In this interview, Morten B. Reitoft sits down with Markus Weiss for a discussion that starts with perspective rather than products. Stepping into a company with more than 200 years of history is one thing. Helping shape where it goes next is something else. Markus Weiss brings nearly two decades of experience from HP Inc., where he played a key role in developing digital print across regions, including EMEA. That background is evident in how he approaches the conversation. Change is not something to react to; it is something to manage, and often to lead. The discussion moves quickly beyond technologies. Because the reality, as Weiss explains, is that customers are not buying offset or digital, they are investing in applications, efficiency, and relevance. The challenge is not choosing one over the other, but understanding how they work together. Another important theme is complexity. Large organizations naturally develop silos across locations, technologies, and cultures. Breaking those silos and aligning around customer needs is easier said than done, but essential if companies want to stay competitive in a fast-changing market. There is also a clear acknowledgment of the financial reality. Innovation is not optional, especially for manufacturers operating in Europe. Balancing innovation with cost efficiency is a constant challenge, and one that requires both discipline and long-term thinking. Beyond strategy, the conversation also touches on leadership. Weiss emphasizes the importance of listening, encouraging direct feedback, and building strong relationships, both internally and with customers. It is a pragmatic approach shaped by experience in dynamic, often demanding environments. This is not a product-focused interview. It is a broader conversation about how to lead a company with deep industrial roots into a future defined by change. Watch the full interview with Markus Weiss to hear how experience, adaptability, and a clear focus on customer needs shape the direction of one of the industry’s most established companies.