Interview with WFL Head of Sales Christian Jagersberger.
How do you feel about your new duties as Head of Sales?
The direction of travel for WFL was clearly defined by the owner and by our Management Board: the company must grow strongly. We want to sustainably double our sales within a few years. I fully support these goals and also believe that we can achieve them as a company if everyone pulls together and in the same direction. To achieve this, we need to address various issues on the sales side. Probably the three most important points for the next few years are: driving forward the internationalisation of WFL, making the sales process more efficient and opening up new markets.
By internationalisation I mean that WFL is represented by its own foreign branches in the most important markets. Besides France, branches have also been established in the United Kingdom, Canada and Italy in recent years. These branches will play a key role in sales of machines, but also in service. As a company, we are becoming more global and more local at the same time. This will be exciting and will also demand a lot from employees in Linz.
The second point is to increase efficiency in sales. As a sales organisation, we need to be closer to our customers, which means travelling more and seeking more personal contact. Our products are very advice-intensive. Customers need to understand exactly why a MILLTURN costs more than a competitor’s product and why the higher price is worth it. In my opinion, the type of advice that is needed here cannot be provided through a video call. To have more time for these consultations, we need to free up our frontline staff and relieve them of various office tasks. We are therefore in the process of setting up a Sales Support team to provide the necessary assistance.
We want to use the time that hopefully will be freed up by a more efficient sales process to open up new markets or to serve certain markets more intensively. I’m thinking of various countries in Asia, but also Australia and one or two countries in Africa. Every machine and every customer counts!
How would you describe your leadership style?
I’m still relatively new to the role of Head of Sales but I’m not short of ideas about how I want to lead. As Team Leader for America over the last few years, I always felt it important to set a good example, to show commitment and not to shy away from going the extra mile. I definitely want to keep it that way. Salespeople have to be creative and constantly adapt to new people and situations. If someone is always breathing down your neck, it’s counter-productive. So I want to be a good sparring partner, someone with whom colleagues can discuss situations and sales strategies.
Basically, I believe that good salespeople do not require much leadership, but need to be pointed in the right direction so that they can take a good shot at the goal on their own.
What does your typical day look like?
I’m usually in the office by around 7.30 am, then I get my first coffee and read the emails that have come in from overseas during the night. Colleagues in America often need support on a range of topics. I try to clarify certain things in the morning so that by early afternoon, when colleagues in the US start work, they find answers to their questions waiting for them in their inboxes.
One of the few routines I try to stick to in my day-to-day sales work is getting an overview of the main current projects during the morning if possible. Where do we stand in the negotiations, how can I support the frontline staff to achieve the best possible outcome? The main focus is on those projects that are expected to be concluded in the coming weeks. Every Monday there is a sales meeting in Linz, followed by a video conference with colleagues in America and the UK in the afternoon.
Mr Jagersberger, you have been with WFL for 13 years and are passionate about the company. What challenges have you had to overcome so far?
There have already been several major challenges for me at WFL. That’s what makes it so exciting. Let me tell you about the top three. The first machine we sold to Mexico: that was difficult and time-consuming – there’s a huge cultural difference. Mexico is a country with a strong automotive industry and a tendency to opt for cheaper machines. Selling a high-tech solution there always means overcoming many hurdles.
Secondly, moving to Texas with my family for two and a half years and doing business there as a foreigner in one of the most conservative states. It was a difficult environment in those days. The oil price, which is important for the oil industry in the southern US, was very low. Donald Trump was sworn in as President just a few days after we arrived in America. Nobody really knew how the economy would develop under Trump.
Selling the first major project with 16 machines and automation in the US was the third major challenge since I joined WFL. The whole thing was extremely stressful – the technical clarifications and negotiations dragged on for many months. There were countless video conferences and numerous site visits to the customer. There were a lot of different stakeholders with very different needs and preferences. Fortunately, it all went smoothly last year. We got a great order which really put us on the map there.
What do you value about WFL?
I feel that customers’ wishes are not treated lightly: we take them seriously and try to find decent solutions that still work well after 10 or 20 years. This kind of commitment is not a given for many companies and it’s something I really value. It makes my job as a salesperson easier.
Do you personally have a vision for WFL?
I’m an aerospace enthusiast and my vision is that parts for all kinds of aeroplanes, helicopters and rockets will be manufactured on our machines. It’s a great feeling to know that our machines are being used to manufacture precision components for rockets that can land again and fly to the moon and Mars in the future. Who would have thought that 20 years ago?
In this vision, I see WFL as the leading company for complete machining – even in 20 or 30 years’ time.
How do you “recharge the batteries” in your leisure time?
I travel a great deal, so I try to spend the time I’m at home with my family. We’re always out and about together when I’m home, maybe hiking or cycling in the great outdoors, or having a barbecue in the garden. But just as important as recharging my batteries is switching off and clearing my head, especially before going to sleep – I do this best when reading a thriller.
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