Ralph Schmid: creating clarity, enabling development
At the beginning of 2026, Ralph Schmid took over as Managing Director of STIHL Tirol during a time marked by change, but also opportunity. Originally from Germany, he brings international industry experience to the role and combines a clear, structured leadership approach with a strong commitment to the site and the people who work there.
Schmid’s approach is pragmatic: understand, contextualise, decide. Rather than rushing into action, his initial focus has been on gaining a thorough understanding of the company’s structures, processes and ways of working, before developing a clear direction together with the team. He believes it is crucial that development is not simply imposed from above, but supported and carried forward from within the company itself.
For Schmid, the central question is how STIHL Tirol can continue to develop technologically, organisationally and culturally as a modern, high-performing industrial site. This is not only about efficiency, but also about reliability, clear guidance and long-term prospects for employees.
Interview
How have you found your first few months at STIHL Tirol, and what has particularly stood out for you?
I spent the first few months primarily listening and getting a feel for the site. It was important to me to truly understand the processes, the products and the way people work together. What particularly stood out was the high level of commitment and expertise within the company. That gives us a strong foundation to build on.
From your perspective, what does STIHL Tirol stand for and what makes the site special?
For me, STIHL Tirol clearly stands for quality and reliability, combined with strong technological expertise in garden equipment. What is particularly noteworthy is the combination of international integration within the STIHL Group and a strong regional presence here in Tyrol. That combination is a real strength.
What is particularly important to you personally in your role as Managing Director?
Creating clarity is very important to me, both in terms of our strategic direction and in our day-to-day work. This means setting out clear goals, ensuring decisions are easy to understand and placing responsibility with the people who have the relevant expertise. At the same time, it is about creating an environment where people can work well together and achieve results.
Where did you focus your efforts in the first few months? What did you want to understand or clarify quickly?
One key focus was gaining a better understanding of the areas where different parts of the company work together. This is often where the efficiency of processes is determined. At the same time, I wanted to bring greater transparency to decision-making processes and priorities. This helps provide guidance and facilitates day-to-day collaboration.
What is particularly important to you when it comes to collaboration within the company?
It is important to me that we communicate openly and focus on solutions. Issues should be addressed clearly, and there has to be a commitment to actually putting things into practice. It is crucial that we sometimes get down to business more quickly, that everyone pulls in the same direction and that we move forward as a team.
Finally, what constitutes a really good workday for you personally?
For me, a good workday is one where we have achieved something together, whether that is a decision, an improvement to a process or a constructive conversation within the team. When you see that things are moving forward, that is a good feeling.
