INTERVIEW
planning and analysis. “It’s about using data intelligently and staying one step ahead,” he explains. “Making pragmatic decisions is something the company has always done – otherwise you can’t survive for such a long time while others around you disappear. When local suppliers in Lindenberg faced difficulties, Mayser often stepped in to acquire their machinery or operations, for example.” In a town once filled with hat makers and related trades, such moves allowed the company to preserve essential skills and resources, and to maintain stability even as the wider industry declined. “People sometimes assume that a
company founded in 1800 will find it hard to change. I see it differently. Our knowledge enables future decisions, not hinders them. The mix of long- standing expertise and new perspectives keeps the company healthy, as you need both: the people who know every detail of production, and those who ask new questions. Sometimes it leads to lively discussions, but that’s how good decisions are made.”
Production and continuity
That balance can be seen in Lindenberg, where new collections are developed and sample pieces are made in close coordination with the production team in Slovakia. The main production site in Slovakia, established in 2004, now covers all stages of manufacturing – from fabric and felt to straw – and represents a continuation of the company’s enduring focus on craftsmanship. “We made a
clear decision that we will never move production to Asia,” says Jakob. “That would be the end of the brand. What people appreciate about Mayser is that our hats are made in Europe, under our own roof, with people we’ve trained and worked with for years.” Owning the factory allows Mayser to maintain control over quality, delivery times and materials while also
providing flexibility when customers
request a small series or quick deliveries. “We can respond directly,” Jakob remarks.
“That’s not possible if your production is halfway around the world.” This responsiveness was particularly
important recently, when the US government introduced new tariffs. “The United States is one of the company’s strongest regions abroad, and we wanted to avoid that the price increase would simply land on our customers’ plates,” he says. “We paused deliveries to the US temporarily so we could re-evaluate the entire production and logistical process with our factory and make changes to reduce costs. This way, we managed to keep our hats for our overseas customers at an affordable price level.” Rising costs
for materials and production remain a challenge, particularly in an industry where quality is central to the product’s appeal. Jakob notes that such pressures must be managed across the entire collection rather than on individual items. “If you try to
In the prototype workroom at Lindenberg
reach your target on every single piece, it’s never going to work,” he explains. Instead, he looks for a balance between styles designed for the wider market and those positioned at higher price points. “You have to be smart and find where you can offset costs without compromising the brand.” Maintaining that equilibrium, he adds, is essential to remain competitive with companies that manufacture outside Europe while continuing to uphold Mayser’s standards of workmanship.
Looking ahead
As Mayser enters its 226th year, Jakob identifies both challenges and opportunities. Rising material costs and changing consumer habits require careful adjustment, but he remains optimistic. “We’re in a strong financial position because we’ve always reinvested in the business,” he explains. “We’re lucky that Mayser has remained a family-run business, and that our owners believe in keeping the money in the business – that’s what keeps it healthy. The company has never been about short-term gain.” The combination of stability and openness to new ideas gives Mayser a strong foundation. “It’s an outstanding achievement to have
survived 225 years in this industry, as so many hat companies had to close their doors
in the past few decades,” Jakob says. “Now it’s our responsibility to build on that – to take what exists and shape the next chapter.”
More information
www.mayserhats.com
november 2025 | 11
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