In this interview, Thomas shares his vision for Iskraemeco, outlines his plans to strengthen partnerships, and discusses how he aims to position the company as a global leader in energy and water management solutions, with a strong focus on digital platforms and innovation in the e-mobility sector. Whether you’re a partner, customer, employee, or supplier, we believe his insights will offer a valuable perspective on the future of Iskraemeco Group.
Welcome to Iskraemeco, Thomas! Could you tell us what drew you to the role of CEO at Iskraemeco Group and what excites you most about leading the company?
I first met Eng. Ahmed El Sewedy in December 2023 in Paris, where he extended an invitation for me to visit Iskraemeco’s facilities in Slovenia and Egypt. During these visits, I was positively impressed by the advanced factories and the professionalism of the teams I encountered. I gained insight into the company’s strategic goals, which involve not only safeguarding its core business in electricity metering but also actively seeking growth opportunities that align with the global energy transition—an area of great personal importance to me. After spending some time getting to know each other, Eng. Ahmed and I reached an agreement in May for me to take on the CEO role beginning September 1. This timing allowed me to take a brief yet much-needed break after eight fulfilling years at Schneider Electric.
You have had a diverse career across multiple industries, including your most recent leadership role at Schneider Electric. How did your past experiences prepare you for the challenges of this role?
I have been leading organizations for the past 24 years in highly international environments, across diverse sectors and strategic situations, which has equipped me well for the challenges Iskraemeco faces today. My recent experience with Schneider Electric, along with my board role at Schreder, a street lighting company, has given me valuable insights into the fields of electronics, software, and service solutions. This background positions me strongly to address the opportunities and challenges we are navigating.
You have a background in both commercial leadership and technical fields. How do you balance the business and technical aspects of decision-making in your approach to leadership?
These two areas are closely interconnected: everything begins with understanding and prioritizing customer needs or pain points. From there, R&D (TDC) focuses on addressing these needs while ensuring our offerings stand out, and then operations steps in to manufacture at optimal cost. I always keep this approach in mind to ensure we maintain proximity to customers and the business environment, focus on the right topics in R&D (TDC) at the right time, and continually improve manufacturing efficiency to secure the best margins, allowing us to invest in growth. For me, balancing both business and technical
aspects in the right sequence is essential for sustainable success.
I strongly believe in the ‘walk the talk’ and ‘talk the walk’ approach, leading by example while maintaining open communication.
As the new CEO, what are your immediate priorities for Iskraemeco, and how do you see the company evolving under your leadership in the next few years? Can you share your vision for the future of the company?
My priority, after assessing our strengths and weaknesses, is to secure some large projects we are currently working on. Next, I need to focus on supporting our growth initiatives in e-mobility and water to ensure they take off in 2025. My third priority is to enhance the quality of service and the competitiveness of our products in collaboration with our operations team. Finally, we need to continue to improve the engagement of our teams and foster collaboration and talent management.
Throughout your career, innovation has played a significant role. What specific tactics do you plan to implement at Iskraemeco to enhance innovation within the company?
Innovation is key for any business, but even more so when facing competition from low-cost countries like China. While we have traditionally differentiated ourselves from Chinese competitors through quality, this is no longer sufficient, as they have made significant improvements in this area. Time to market is also increasingly important, as the clock speed of technology is accelerating. Moreover, innovation must deliver tangible value to our customers to make an impact and enable us to justify higher pricing. As a result, we will be more selective in our project choices and resource allocation, while also focusing on improving our agility to bring innovation to market faster. I also believe we should explore more strategic partnerships.
Digitalization is transforming industries across the globe. How do you envision leveraging digital technologies at Iskraemeco to improve processes and enhance customer experiences?
Digital technology is a game changer in the energy transition, providing stakeholders, such as homeowners, with real-time data on their consumption and offering remote control over energy use (e.g., electric vehicle charging). It also enables alerts for power outages or overloads. For Distribution System Operators, digital solutions provide live monitoring of their networks and simulate potential impacts, as seen with our digital twin software, Symbiot Twinner. I am convinced that digital innovation can further highlight the importance of smart metering. As solar energy adoption grows in homes, DSOs will need more data on self-consumption, energy storage, and energy resale. Smart meters could play a key role in managing this, acting as an energy management system for these evolving needs.
With your extensive experience in global markets, what steps do you see as essential for strengthening Iskraemeco’s international presence and competitiveness in today’s complex environment?
We hold strong market shares in the countries where we operate, and we are exploring additional services we can offer to expand further within these markets, as well as opportunities to grow in new geographies. We see potential in regions like Africa, Saudi Arabia, and India, particularly in software solutions, and there are a few other regions where we will confirm opportunities soon. To accelerate growth, we will work on further strengthening our commercial setup and partnerships in select geographies.
Can you share a moment in your career that profoundly shaped your leadership style and approach to managing teams?
I led a major transformation at Schneider Electric by implementing Agile methodology across the organization to enhance the impact of innovation and reduce time to market. We took the time to fully integrate this methodology, recognizing it as a significant cultural and organizational shift. Initially, I had to be patient in onboarding and convincing the team to adopt this new approach, as change can only be driven through persuasion, not imposition. Additionally, I adapted my management style to delegate more and empower my team, aligning with the evolving trends in leadership.
Collaboration and teamwork are vital to any company’s success. What approaches do you believe will be most effective in fostering a collaborative culture at Iskraemeco and ensuring open communication with employees and stakeholders?
We have many opportunities to enhance cooperation and teamwork within the group, as highlighted by the recent employee engagement survey and reinforced also by my own experiences during the first
few weeks at the company. To address this, we will take a more global perspective on our business rather than focusing solely on individual legal entities, which will help break down siloes. We plan to host 3 to 4 virtual town halls each year, where we openly share our priorities, results, and successes. I strongly believe in the ‘walk the talk’ and ‘talk the walk’ approach, leading by example while maintaining open communication. Additionally, I plan to engage more deeply with small groups of employees through coffee sessions or lunches, creating opportunities for more meaningful exchanges with teams I don’t interact with as often.
Iskraemeco has a strong commitment to sustainability. How do you see your role in advancing the company’s sustainability initiatives and contributing to the global energy transition?
Reducing our carbon footprint is a clear priority for both us and our customers. We have already taken steps, such as using solar energy in Kranj, applying recycled materials in our products, and measuring
the carbon footprint of our products—an initiative that will soon become a standard. However, we recognize the need to continue working on further reducing our carbon footprint to support the global targets set by COP21 and meet the demands of our customers. We will define and share our five-year ambition shortly.
Lastly, as a new member of the Iskraemeco team, what message would you like to share with employees, customers, and partners as you take on this new role?
Iskraemeco has a long and rich history, and in 2025, we will proudly celebrate our 80th anniversary. We have built strong expertise and will continue to be a European leader in electrical metering with a solid presence in the Middle East and Africa. We play a crucial role in the energy transition by deploying smart metering solutions in electricity, water and e-mobility. Real-time measurement helps reduce resource consumption and improve efficiency, particularly through the integration of smart grids. We are also expanding our focus on developing software solutions and digital platforms to drive further innovation. Additionally, we are part of the esteemed Elsewedy Electric Group, which supports our ambition. With these strengths, we are not just ready for the future—we are actively creating it.