FM: Mr Veselaj, congratulations on your new position as CEO of Magirus. How does it feel to take on responsibility for a traditional company with so much history?
Veselaj: Thank you very much! It is a special feeling to take over responsibility for Magirus. This brand has an impressive history - and it means a lot to many people. That's an obligation, but it's also motivating. I am very much looking forward to developing Magirus further together with a dedicated team, making our products even better and expanding our international presence. It is important to me that we remain down-to-earth, listen and concentrate on how we can offer even better solutions to emergency services in practice.
FM: You come from the role of Chief Restructuring Officer at Magirus - what were your most important insights in this role that you are now taking with you into your new role?
Veselaj: My time as CRO was intensive and insightful - it helped me to understand Magirus in depth. I quickly realised that we operate in a highly complex industry in which expectations and reality sometimes diverge - especially when it comes to delivery reliability and project management. Internal collaboration doesn't always work as well as it should in order to realise our full potential. At the same time, an incredible amount is possible - especially if we put the customer experience at the centre: faster, more transparent, more reliable. I have the courage to make uncomfortable decisions - always with the aim of offering our customers the best possible experience. We have already taken some initial steps. Now it's about continuing along this path consistently - together, with focus and a clear attitude.
FM: Magirus' transformation plan is ambitious. What was the decisive impetus for launching this comprehensive 10-point plan?
Veselaj: The impetus came from the desire to make Magirus fit for the future. In my early days, I had many discussions. The feedback was clear: our structures, processes and products must be consistently developed further if we want to continue to play a leading role in the future. The 10-point plan is our response to this - it puts the issues on the table that have been known for a long time but have not been tackled consistently enough. At the same time, the plan is based on a clear growth approach: we see specific opportunities in the markets and with the upcoming product developments that we want to develop in a targeted manner.
FM: What role is the new owner Mutares playing in the reorganisation - how is the collaboration shaping up?
Veselaj: Mutares plays an important role - as a committed owner and reliable partner in the reorganisation. I know the structures and working methods very well, as I helped set up many of these processes myself. The cooperation is very trusting and intensive, while at the same time we as the management team have the freedom to make the entrepreneurial decisions that we think are right. This combination of operational support and personal responsibility is a real strength in the current phase of Magirus.
Details of the 10-point plan
FM: In your opinion, what are the three most important points of the plan that you personally are focussing on the most?
Veselaj: The most important step at the moment is to stabilise our operational processes - and in particular to get a reliable grip on the supply chain. Sustainable change cannot be implemented without functioning processes in day-to-day business. This is the foundation on which everything else is built. At the same time, we are systematically building a strong, capable management team. After all, the 10-point plan is not just a piece of paper for a drawer - it depends on us working with the team to turn it into reality. That's why I don't want to focus on three individual points. For me, the centrepiece is that we in the management team take on the issues together - and implement them step by step.
FM: The international expansion - particularly into Switzerland, Spain, Poland and the UAE - is a big step. How do you ensure that the Magirus DNA remains tangible in all these markets?
Veselaj: I think it's a mistake to believe that you can simply transfer a DNA to other countries. Our task is not to export a centralised way of thinking, but to create framework conditions in which local teams can act independently and successfully. This means that we have to specify certain structures, processes and product standards from within the Group - so that we act as a unit and remain economically efficient. At the same time, local teams need the freedom to respond to market peculiarities, customer needs and cultural circumstances. Group-wide standardisation only works if we do not try to impose central values and working methods. Instead, we need to define clear rules of the game - and make sure that they are adhered to. This is the only way to strike a balance between standardisation and local identity.
FM: With the new Magirus Defence division, the company is also entering more sensitive areas in terms of security policy. What is the strategic vision behind this?
Veselaj: With Magirus Defence, we want to use our proven technology in the area of public safety and disaster control. We are not developing any new military vehicles for this, but are making our existing portfolio - such as fire-fighting and logistics vehicles - available for corresponding requirements. The global situation shows that resilience and protection systems are becoming more important. Magirus can make a contribution here - with reliable technology, without deviating from our values.
FM: The FLF Dragon is being developed further - can you give us an idea of what we can expect in terms of technology?
Veselaj: Last September, Magirus presented the Dragon NEO to celebrate its 160th anniversary. We are now going one step further on this basis: we are rethinking the Dragon once again - technologically, functionally and with a view to future requirements. We are currently working on an exciting partnership in the field of electrification and will also be fundamentally revising the entire human-machine interface (HMI). The aim is to raise operating convenience, system integration and usability to a new level. So it will be interesting to see...
Future & sustainability
FM: Magirus wants to reduce its emissions to net zero by 2030. How realistic is this goal for an industrial manufacturer? And what are the biggest levers for achieving it?
Veselaj: Our goal of achieving net-zero emissions by 2030 relates explicitly to our internal manufacturing processes. We are not only responsible for our products, but also for the way in which we manufacture them. For us, sustainable production is not a trend, but part of our corporate mindset. As part of our audit, we identified numerous areas of potential - for example in energy efficiency, material flows and the use of resources. Now it's time to realise this potential.
FM: You are planning a significant increase in production. How do you ensure that quality and delivery reliability do not suffer as a result?
Veselaj: The planned increase in production has been carefully prepared. Quality and delivery reliability are our top priorities. We have comprehensively reviewed our processes and are working on stabilising processes, expanding capacities in a targeted manner and providing the necessary resources. We are also focussing on revising our supplier structure. We are focussing on long-term, partnership-based relationships and striving for close coordination. Growth only works in step with our partners - and with a clear focus on reliability.
FM: How will Magirus position itself in the future in the area of conflict between the identity of a medium-sized company and global competitiveness?
Veselaj: Magirus will remain a company with a medium-sized identity, but with a clear ambition to be internationally competitive. Our birthplace in Ulm and our local roots characterise our culture - through proximity, reliability and a deep technical understanding. This identity is an important part of our strength. At the same time, we know that global competitiveness demands different requirements: more structure, clear processes and harmonised products across national borders. It is important to us that we do not lose our local identity - neither in Ulm nor at our international locations. We do not believe in centralised control imposed from outside. Instead, we rely on common rules, reliable standards and sufficient room for regional autonomy. The result is not a contradiction, but a balanced interplay.
FM: What role will electric drives play at Magirus in the future? Rosenbauer recently presented the FLF Panther Electric. Is Magirus following suit - or are you consciously focussing on other technologies?
Veselaj: We are analysing the use of electric drives very carefully and are working on a cooperation with an external partner - as already mentioned with the Dragon. With HVO100, we have already taken a first step towards alternative solutions. We will consider other technologies where they make technical sense and are suitable for use.
Motivation & personality
FM: How old are you - and can you tell us something about your family background?
Veselaj: I am 30 years old and was born and raised in southern Germany. My family originally comes from Kosovo, which still influences me today - both culturally and in terms of issues such as responsibility, cohesion and performance. My parents taught me early on that you have to work for things, but also always go through life with respect and an attitude. These are values that have stayed with me to this day - both in my professional and private life.
FM: What stages did you go through professionally before you came to Magirus?
Veselaj: After my dual study programme in business administration, which I started with a job at Kreissparkasse Böblingen, I initially worked at Porsche Consulting. There, I mainly supported customers in the automotive sector with strategic and operational issues. I then moved to Mutares in October 2019. I worked in various roles there - first as a consultant, later as a managing director in portfolio companies and finally as Head of Operations. During this time, I accompanied numerous transformation processes in the industrial environment and learnt how to act entrepreneurially. With the move to Magirus, I made a conscious decision in favour of medium-sized companies.
FM: Is there a moment in your career to date that has had a particularly emotional impact on you?
Veselaj: A particularly emotional moment was my visit to the Magirus IVECO Museum in Neu-Ulm. There you can see the impressive contribution Magirus has made to society over the past 160 years in terms of civil defence, technical development and for many generations of emergency services. At that moment, I realised how deeply rooted this brand is - and the responsibility that comes with continuing it in a challenging phase. For me, the role of Managing Director is therefore not just a professional task, but also a personal mission to carry this legacy into the future.
FM: What excites you personally about the firefighting industry and the Magirus brand?
Veselaj: What excites me most about the firefighting industry is the meaning behind everything. It's not just about technology - it's about helping people, protecting infrastructure and being there in an emergency when it counts. Magirus combines this responsibility with an impressive history, technical excellence and a strong brand essence. This combination of tradition, innovation and social relevance is something special - and that's exactly what motivates me every day. As soon as my schedule allows, I would also like to take part in firefighting training sessions to experience and better understand our products in action. I consider it a real privilege to be part of this story and to actively continue to write it.
Leadership & culture in the company
FM: What role does corporate culture play in a transformation process like this - and how do you want to take the people at Magirus with you?
Veselaj: "Taking people along" alone is not enough in a transformation process like this. It's about working together as a collective on the future of Magirus. We need to define a clear objective and turn those affected into stakeholders. The corporate culture plays a central role in this. It creates the framework for cooperation, trust and openness. At the same time, we must not forget that there are individual characters behind every organisation. For me, promoting this diversity and making the strengths of individuals visible is a central part of leadership - especially during change. We have introduced monthly employee information sessions to encourage dialogue. In addition, ten employees can register each month for a joint breakfast with a member of management. Such formats help to break down barriers, engage in direct dialogue and work together on solutions.
FM: How important is it to you as CEO to also be present at the workbench or in the field?
Veselaj: It's very important to me. Unfortunately, I've only managed one operational assignment in the workshop so far. Such experiences are crucial in order to really understand how our processes work and where everyday life challenges our colleagues. That's why we have also introduced a clear rule in management: Before 12 noon, our meetings take place exclusively in the workshop or production area. We want to discuss the topics where the added value happens.
FM: Do you have a personal connection to the fire service - for example, from your family or circle of friends?
Veselaj: Before my time at Magirus, I honestly didn't realise how many friends and acquaintances are active in fire brigades or used to be. Since I've been in this role, people from my circle have suddenly been getting in touch with me who I would never have expected - with stories, photos and a lot of pride in their time in the fire service. My popularity has definitely increased - especially among the juniors. I think for many people it's simply something special when someone from their own neighbourhood stands for a brand like Magirus. And I admit: the fascination for our vehicles is absolutely understandable and I now fully share it.
