Magirus CEO Fatmir Veselaj outlines transformation strategy and cultural priorities

Veselaj says stabilising operations is top priority

In a recent interview with Feuerwehr-Magazin, new Magirus CEO Fatmir Veselaj outlined his approach to leadership and the changes underway at the firefighting technology manufacturer.

Veselaj took on the role on 1 July 2025, following Thomas Hilse’s move to the Supervisory Board.

He described stabilising operations and improving delivery reliability as his immediate priorities.

“In particular,” he said, “we need to get a reliable grip on the supply chain.”

He added: “We have already taken some initial steps. Now it’s about continuing along this path consistently – together, with focus and a clear attitude.”

Veselaj previously served as Chief Restructuring Officer at Magirus, where he said he gained insight into how internal collaboration and project management processes could be strengthened.

He explained: “An incredible amount is possible – especially if we put the customer experience at the centre: faster, more transparent, more reliable.”

CEO outlines approach to international expansion

The interview also explored Magirus’ plans for market growth, including expansion in Switzerland, Spain, Poland and the United Arab Emirates.

Veselaj said local teams must have autonomy to adapt to their markets, rather than following a centrally imposed model.

“Our task is not to export a centralised way of thinking,” he said, “but to create framework conditions in which local teams can act independently and successfully.”

He added: “We need to define clear rules of the game – and make sure that they are adhered to.

“This is the only way to strike a balance between standardisation and local identity.”

He also discussed the company’s new Magirus Defence division, explaining that no military vehicles are being developed, but existing firefighting and logistics models are being adapted for civil protection roles.

“The global situation shows that resilience and protection systems are becoming more important,” Veselaj said.

“Magirus can make a contribution here – with reliable technology, without deviating from our values.”

Electrification and net-zero goals part of long-term plan

Veselaj confirmed that Magirus is aiming to reach net-zero emissions across its internal manufacturing processes by 2030.

He said this target reflects how sustainability has been embedded into the company’s decision-making.

“Sustainable production is not a trend, but part of our corporate mindset,” he said.

He added: “We identified numerous areas of potential – for example in energy efficiency, material flows and the use of resources. Now it’s time to realise this potential.”

He also said development of the FLF Dragon platform is progressing, with a focus on electrification and an overhaul of the vehicle’s human-machine interface.

“We are currently working on an exciting partnership in the field of electrification,” Veselaj said.

“We will also be fundamentally revising the entire human-machine interface.”

The company previously introduced the Dragon NEO as part of its 160th anniversary in 2024.

Leadership style focused on visibility and dialogue

Veselaj said internal culture and staff engagement are central to Magirus’ transformation process.

He said that employees are involved through monthly information sessions and breakfast meetings with leadership.

“Taking people along alone is not enough in a transformation process like this,” he said.

“We need to define a clear objective and turn those affected into stakeholders.”

He added: “The corporate culture plays a central role in this. It creates the framework for cooperation, trust and openness.”

He also described changes to daily leadership routines, including a new rule that management meetings take place in the production area before midday.

“Such experiences are crucial in order to really understand how our processes work and where everyday life challenges our colleagues,” he said.

Personal background shapes leadership outlook

Veselaj is 30 years old and was born in southern Germany. His family is originally from Kosovo, and he said his upbringing continues to shape his values around respect, work ethic and community.

Before joining Magirus, he worked in banking and consulting, later supporting industrial transformation projects at Mutares.

He said a visit to the Magirus IVECO Museum left a lasting impression on him: “There you can see the impressive contribution Magirus has made to society over the past 160 years.

“I realised how deeply rooted this brand is – and the responsibility that comes with continuing it in a challenging phase.”

Asked what drew him to the industry, Veselaj said: “It’s not just about technology – it’s about helping people, protecting infrastructure and being there in an emergency when it counts.”

He added: “Magirus combines this responsibility with an impressive history, technical excellence and a strong brand essence.

“This combination of tradition, innovation and social relevance is something special – and that’s exactly what motivates me every day.”

Magirus CEO Fatmir Veselaj outlines transformation strategy and cultural priorities: Summary

Magirus has appointed Fatmir Veselaj as its new CEO.

He took over from Thomas Hilse on 1 July 2025.

Veselaj said his immediate focus is stabilising operations and improving delivery reliability.

He previously served as Chief Restructuring Officer at the company.

The company has launched a 10-point transformation plan.

Veselaj said international growth will centre on Switzerland, Spain, Poland and the UAE.

He said local autonomy is key to maintaining identity in new markets.

Magirus has established a Defence division focused on civil protection applications.

The company is aiming for net-zero emissions in internal processes by 2030.

Development of the Dragon platform will include electrification and interface upgrades.

Veselaj said internal culture and staff engagement are critical to the company’s direction.

He has introduced new meeting formats and leadership routines.

He described the brand’s legacy as a source of personal motivation.

He said firefighting’s social purpose makes the work meaningful.