Christian Brunner: “Our drive is fuelled by a hunger for success!”
- nn0095
- Nov 21
- 6 min read
Team spirit, automation and digitalisation enable Berndorf Bäderbau to ride a wave of success on its anniversary.
By focusing on the profitable core business, minimising complaint costs and optimising processes and the team, Christian Brunner, who started as CEO in 2019, has achieved a turnaround at Berndorf Bäderbau. On the company's anniversary, he talks about the path to success. Read the full interview in the Berndorf “Menschen am Werk” Blog:
The years in which Berndorf Bäderbau returned to success coincide with those in which you have been at the helm as CEO. Is there one key to success that you have discovered? Or what were the most important adjustments you made?
There is no key, except perhaps hard and consistent work, a clear strategic orientation and a focus on the core business.
Perhaps I should start with the last point: we have concentrated very clearly on the municipal sector – this was and remains our strongest and most stable economic pillar. Instead of spreading ourselves too thin, we have directed our resources specifically to this area and strengthened our market position there.
It was also very important that we succeeded in minimising complaint costs and costs in general. For us, quality is not just a buzzword, but something that can be measured. We have worked systematically to avoid complaints – through better planning, clearly defined processes and consistent follow-up. This has not only reduced costs, but also further strengthened the trust of our customers.
Finally, we optimised our processes, comprehensively revised our internal procedures and coordinated them with each other. I was able to rely on a strong, committed team – without the right employees, this would not have been possible. And yes, a good order situation naturally gave us a boost, but the decisive factor was that we knew how to handle it well.
When you started at Berndorf six years ago, you said that you were really excited about being responsible for production in a company for the first time. Is that the area where Berndorf Bäderbau is winning its “matches on the market” today?
Yes, absolutely – production is now a crucial area in which we win our “matches on the market”. But it wasn't a sure-fire success. It took a lot of work and persuasion to gradually leverage the potential. We're not there yet.
A key lever in this process is the consistent digitalisation and automation of our production processes. Without these measures, we would not be competitive today – and, quite frankly, without this step, we would not be able to maintain the Berndorf site in the long term.
At the same time, it was and remains a personal priority for me to make a clear commitment to the Berndorf site. We believe in this location – but in order to bring this conviction to life, targeted investments are also necessary: in modern machinery, smart processes and in the skills of our employees.
You always saw great opportunities for Berndorf Bäderbau because there was so much creativity. However, you also said that “the hunger had to return” in order to make the most of these opportunities. You cited Berndorf Bäderbau Tschechien s.r.o. as a role model. Does today’s track record show that mutual learning within the Bäderbau Group has been successful?
I still see great potential – precisely because we have a strong partner within the group in the form of our subsidiary in Czechia. The comparison at the time was by no means intended as criticism, but rather as an incentive: our colleagues in Czechia showed early on how modern and creative bathroom construction can be.
Today, I can say that the “hunger” has definitely returned to Berndorf. We feel this drive again to do things better, faster and more innovatively – and that is essential for sustainable success.
Whether we can exploit this potential in the long term will depend largely on how well we work together in the future – across locations, countries and mindsets. Mutual learning within the Bäderbau Group is not a one-off impulse, but an ongoing process. If we continue to succeed in this, I am very confident about the future.
How important is customer service for the Berndorf Bäderbau product, which has a reputation for being virtually maintenance-free? Do you take a different approach to after-sales service for your customers in the municipal baths sector than you do in the hotel and private baths sector?
Interestingly, customer service is becoming increasingly important, especially for a product such as the “stainless steel basin”, which has a reputation for being virtually maintenance-free. This is precisely why we have conducted intensive testing in recent years to determine whether this business area is attractive for us. The clear answer is yes – very much so.
We can clearly see that many customers – especially in the municipal sector – no longer have the personnel to cover ongoing maintenance and service work internally. This presents us not only with a responsibility, but also a great opportunity.
However, it is also clear that not every form of after-sales service makes economic or strategic sense for us. We therefore intend to reposition ourselves in the coming months, structure our service offering in a targeted manner and approach this area in a sustainable and professional manner.
In the municipal sector in particular, things work differently than in the hotel or private segment – we are therefore adapting our approach to the needs of the respective target group in a differentiated manner. Customer service and after-sales will be a central component of our future business model.
Berndorf recently made headlines with spectacular individual projects – such as the stainless steel pool at Battersea Power Station in London, which offers views of historic factory chimneys. How do you benefit from such landmarks in your day-to-day business?
Such projects are true beacons that shine far into the market. An example such as the stainless steel pool at Battersea Power Station in London not only makes an architectural impression, but also demonstrates quite concretely what Berndorf Bäderbau can achieve – technically, creatively and in the implementation of complex requirements.
But it is important for me to emphasise that it is not only spectacular individual projects that are our calling card. Every single bathroom we create – whether large or small – represents our commitment to quality, precision and reliability. They all contribute to the fact that it is no coincidence that we are the market leader.
Such landmarks naturally help to emotionally charge our brand and appeal to new customer groups, but our foundation remains our solid municipal business – and that is where the true strength of our performance is evident.
Looking ahead today, on the occasion of Berndorf Bäderbau's 65th anniversary, would you say that the company is now poised for a leap in growth? What will be the next big thing for Berndorf Bäderbau? What will make the company strong?
Yes, I still see a great deal of potential in bathroom construction – especially with regard to new markets and business areas. If we make wise use of our opportunities, I believe it is even possible to double our business in the coming years. But of course, this will not happen by itself – it requires courage, clear strategies and the will to develop further.
The “next big thing” at Berndorf Bäderbau will not just be a product or a project – it will be the next step in our development as a company: more digital, more international, more service-oriented – and yet firmly anchored in our values.
What will make us strong in this endeavour are clearly our employees. With their passion, vision and innovative strength, they are the driving force behind our success. But it is equally important that we do not forget what Berndorf stands for: reliability, quality and trustworthiness – all of which will remain our foundation in the future.
Celebrated figures
Berndorf Bäderbau's birthday balance sheet is impressive. In just five years, turnover has almost doubled and profits have increased more than fivefold.
In 2019, BMBG generated sales of €37.3 million, while Berndorf Bäderbau as a whole, including the MOE Group (Czechia, Slovakia and Poland), generated sales of €59.8 million. The consolidated result was around €0.9 million.
By 2024, turnover for Berndorf Bäderbau as a whole had risen to around €97.0 million, with earnings before taxes at around €5.5 million. In addition to slight increases in the MOE Group, the main share of the expansion resulted from BMBG's core markets and from the general contractor business.