Massive machinery movement and complex logistics are crucial in forming industries, and some leaders are at the vanguard, masterminding the smooth transportation of some of the most ambitious technical achievements in human history. Beyond just transportation, his work reflects a dedication to creativity, sustainability, and international cooperation. This key figure is actively changing the heavy-duty logistics landscape rather than merely reacting to problems as industries change and the need for effective, environmentally friendly solutions grows.
With experience spanning over 25 years in international business, Filippo Baldassari brings a unique perspective to his role as Managing Director at TII SCHEUERLE and TII KAMAG. His journey began with a passion for intercultural communication and an engineering degree. This foundation propelled him through various roles in both small family-owned enterprises and large global corporations, culminating in his current position since 2020.
At TII Group, he leads two renowned brands that have been pivotal in heavy transport solutions for over 150 years. Under his guidance, the company not only supports traditional industries but also plays a crucial role in the energy transition, addressing modern challenges with innovative products designed for a sustainable future. Filippo’s vision is clear: to empower customers to “Move the World” while fostering an environment built on trust and collaboration.
Here are the interview highlights:
Can you please introduce yourself and what motivated you to embark on this sector?
I hold dual German and Italian citizenship and consider myself a global citizen. With over 25 years of experience in international business, I’ve had the opportunity to focus on developing sales, service, and marketing organizations and on consolidating business units with factories all over the world. Throughout my career, I have accumulated management experience across both product-oriented and project-oriented industries.
My passion for intercultural communication inside and outside the workplace is reflected in my ability to speak four languages. My interest in investment goods, particularly those used in complex, productive enterprise projects, led me to join the TII Group in 2020 after spending 15 years at a leading manufacturer of construction equipment.
Could you please briefly introduce your company and its inception story?
For more than 150 years, TII Group has been at the forefront of shaping the transportation and maneuvering of the heaviest and most valuable loads worldwide. Based in the southwest of Germany, the entrepreneurial Rettenmaier family has built a strong international group rooted in passion, expertise, and a commitment to constant innovation.
Today, TII Group thrives on two leading brands, has a workforce of around 1000 employees, and has production sites in Germany and India along with a worldwide organization of sales and service partners: TII SCHEUERLE, providing heavy transport solutions for both on- and off-road, and TII KAMAG, which specializes in industrial and yard logistics.
With vehicles for maneuvering and transportation operations, the TII Group, which is listed in the index of world market leaders, supports its customers in the transport and logistics sectors, construction industry, plant engineering, air and space travel, shipbuilding, energy, steel, and mining for realizing a wide range of complex transport tasks. TII embodies strength, attentiveness, imaginative solutions, and a range of exceptional vehicles that allow our customers to fulfill our motto: “Move the World.”
Can you describe your journey to becoming the Managing Director? What key experiences shaped your career?
After earning my degree in engineering from the University of Bologna, my career journey evolved through three key experiences. My first role was with a small Italian family-owned forklift manufacturer, where I developed my love for intercultural communication, international business, and business development.
Despite its size, the company was ambitious and keen on winning customers worldwide, distinguishing itself through ingenious product ideas. My second experience was with a much larger French family-owned group, a global leader in construction equipment manufacturing. This company was pivotal in developing my management capabilities and broadening my world-stage experiences.
Finally, my third experience is with the TII Group, which serves as a perfect synthesis of my previous experiences—combining the inventiveness of simple, yet genius solutions, like the SCHEUERLE SPMT and KAMAG PM, with an international business outlook. Being the Managing Director of TII SCHEUERLE and TII KAMAG is an honor and a chance to make a meaningful impact.
What motivated you to join TII Group, and what are your primary objectives in your current role?
The prospect of working at TII Group fascinated me from the start, particularly due to one key aspect: our critical role in the energy transition – there can be none without us. Whether it’s SCHEUERLE SPMT modules supporting offshore windmill installation, KAMAG Slag Pot Carriers being a crucial link in steel factories aiming to reduce carbon emissions, or the electric KAMAG PrecisionMover leading the way in electrifying swap-body movers – our products are enabling a better, more carbon-neutral world.
In addition to these global challenges, our primary goals are centered around people. Building trust and reliability with employees and partners is foundational, and we are modernizing our working environment to reflect this commitment. Furthermore, performance remains a focus – we aim to retain our innovation leadership by offering smart, user-friendly products that empower customers to literally “Move the World.”
What challenges do you foresee in the heavy-duty vehicle industry, and how do you plan to address them?
One major trend is the shortage of experienced operators in our industry. Hence, we must create user-friendly, ready-to-go products that accelerate project completion. Another trend is the demand for standardized, proven technology that still offers customization for various project needs.
Therefore, offering configurable options and accessories is key. Furthermore, with 85% of the world’s population residing in emerging countries where modern infrastructure is needed, offering affordable premium solutions is vital. To serve customers in Asia, the Middle East, Africa, and Latin America, TII SCHEUERLE has invested significantly in its manufacturing facility in India to produce competitive products tailored to this market.
Can you share some insights on the collaborative dynamics between you and other members in managing TII SCHEUERLE and TII KAMAG?
I strongly believe collaboration is more than an activity but a culture. The core elements of this culture are active listening, direct feedback, and empathy. Understanding different perspectives fosters a creative and collaborative environment. Only if we really try to understand other members´ points of view and ideas can we achieve a collaborative and creative environment for the organization´s success.
Furthermore, aligning our mission and strategy across the organization is essential. Regular discussions of our objectives help prevent silos, ensuring openness and cross-functional cooperation.
What strategies do you believe are essential for enhancing sales operations across TII Group’s subsidiaries?
To be a market leader in the industry sectors of heavy transport, industrial, and yard logistics, it is vital to understand what the customer needs. For this reason, each business sector has its own dedicated sales director, service director, marketing manager, and technical director.
This organization provides focus, in-depth know-how, and competence to develop the right solutions. Furthermore, our solutions are designed to reach customers of all sizes, worldwide. As a medium-sized company, we prioritize building a strong network of local, professional distribution partners. This network ensures tailored sales consultancy, excellent first-level service, and communication that is adapted to the local language and culture. These partnerships are crucial to us and are a key factor in our global success.
Can you discuss a significant project or achievement that you are particularly proud of since taking on your role?
When I first joined TII Group, many friends and acquaintances have asked me what the company does. My initial answer has always been: “Lego for adults.” Within the last years, we delivered hundreds of SCHEUERLE SPMTs to the aerospace industry in the USA.
The projects are fascinating, involving the transport of rockets, satellites, and aircraft to launch pads with millimeter precision. Another standout project worth highlighting is the current world record in heavy transportation, achieved using almost 200 modules of SCHEUERLE SPMT.
This remarkable feat involved the transport of a 23,000-ton offshore wind turbine installation vessel in Texas. Every time I watch the videos of our modules transporting oversized loads with the utmost precision, I feel a particular pride. It demonstrates how even a medium-sized company can make a significant impact in today’s world.
What skills or qualities do you think are vital for leaders in the heavy machinery and transport sector today?
In today’s world, agility is essential for leadership, allowing quick and decisive action amidst uncertainty and frequent changes. Given the current deglobalization trends and sudden shifts in economic and political landscapes, leaders must balance short-term adjustments with long-term strategic objectives.
Decision-making skills are also critical, especially when full information is unavailable. Clearly differentiating what is known, assumed, or unknown helps navigate decisions and remain flexible to course correct as new information emerges.
How do you approach team building and leadership within such a diverse international organization?
With team members across different countries, it is impossible to meet in person with a certain frequency. Although I am not particularly enthusiastic about trade fairs (I find them an obsolete tool), they serve a key purpose by bringing team members and partners together for valuable face-to-face interactions.
Additionally, establishing a unified definition of success across regions is crucial. If success is understood differently by each member, achieving common medium- or long-term goals becomes impossible. Honoring strategic deals, regardless of their size, is also important due to their significance in building long-term customer relationships and recognizing the quality of work delivered. Sometimes a smaller order has a strategic value due to the quality of the work carried out and the importance of acquiring a new customer.
