‘Growth means developing as a company and as a person. Cost discipline means keeping an eye on costs and efficiency. And joy is central: if work is not enjoyable, motivation is lacking – and without motivation, things also become difficult economically.’
Interview
Shaping growth, preserving values
As Chief Financial Officer, Günther Binder is responsible for the Pfeifer Group's financial affairs. He has a clear vision: to enable growth, increase efficiency and never lose the joy of work.
On 1 May 2025, Günther Binder succeeded Ewald Franzoi, who retired after decades of service as Managing Director. The transition went smoothly and according to plan: ‘I was very well received by everyone – the induction process was professional, warm and efficient,’ says Binder about his start. CEO Michael Pfeifer also emphasises the seamless transition:
© Pfeifer Holding GmbH – Gerhard Berger
It is no coincidence that this finance professional chose a career in the timber industry. ‘Three things attracted me to the Pfeifer Group: its strong growth, the values of a family business and its clear commitment to professionalisation,’ says Binder. This triad fits in with his own philosophy: Growth. Cost discipline. Joy.
A wealth of knowledge and experience
This perspective is the result of decades of practical experience. Binder began his career at KPMG in auditing before moving into industry in 1998. For over 18 years, he held senior financial positions at construction machinery manufacturer Wacker Neuson, most recently as Chief Financial Officer and Chief Information Officer of the listed company Wacker Neuson SE, based in Munich. From 2018, as CFO at Plasser & Theurer in Linz, he was responsible for finance, human resources, purchasing, legal affairs and compliance at a company with 2,000 employees. ‘The issues are recurring,’ says Binder, ‘but the approach must constantly evolve.’
© Pfeifer Holding GmbH – Gerhard Berger
At Pfeifer, he intends to do just that: make processes and structures fit for the future without losing the company's identity. ‘We want to become more efficient – with the same or increased output without automatically hiring more staff. This means we have to simplify processes, modernise reporting, integrate IT and controlling more closely, and strengthen cooperation between the holding company and management.’ Reducing complexity is particularly important to him.
© Pfeifer Holding GmbH – Gerhard Berger
Strategy for industry leadership
Binder also sees clear strategic tasks: the integration of the Finnish subsidiary Pölkky, the targeted expansion of the CLT segment and controlled internationalisation. ‘As a European medium-sized player, we want to be among the top 5 in the timber industry – but not at any price. Growth must be economically sensible and culturally feasible.’
Binder has a clear message for his employees: ‘We work in a fascinating industry. Wood is a raw material that people can identify with – natural, renewable and full of potential. I am impressed by how far back awareness of sustainability in forestry goes – there were already clear rules for forest management under Empress Maria Theresa in the mid-18th century. This shows that wood has been a responsible material for a very long time. And that is exactly what we strive for at Pfeifer. ‘
Whether sawn timber, CLT or pallet blocks – for Binder, it is the result that counts in the end:
About the person
Before joining Pfeifer, Günther Binder spent many years in senior financial positions in the construction machinery industry – including as CFO at Wacker Neuson SE in Munich and most recently at Plasser & Theurer in Linz. There, he was responsible for finance, human resources, purchasing, legal affairs and compliance. Born in Upper Austria, he is married and lives in Munich and Innsbruck.