical technology, the watchmaking industry and aerospace. It is precisely this connection that has made the role particularly interesting to me.

What values and experiences have had a particular influence on you, both personally and throughout your professional career?

My time on the production floor had a particularly strong influence on me. There, you learn early on what precision, responsibility and a meticulous approach to work mean in day-to-day life. That has had a profound impact on my view of businesses to this day.

Small and medium-sized enterprises often possess enormous strength in terms of technology, innovation and implementation. Over the years, however, it has become increasingly clear to me that this strength must now be linked even more closely to what customers really need.

That is why, particularly in this age of digitalisation and AI, people remain central to my approach: listening, understanding, putting applications into context and deriving real benefit from technology.

What is fundamentally important to you – even beyond your professional responsibilities?

I don’t draw such a clear distinction between them. Ultimately, for me it’s always about taking responsibility, being reliable and seeing things through properly.

The most decisive factor was, above all, the years when I was juggling so many things at once – work, further training, my studies and economic crises. Phases like that show you quite clearly how much you really want something and whether you’ll stick with it even when the going gets tough.

You have worked in various regions around the world. How has that changed your perspective on markets and collaboration?

I had the opportunity early on to work in various regions, including Asia and the USA. You soon realise that much of what you take for granted is culturally determined and doesn’t work the same way everywhere.

You learn to deal with different expectations, working methods and ways of communicating. In some regions, personal relationships take precedence before business is discussed. This changes your own perspective.

Above all, you learn to constantly question your own perspective. This openness is crucial in international business. The German mechanical engineering sector has long operated with a very strong sense of its own identity. Today, it is no longer enough simply to have a good product. Markets have become more demanding, and competition more global. Solutions must be tailored to the market, not the other way round.

What have been the biggest challenges for you in the leadership roles you’ve held so far?

It is often not the easy years that leave the deepest mark, but the difficult ones. Over the course of my career, I have experienced several challenging economic periods as a manager – from the financial crisis to the Covid-19 pandemic.

Then, suddenly, the focus shifts to very specific issues: securing liquidity, dealing with short-time working, maintaining service levels under difficult conditions, whilst at the same time remaining able to act.

Situations like these help us focus on what really matters. They show just how important clarity, cooperation and a cool head are – and also that we mustn’t lose our optimism during such times.

What do you consider particularly important when working as part of a team with your colleagues?

It’s important to me that people know what matters and are then able to take responsibility. For me, effective collaboration arises where clarity, trust and open communication come together.

I don’t think much of a leadership style that seeks to control everything centrally. What matters is that objectives are clear, information is shared, and teams are empowered to make good decisions for themselves.

Equally important to me is the way we work together: respectfully, directly and with a focus on finding solutions. Particularly in an industrial environment with a variety of roles and perspectives, strength often arises when people collaborate effectively across departments and avoid thinking in silos.

How have you viewed the CHIRON Group from an external perspective so far?

For me, the CHIRON Group has always been a highly significant company in the international CNC sector. The CHIRON Group has always stood out, particularly in terms of demanding applications, technological expertise and industrial strength.

I have come across the company in various contexts – at trade fairs, in discussions with customers and also within the immediate market environment. Time and again, it has become clear that the CHIRON Group is far more than just a traditional machine manufacturer: Its strengths also lie in automation, turnkey solutions and the ability to meet complex requirements to a high standard.

At the same time, even from the outside, I had the impression that some of these strengths could become even more apparent in certain markets – for example, in medical technology, the aerospace sector, parts of electrical engineering, applications relating to modern data centers, or in precision engineering, such as the watchmaking industry. In my view, this is precisely where a major opportunity lies for us.

What approach will you take during your first few months at the CHIRON Group?

In short: action, yes; empty gestures, no. My main priority at the start is to really get to know the company and the people.

For me, this involves spending time on the ground – in production, in assembly, in application and engaging directly with the teams. I want to understand how things work today, where our strengths lie, what customers expect and where we can make a difference.

In my view, sustainable development can only be achieved on a solid foundation. If you invest time at the outset in gaining an understanding of the company, its customers and its people, this builds trust and creates a much better basis for the next steps.

How do you find a balance between your working life and your personal life outside of work?

Spending time with my family is the most important way for me to unwind. I also try to make exercise and sport a regular part of my daily routine, usually in the mornings.

With parts of my family living in Vorarlberg and being half-Austrian, I also have a close connection to the mountains. For me, nature, exercise and sport provide the balance that can best be integrated into my daily life alongside work and family.

You’re also making a name for yourself outside the traditional industrial sector through podcasts and publications. What role does this exchange play for you personally?

You can learn something from almost every interaction. As a CEO in particular, it is important to engage with people both inside and outside the company and to truly understand different perspectives.

Furthermore, whilst the field of CNC and machine tools affects a great many people indirectly, it is by no means familiar or accessible to everyone. This makes it all the more important to use a variety of formats to explain what it is actually all about and what industry, technology and effective collaboration can achieve in practical terms.

The recent feature of the CHIRON Group in »Welt der Wunder« is a good example of this. Formats like this help to reach people and customers who are often not reached through traditional industry communications. In my view, we need more of this – not only at the CHIRON Group, but across the industry as a whole.