Frank Dietsche:
Mr. Timons, how are you – has your ISCAR life changed?
Erich Timons (smiling):
Thank you, I am doing very well. Of course, some things have changed, but I have been with ISCAR for many years and know both the people and the processes in the company very well. In addition, we have an excellently functioning organizational structure – that makes many things easier.
FD:
Since January 1, 2026, you have been CEO of ISCAR Germany GmbH and have succeeded Hans-Jürgen Büchner. How did this transition go?
Erich Timons:
About two years ago, we began restructuring responsibilities within the management team. In this context, I was appointed CTO or Director of Operations (ppa.) and took on the responsibility for technology and production. Therefore, the tasks of today's position were already very familiar to me.
FD:
Was it clear from the corporate side from the beginning that the succession would be handled internally?
Erich Timons (calmly):
That corresponds to ISCAR's DNA. Management positions are traditionally filled from within. Our branches enjoy a high degree of decision-making freedom, and this trust is based on years of collaboration. It is more likely to be given to someone you have known for years than to an external leader.
FD:
Trust in your own employees then?
Erich Timons:
Exactly. There are no lateral entries in management at ISCAR. A good example is my successor as CTO: Gerhard Bonfert, who has also been with ISCAR for many years. He is excellently networked across the group and knows product management, manufacturing, and design from his own leadership experience. For me, it is crucial to have people in key positions whom I can rely on unconditionally.
FD:
What about trust within the IMC corporate group?
Erich Timons:
We have always felt fully supported – both by Jacob Harpaz, President and Chairman of the IMC Group, and by Ilan Geri, President and CEO of ISCAR Global. This trust is earned over years. After more than 20 years at ISCAR, they know my path very well. All the more gratifying was the consistently positive feedback within the company – nationally and internationally.
FD:
New construction, new technologies, new product campaigns – sounds like continuity without major changes.
Erich Timons (laughs):
It's not quite like that. We also have to continue to develop because market conditions have changed significantly. Competitive pressure is noticeably greater today. In a stagnant or shrinking market, growth is significantly more challenging – but our goal remains clear: to grow, not to manage the status quo.
FD:
Are there already concrete measures for this?
Erich Timons:
Yes, especially regarding products and market development. We have deliberately expanded our indirect sales channels in recent years to achieve broader market coverage together.
FD:
Doesn't that create conflicts of interest when trading partners also sell other products?
Erich Timons (thoughtfully):
That is indeed challenging. Trading partners pursue their own interests. Our task is to support them in clearly communicating the added value of a premium product. In addition, our customers are becoming more demanding – partly as a result of the skilled labor shortage. Many companies are reorienting themselves and are now manufacturing for various industries. We are increasingly supporting them with expertise and process competence.
FD:
Raw material prices, especially for carbide, pose great challenges for the industry. How is ISCAR dealing with this?
Erich Timons:
The price development for tungsten and cobalt is dramatic – we are talking about an eightfold increase in some cases. If the industry cannot pass on these costs, it will be existentially threatening. The developments of the last few weeks show that further price adjustments are hardly avoidable.
FD:
The dependence on China as a raw material supplier is high. How does ISCAR secure itself?
Erich Timons:
A key advantage is our own carbide production. We determine composition, quality, and prioritization ourselves and are independent of external suppliers. This allows us to control the entire value chain according to our high standards.
FD:
Are there approaches to reduce raw material consumption?
Erich Timons:
Yes, for example, through tools with interchangeable or screw heads instead of solid carbide or through indexable inserts with multiple cutting edges. The goal is to get the maximum out of the material used – without compromising productivity or tool life.
FD:
Recycling is also gaining importance.
Erich Timons:
Absolutely. We consistently recycle all our carbide scrap from all plants. The logistical and organizational effort is enormous, but indispensable. Recycling will continue to gain importance in the future.
FD:
At EMO, there was a strong Asian competitive presence. How do you assess that?
Erich Timons:
There were many new providers, some of whom will become serious competitors. Others do not yet have the necessary maturity. It is clear: the pressure will increase. Our response can only be innovation and service. Both cost money – but that is exactly where our added value lies.
FD:
How do you address new challenges such as skilled labor shortages, new materials, and increasing price pressure?
Erich Timons:
By listening. Every customer has different requirements. Our task is to find the right solution from our broad portfolio and provide comprehensive advice – supported by workshops, practical applications in our technology center, digital tools like I-Quote, and personal exchange.
FD:
Mr. Timons, thank you for the open conversation and much success in your new role.
Erich Timons:
You're welcome. Thank you.
The interview was conducted by Frank Dietsche from Dieonlinemagazine.de
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