Interview with Giulio Bruttini & Thomas-Peter Wilk
You have both recently stepped into the role of Regional CEO at ISOPARTNER, each bringing unique backgrounds to the table. Could you shortly share more about your respective experiences and how you view this background as strengths for the organisation?
Thomas-Peter: My background spans both, operational leadership and strategic transformation across diverse markets. Having worked in multicultural environments, as well in production as in service and contractor organisations, I bring a strong focus on cross-border collaboration and performance-driven culture. I see this as a strength for ISOPARTNER, especially as we grow our footprint and harmonize best practices across regions.
Giulio: I spent my past career in consulting across various industries and in M&A within the construction and technical insulation industries. I have developed a broad skill set in strategy, transformation, business development, M&A and post-merger integration. But most importantly, I learnt how to continuously seek for diverse perspectives to create lasting value. This experience has given me a strong understanding of both the technical and human aspects involved in bringing together diverse teams under one project / one vision. Having worked closely with several of the companies recently acquired by IPCOM in the Southern and Western Europe region, will allow me to accompany these teams through this journey, ensuring that they not only align with our values but are also empowered to contribute their unique strengths for the benefit of the entire organization.
As leaders of different ISOPARTNER regions, do you encounter similar challenges, or are there distinct challenges unique to each region?
Giulio: We certainly face similar challenges, such as talent attraction and retention, digitalization, supply chain resilience, and go to market challenges. Besides these common challenges each region also faces unique dynamics: In Spain, success is challenged by strong competition from major merchants, making supplier relationships and scale crucial, while the business has yet to enter various market segments. In France we are more diversified across industries, but can still expand reach to bring synergies to the next level, while in the UK we are uniting our extensive presence into a strong, cohesive organization. In Ireland we see both strong competition as well as the challenges of expanding the business model from a strong technical insulation maturity towards energy efficiency solution value proposition in line with Group strategy.
Thomas-Peter: I agree. In the Nordics, it is essential for us to expand into new sectors—such as Defense—and to rapidly enhance our capabilities in digital sales and warehouse digitalization. Our close, trusted partnerships with clients enable us to engage in meaningful conversations about their needs early on, empowering us to continually improve our service and tailor our product offerings to better meet their expectations. In Eastern Europe, infrastructure development offers both opportunities and complexities. We are striving to establish faster and more reliable connections with our clients, as stable project business remains a challenge in a less predictable business environment compared to the Nordics. In the DACH region, we are operating in a saturated, highly competitive, and price-driven market with low growth rates. To defend and expand our market position, it is essential to enter new project business segments, focus on certification, and strategically move both up and down the value chain.
What personally motivates you in your role as CEO within ISOPARTNER? And what do you hope to achieve in the next 12 months?
Giulio: What personally motivates me the most in my role is helping people find their strengths and enabling them to realise their full potential within the Group strategy. I am driven by a passion for uncovering untapped potential, both within individuals and the organisation as a whole. I genuinely enjoy creating an environment where individuals feel empowered to contribute, develop new skills, and make a meaningful impact. Over the next 12 months, I hope to encourage an even greater sense of curiosity and initiative, motivating our teams to push boundaries and exceed expectations.
Thomas-Peter: What motivates me most is seeing teams thrive—when people feel empowered, the business follows. Over the next 12 months, I aim to strengthen regional synergies across Nordics, DACH, and Eastern Europe. Also to my dear colleague Giulio, as we both are the CEO’s of ISOPARTNER. Next to that, my ambition is to: accelerate ESG as well as best practice initiatives, align our production sites to lead in class production for Claddings & HVAC, and last but not least foster leadership and sales excellence development to build a resilient, future-ready organization.
IPCOM is accelerating in ESG. How can you contribute to this?
Thomas-Peter: We can make a meaningful contribution to IPCOM’s ESG acceleration by integrating sustainable practices into both our daily procurement and operational activities, as well as our broader strategic initiatives. For example, we are currently transitioning our power supplier in Germany to a provider of 100% renewable energy—a move that not only supports our environmental goals but also reduces our energy costs per kilowatt-hour compared to our current supplier. Our efforts also include engaging both suppliers and customers in circular economy practices, fostering collaboration for greater resource efficiency. Finally, we prioritize transparent measurement and reporting of our impact, ensuring accountability and continuous improvement in our ESG journey.
Giulio: The group is progressing well on ESG initiatives, thanks to our central team and local teams’ cooperation and commitment, and we have established a solid foundation across several key areas. I see my role in accelerating IPCOM’s ESG ambitions as crucial—both in clearly communicating the significance of sustainability and driving tangible action across our region. I aim to foster open discussions around ESG objectives, ensuring our teams grasp both our organisational goals and their wider impact. By sharing regular updates and success stories, I hope to inspire greater engagement and ownership at every level.
In your view, what are the most important qualities of a strong leader within an international group like IPCOM?
Thomas-Peter: For me, strong leadership in an international organization like IPCOM starts with foresight—the capacity to anticipate what lies ahead and prepare teams for emerging opportunities and obstacles. Equally important is cultural awareness, as working across regions demands an appreciation for and sensitivity to various backgrounds and viewpoints. I believe in empowering others, giving team members the autonomy and confidence to excel, which collectively strengthens the organization. Resilience is essential for weathering uncertain times and embracing change, and I hold integrity as a non-negotiable anchor in every decision. Lastly, genuine empathy and human connection are what truly unite diverse teams and create a collaborative, supportive environment.
Giulio: In my perspective, a strong leader in a global company like IPCOM must consistently act with honesty and uphold high ethical standards. Listening carefully and valuing input from different regions is crucial for building trust and fostering a collaborative spirit, particularly across cultures. Strategic vision and the flexibility to adapt are also critical, given the ever-changing international landscape. Recognizing and nurturing talent by offering support and development opportunities not only motivates individuals but also elevates the entire organization. Lastly, an effective leader must articulate a compelling vision, encourage innovation, and inspire a culture that embraces growth and resilience.
What's something you've learned in your career that you always carry with you?
Giulio: Throughout my career, I have learned three key lessons that I believe are essential for effective leadership. First, nothing happens overnight, a good growth path requires time and effort, and fan along the way. Second, I have come to understand the importance of not jumping to conclusions, it’s vital to dig deeper, understand the underlying reasons, and prepare thoughtfully for action, recognizing that every situation and decision is unique and should not be rushed. Third, there is always a couple of different ways to achieve the same result, trial and error is allowed and necessary at times, as long as meant to find the correct way to achieve the goal.
Thomas-Peter: Understanding people - customers, colleagues, stakeholders - and the underlying business model is the foundation of good leadership. It’s a lesson I carry into every meeting and decision. Secondly, strive to be as transparent as possible. While I base my decisions on my own education and experience, I recognise these are unique to me, so I always make a point to clearly explain the reasoning behind each decision. Always pay close attention to what is Critical to the Client (CTC) and Critical to Quality (CTQ). Once you clearly understand these factors, the likelihood of making the right decision increases significantly.
What's a small moment of happiness in your daily life that always makes you smile?
Thomas-Peter: Sharing an idea or solution on a project we’re working on—whether it’s during a team meeting or a quick chat with a colleague—often sparks new perspectives and helps us move forward. It’s those small, genuine interactions, especially when they bring a smile to someone’s face, that truly brighten my day.
Giulio: I believe in the power of small improvements, that happen every day! Whether it’s watching my child learn something new or seeing a colleague adopt a better approach at work, these moments remind me of the value of growth and curiosity. Personal milestones and team progress encourage me to appreciate continuous development, both at home and professionally.
If you could change for one day with someone famous, who would you like to be?
Giulio: I would like to be Steve Jobs - I often recall his speech to Stanford when he encouraged everyone to "stay hungry and stay foolish." His relentless willingness to challenge conventional boundaries has always inspired me. Why things are what they are? Can’t we do things differently? That attitude - embracing curiosity, and daring to see beyond the status quo - continues to shape my own approach to both personal and professional growth.
Thomas-Peter: It would be two: Mahatma Gandhi for a half day to learn from him how the love to humans can overcome the deepest hate humans can have. The other half of the day would be Niels Bohr to learn how he could refute Albert Einstein’s Arguments in the Solway conference 1927 about the quantum mechanics.
