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Top quality and performance for gastronomy and industry – that is Thermoplan’s objective. The company’s long history spans over 50 years and demonstrates the success CEO Adrian Steiner and the more than 500 employees have had. From whipped-cream dispensers to milk frothers and fully automatic coffee machines: right from the start Thermoplan understood that success only comes from change and innovation. The team achieved great success in 1999 when the well-known coffeehouse chain Starbucks discovered its range of “Swiss-made” machines. Ever since, the Weggis-based company has been supplying all Starbucks branches worldwide; currently that amounts to 63,000 fully automatic machines. As a result, Adrian Steiner and his team have made the leap from a small community out into the big, wide world.

In the interview, he explains how important good teamwork and a positive work environment are for the company’s success: “Our corporate culture is very important to us. We’re fortunate to be working in an industry where we can still invest to continue growing. This is precisely the reason that being part of the Thermoplan family is extremely important to us. Our attitude of always wanting to achieve more and finding solutions together means we inspire our customers and ultimately make their lives a little easier.”

For Adrian Steiner, the long-term collaboration with Starbucks is not a coincidence – it’s the result of a clear commitment: only top-notch service and the latest technologies meet the high expectations of international customers. Thermoplan quickly recognized this and acted accordingly: “We guarantee our machines are always available – regardless of where in the world they’re being used. If a coffee machine has a technical issue or stops working, it will be running again within four hours.”

To fulfill this promise, the company has continuously developed its technology. Predictive maintenance plays a key role: sensors continuously monitor the condition of the devices, analyze the data in real time and detect potential issues before they arise.

For Adrian Steiner, this technological development is a decisive step – not only in terms of products but for the entire company: “Today we are far more than just a traditional machine manufacturer: over the years, we have increasingly evolved into a technology company.” One-quarter of the employees now work in research and development – whether it’s in engineering or software. “This is why we continue to exist, both in the near future and longer-term”, Adrian Steiner stresses.

Thermoplan remains deeply rooted in central Switzerland. For Adrian Steiner, it’s clear that technological progress and Swiss quality go hand in hand. Thermoplan is proud to share its roots and values worldwide – thus proving that tradition and innovation complement each other perfectly.

Despite the company’s success, Adrian Steiner faces many challenges. The transition from a mechanical engineering manufacturer to a technology company means there are some issues when it comes to recruitment. In engineering and data analysis in particular, skilled professionals are hard to find. The competition for the best talent is also becoming increasingly challenging for companies. Thermoplan therefore tries to approach future employees with the necessary skills at an early stage and focuses on cooperation with universities. Thermoplan gives young people the opportunity to train as apprentices with 14 different career paths on offer.

This applies to all areas, such as collaboration with suppliers or the company’s financial security. Adrian Steiner was aware of the complexity of many challenges at an early stage and brought in partners years ago to support him in key processes. �۶���Ƶ is one of these partners and in particular provides support in processing all financial transactions, including international ones.

In addition to choosing the right key partners, Adrian Steiner relies on transparent communication within the company itself during times of crisis. It is important to him that the management and key decision-makers at Thermoplan in particular set a good example: “As leaders, we must now be particularly hands on and engage in active dialogue with employees. Crises are never welcome – but perhaps it’s precisely such challenges that provide the opportunity for us to become even better and more resilient by improving efficiency.”

Strategic dialogue and exchange on equal terms are key, especially in difficult times. “My long-standing collaboration with �۶���Ƶ is not only on the company level – I’ve also received support in a personal context for many years. Because business and personal needs are often similar, a holistic exchange with the �۶���Ƶ team is of key importance to me. This also helps me to understand the latest developments on the stock market or financial markets. I’m grateful that �۶���Ƶ has such a breadth of expertise, not to mention an excellent network. This kind of exchange helps us, as an owner-managed company, to make good decisions. Through mutual interest and understanding of the situation and the challenges, we reach solutions together thanks to strategic dialogue”, notes Adrian Steiner.

To sum up, the CEO shares his experiences with other entrepreneurs: “Even in uncertain times, the following applies: Stay true to your strategy, yourselves and the company in particular. Strategies based on corporate values and cultures provide a solid foundation for everyone. Managers should always lead by example and embody the company’s values to support employees even in difficult times.”