Precisely molded nickel tool for the replication of micro and nanostructures g

which integrates everybody’s knowledge, capabilities and opinions. I’ve come to recognise that one of the best ways to foster innovation is to have a company culture that encourages open lines of communication and interaction within and between teams, where everyone can have an input and the opportunity to develop their skills and expertise. I have good organisational

and leadership skills, but I also lean on my team for inputs that have helped us flourish and made 3D into a successful firm.

What are your plans for the future?

Sustainability is important to us, because as an industrially active company we work with chemicals and produce a lot of waste, particularly in label production and plastics. In our opinion, all

enterprises, especially industrial companies, need to step up their sustainability goals. We’ve already been quite

successful, as last year we were able to recycle around 90 per cent of all our non-recyclable waste by having it burnt for

sustainable energy production. Furthermore, we’ve changed the company’s heating system from oil to one based on pellets, a renewable resource. Another goal is to continue

with high-tech innovations by identifying the latest trends and trying to come up with answers for emerging issues. For example, our latest

innovation in brand protection is implementing blockchain for supply chain transparency. We have brought together a whole platform, making it accessible for companies to protect their consumers. In our nanotechnology sector

over the past few years, we have been developing a new UV step-and-repeat machine, with the goal of achieving higher accuracies and lower tolerances recombining micro and nanostructures. I’d also like to further

implement self-management organisational structures, because I think that’s how people and companies work best. However, I’m conscious of

Hologram security label for authentication and supply chain track and trace 42 Electro Optics June 2021

the fact that while many young people advocate the need for a completely flat hierarchy where everybody can decide, not everybody wants self- management. It’s important, therefore,

“I have good organisational and leadership skills, but I also lean on my team for inputs that have helped us flourish”

to find the right balance between giving freedom for self-development and a more traditional management style.

What’s your advice for the next generation of entrepreneurs? The most important thing is to go into something that you love doing, because if you love doing something, you’ll put all your energy into it. Second, you need a smart business model. Third, find out what your

strengths are and develop them. You might have a PhD and be a technical genius, but you may not have the organisational and leadership skills to be the CEO and move the company forward. Success only comes from

a team effort, so if you’re good on the technology side, stick to being CTO and bring people into your team who have competences in law and business, and a CEO with the organisational, inspirational and leadership skills to make the company a success. EO

@electrooptics |



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