One year of management at Bartholet: review and outlook with Markus Menzi and Mathias Meier
One year after taking over the management, Managing Directors Markus Menzi (right) and Mathias Meier (left) look back on their first twelve months at the helm of Bartholet. In this interview, they share their impressions, describe key developments and challenges, and outline their visions for the company’s future.
Which major developments shaped the past year?
Mathias Meier: «From the very beginning, we focused on continuity. At the same time, we introduced new structures and optimised internal processes. We also invested in the further development of the team and welcomed new colleagues to bring fresh momentum.»
Markus Menzi: «In addition to stabilising the organisation, our focus was on acquiring new projects, both in Switzerland and internationally. We are pleased to have secured new orders that ensure a solid workload for the coming years and reflect the trust our customers place in us.»
Which values and principles are important for the company’s direction?
Markus Menzi: «Direct contact with our customers is crucial for us. We rely on tailor-made solutions, short response times and long-term partnerships. For us, quality does not only mean first-class materials, but also reliability, innovation and continuous improvement.»
Mathias Meier: «The production site in Switzerland remains a key success factor for us. Local manufacturing allows us to guarantee the highest standards, secure jobs and promote sustainable value creation in the region.»
How do you see the future of Bartholet and what developments can we expect?
Markus Menzi: «We are confident that Bartholet is well positioned for the future. Our production site in Switzerland and our in-house service team enable us to offer excellent solutions to our customers in Switzerland. In the field of urban ropeways, our experience allows us to actively shape the global trend, particularly in Asia.»
Mathias Meier: «We remain true to our course, but change is essential. Our guiding principle is: ‘Without change, there is no progress’. To remain competitive at the Swiss production site, we must stay flexible and committed to continuous improvement.»
How do you divide responsibilities within the co-management structure?
Mathias Meier: «Our collaboration is based on clear responsibilities, mutual trust and open communication. Each of us takes on specific tasks, but strategic decisions are made jointly to further develop the company in a focused way.»
Markus Menzi: «Our cooperation is characterised by respect and a shared understanding of the company’s goals. We use different perspectives to make well-founded decisions and communicate regularly and transparently – both with each other and with the entire team.»
The past year at Bartholet was characterised by stability, innovation and a solid foundation for the future. The Managing Directors look ahead with confidence to the coming years, in which the company will continue to focus on quality, trust and flexibility.»
