generational change

100 DAYS AS CEO

A Portrait of Stefan Zingerle

 

significant milestone in the history of the Zingerle Group was reached on 3 December 2025:Georg Zingerle officially handed over responsibility to his son Stefan Zingerle, who now represents the third generation to lead the family business. Yet, by his own account, not all that much has changed in the first 100 days of his new role. ‘Apart from the fact that I have to sign things much more often,’ he says with a laugh.

Stefan Zingerle’s ambition to one day take over the family business began in childhood. He travelled across Italy with his father, repairing machines for customers, and those early experiences left a lasting impression. Today, being at the head of the Zingerle Group and carrying the responsibility on his shoulders – what he describes as a ‘healthy pressure’ – is something he finds deeply rewarding.

With that goal firmly in mind, he also shaped his education accordingly. As the Zingerle Group evolved into a company focused on modern serial production and international sales, he chose not to follow a purely technical path, opting instead for a more design-led direction. For him, the priority was to develop the ability to analyse customer needs precisely and recognise requirements clearly.

Between Roots and Growth

Together with his siblings Sonja and Thomas, Stefan Zingerle joined the family business in 2018. Since then, in his role as CSO, he has been responsible for the Group’s global sales activities. His entry into the company, however, was never taken for granted. Georg Zingerle always instilled a clear principle in his children: ‘You have to prove yourselves. In this case, performance runs deeper than blood,’ Stefan Zingerle recalls.

Before joining the Zingerle Group, Stefan Zingerle gained professional experience with other employers. These roles opened up new perspectives for him and showed him just how valuable different approaches can be for one’s own development.

A Family Atmosphere as the Foundation

When asked which of his father’s values he is most determined to carry forward within the company, Stefan Zingerle answers without hesitation: ‘The sense of humanity and the family-like culture we nurture at the Zingerle Group.
That this attitude is genuinely felt throughout the company is also reflected in the views of employees at the headquarters in Schabs. Barbara Petrouschek, Team Lead Back Office Sales and part of the company for 14 years, describes it as follows: ‘The working atmosphere is exceptionally positive, everyone pulls together and works closely as a team. Even beyond day-to-day work, we enjoy spending time together through a wide range of team activities.

Vision and Responsibility

As firmly as Stefan Zingerle remains committed to the company’s core values and long-established strengths, he is equally clear in looking ahead. The challenge in the years to come will be to hold our own in the digital world. Our goal is to continue evolving as a manufacturing company and move ever further towards a more digital environment.
Stefan Zingerle has already played a key role in shaping this direction over recent years. Looking ahead, digitalisation and agility are set to remain central pillars of the company’s development.

What matters particularly to the CEO is that the path the company has chosen is visible and understandable to everyone within the organisation: ‘What has become very clear to me over the past 100 days is that I want to redefine the company’s vision and present it clearly. Every employee should be able to identify with it, so that together we can shape the path for the decades ahead.

This, perhaps more than anything, captures what this generational transition stands for: not simply the handover of responsibility, but an invitation to shape the future as one team – built on a clear foundation of values and guided by entrepreneurial vision.

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