Michael Wildling, our Graduate of the Month, shares his formative internship experience in South Africa and his diverse career path. Thanks to the practice-oriented education at FH CAMPUS 02 and valuable experience at LIEBHERR, KTM, and Pierer Mobility, he found his way to Rosenbauer International AG, where he now serves as VP Global Product Management & Innovation.
What particularly drives him is the meaningful core of his work: the development of products that protect the lives of emergency responders. In our interview, he shares his experiences and discusses why strategic thinking and agile teams are essential in the modern workplace.
What motivated you to choose the Marketing & Sales programme at Campus 02 University of Applied Sciences?
It was clear to me early on: A university of applied sciences provides the ideal environment for my studies. I was looking for a programme that combines a practice-oriented business education with a focus on marketing and sales. In the end, it was the well-thought-out curriculum that convinced me – but the international focus and the unique FH CAMPUS 02 atmosphere, set in an attractive city, also played a significant role.
Can you share a special memory or highlight from your time studying?
Particularly formative was my internship followed by my dissertation in South Africa. It was a journey into the unknown, initially filled with many challenges. However, in the end, it became a pivotal chapter in my life. The experience of tackling demanding tasks in an entirely new culture was unique. It not only shaped my self-awareness but also created a network that still exists today. Above all, it sparked my curiosity and ignited my passion for further exciting challenges.
Which skills or knowledge that you gained during your studies have helped you the most in your career?
Of course, the extensive toolkit, which is essential for analytical and strategic tasks, was of great importance. However, I would particularly highlight the high-quality and diverse soft-skill courses. These cross-disciplinary, personal competencies are what really make the difference today – whether it's during presentations, in dealing with stakeholders, or in my role as a leader.
What did your career path look like after graduation? What stations did you go through?
My professional journey began in the family business, where I was involved in various areas – from business development to communication and even the demanding sales routine during the Lehman crisis. Looking back, this phase was the most formative for me, as it directly showed me the importance of responsibility and the consequences of business decisions.
After three years, I decided to continue my career in large corporations and took on my first role in product management. My time at LIEBHERR sparked my enthusiasm for special machinery. In particular, the challenging environment of a matrix organisation, where I was responsible for both a product line and a sales region, pushed me to grow.
The next step took me, quite literally, to the racetracks of the world for a decade. As Head of Business Development at KTM AG, it was my responsibility, along with my team, to drive global market development. Our core tasks ranged from market analysis and evaluating market entry scenarios to selecting partners, planning production facilities, and overseeing product maturity before handing it over to the regular organisation.
After five years, I took on the role of Vice President of Product Management at Pierer Mobility AG. My task was to scale the product portfolio in a way that aligned perfectly with the company strategy. Key success factors in the further development included, on one hand, expanding methods and processes to a holistic lifecycle approach, and on the other hand, ensuring the inclusion of "Born Global Products" in the requirements.
This intense period also had other exciting aspects, such as overall project responsibility for an M&A and the management of a new business unit (Pierer New Mobility).
You work at Rosenbauer Group as VP Global Product Management & Innovation. What are your responsibilities in this role, and what areas are you responsible for?
For about three years, I have had the exciting responsibility at the global market leader in the field of fire protection to oversee three key areas:
- Innovation, Technology, and Research,
- global product management as well as
- CPQ (Configure, Price & Quote), our sales configurator.
In addition, as part of the corporate restructuring, I am a member of the Extended Board. In this role, I work alongside colleagues to further strengthen the resilience of the entire corporate group.
What excites you about the area of Product Management and Innovation, and which project or development at Rosenbauer Group in recent years has particularly inspired you?
It is primarily the combination of creative freedom, the complexity of the tasks, and the challenge of solving complex issues. Our area of responsibility spans from the initial product idea to the controlled phase-out of products from the portfolio, making room for new innovations. In doing so, we work closely in both disciplines to continuously optimise the value proposition – whether by questioning the status quo, developing strategic approaches, or actively managing our product portfolio.
What particularly drives me is the meaningful core of all these activities:
Our goal is to protect those who save lives.
This thought shapes our daily work as we continue to develop our products and create safer, future-proof tools for emergency responders.
Are there specific trends or developments in the field of Marketing & Sales that students should keep an eye on?
Our department is increasingly shifting towards becoming strategists. Especially with the influence of AI and the Triple Transition, it is clear that the future belongs to those who understand the big picture and integrate individual tools into a well-thought-out, cohesive strategy. While AI and automation can take over many specialised tasks, it remains crucial to develop solutions for complex business models with strategic foresight.
The same applies in innovation management: There is a clear trend towards smaller, agile teams that work according to the "Fail-Fast" principle. This approach promotes rapid learning and enables new solutions to be implemented more efficiently and purposefully.
How important do you think further education and lifelong learning are in this field?
These are key success factors and, ideally, of an intrinsic nature.
I advise students...
...to stay curious and be critical.
A few words with Michael:
I still have from my time at university...
- ...valuable friendships.
Who has inspired you?
- ...as a leader: S. Sinek
If I were to study again, I would...
- ...invest even more time in soft skills.
My studies in 4 words:
- Go the extra mile