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WOLFGANG BEIER








                   olfgang Beier, executive chairman of the   the growth he spearheaded within the Beier Group.   his faith has guided the values he upholds within
                   Beier Group, reflects on the evolution of   “When I started, we were a R250 million company;   the Beier Group. “We look for values, not just skills,
                   his career. After 25 years as chief executive   today, we’re valued at R2.5 billion,” he states, noting   when hiring people,” he explains.  “Skills can be
         Wofficer, Wolfgang and Beier Group Board         that sustainability has always been his primary goal   taught, but values are inherent.” He believes in
          of Directors recently appointed Warren Sachs as CEO.     in a pressurised environment. “We didn’t just grow;   creating a company culture that is “values-driven
          As such  Wolfgang transitioned into the chairman   we made sure that our growth was sustainable.”   and vision-led” – these are principles that he
          position. This leadership change marks a significant   Wolfgang emphasises that this approach is critical,   attributes largely to his faith.
          milestone for the family, with the fourth generation,   particularly within a family business context, where
          Wolfgang’s children, Stefan and Manuela, preparing   maintaining legacy and longevity are essential.  IMPORTANCE OF OPTIMISM
          to take on senior roles as co-chief operations officer                                          Motivating a team, particularly in a challenging
          and designated chairman respectively.           In  addition  to the  company’s  financial success,
                                                          Wolfgang takes pride in one of the Beier Group’s land-  economic climate, is a task that  Wolfgang takes
          Wolfgang matriculated at Hillcrest High, which was   mark achievements: a black economic empower-   seriously. “As a leader, you’ve got to be the one
          then a relatively new school. He recalls, “The family   ment (BEE) partnership in 2004.  “It’s probably   who sees the glass as half full,” he says. In recent
          had moved up to Winston Park, so I attended the   still classified as one of the most successful BEE   years, South Africa has faced slow economic
          local school, which was great.” Following school, he   partnerships in South Africa in a private company,”   growth, exacerbated by issues like load-shedding.
          completed his mandatory army service, which he   he notes.  The partnership brought in essential   However,  Wolfgang emphasises the importance
          describes as a mix of “the good old, bad old days”   shareholders  like Mike  Maziya and  Paulos Ncgobo.   of optimism: “No matter how bad things look, you
          and “a bit of an adventure”.                    Since then, Senzo Masengemu has added technical   have to keep up the momentum and show your
                                                          expertise that has strengthened the company’s   team a positive outlook.”
          He pursued mechanical engineering studies at the   position in the market.
          University of Pretoria (known as  Tukkies), where                                               Wolfgang’s optimism extends beyond his company
          he met his future wife, Ursula. “We dated for a few   Wolfgang credits his father, the late Hans Beier   to  South  Africa’s  broader  business  environment,
          years and then got engaged,” Wolfgang recounts.   with giving him the advice that has shaped both   particularly in KwaZulu-Natal. “We’re the ones who
          They married on the 6 October 1990, a date made   his career and personal relationships. “Don’t ever   can make this work,” he asserts. While he acknow-
          memorable not only for their wedding but also   do business with your friends,” his father advised.   ledges the challenges faced by both national and
          as the day Natal won their first-ever Currie Cup.   “If you want to remain friends, keep them separate   local government,  Wolfgang emphasises that
          “I don’t know which one I use to remember the   from business.”  Wolfgang followed this advice   positive change must come from within the private
          other!” he jokes.                               diligently. “I’m happy to say that I still have those   sector.  “We have to get up and do it ourselves,”
                                                          friendships intact, and that’s largely because I kept   he  says.  He  believes  that  by  taking  initiative  and
          Wolfgang’s professional career began in earnest   them separate from the business,” he reflects.  focusing on sustainable growth, businesses in
          when he joined Albany International, initially in                                               South Africa can overcome adversity.
          Canada, then the United States and the Netherlands.   For  Wolfgang, the most significant challenge was
          “This was a great experience,” he says, “I learned   transforming the Beier Group from a traditional   Wolfgang’s personal philosophy is encapsulated
          about paper machine clothing – a technical textile   family business into a professionally managed   in a saying he lives by: “The beauty of ‘and’ and the
          used in the papermaking process.” His time  abroad   enterprise. “When I joined, it was still small enough   tyranny of ‘or.’” He explains, “It’s about understanding
          was based on the 50/50 joint venture between    that the eldest family member was expected to   that you don’t always have to choose one thing over
          Albany International and the Beier Group.       take on the leadership role. But as we grew –   another.  You can be successful at multiple things
                                                          tenfold in fact – it became clear that we needed   simultaneously.” This approach, he believes, applies
          Wolfgang returned to South Africa in 1994, a year of   to professionalise the organisation,” he explains.     to all areas of life. “I can be listening to someone and
          significant change with the national elections and   “It  was challenging to explain that a family name   doing my work or doing my work. It doesn’t have to
          other transformative events. Shortly thereafter, he   didn’t guarantee a lifelong job in the company,” he   be one or the other,” he explains. For Wolfgang, this
          joined Beier Industries, becoming a director in 1996;   admits. However, by focusing on professionalism,   balance between different pursuits has been a key
          following which in 2000 until 2024, he held the   Wolfgang helped shape a legacy-driven and     driver in his personal and professional life.
          position of CEO of the group.                   sustainable enterprise for future generations.
                                                                                                          As the company welcomes a new generation,
          LEGACY AND LONGEVITY                            When  asked about his sources of inspiration,   Wolfgang’s insights inspire a vision of resilience,
                                                          Wolfgang points first to his faith. “God has always   integrity, and innovation for the Beier Group and
          Reflecting on his career, Wolfgang expresses pride in   been an inspiration in my life,” he says, adding that   South Africa alike.
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