300 Days at Thales – Managing Director Michael Neukranz Reflects on His First Months

After 300 days as Managing Director of Thales DIS BPS Germany, Michael Neukranz reflects on a period of change, new ideas and renewed customer relationships. With an open approach and a strong commitment to personal communication, he has initiated organizational improvements, regained customers and uncovered new business opportunities.

A redesigned website, IT modernization, personnel changes and the company's 25th anniversary have marked important milestones. What surprised him most was how much progress can sometimes begin with a simple conversation.

“I found those 300 days to be very interesting and fulfilling,” Neukranz reflects. The move to a different corporate environment was a conscious decision. “Doing something different in the final third of my working life,” he says, describing his motivation. And the enthusiasm has remained. “Even after 300 days, I still enjoy coming to work.”

First, see what’s possible

Looking back, Neukranz divides his first 300 days into three phases. At the beginning, the focus was on getting an overview and tackling pending tasks. “Catching the balls in midair or off the ground and getting them moving,” is how he describes the first 100 days.

Next, the focus was on relaunching the company website, thales-dis-bps.de, and modernizing the IT infrastructure. In the third phase, he concentrated more on sales, reached out to customers, and tapped into new business opportunities.

Neukranz had no intention of turning everything upside down. “My mission isn’t to come here and immediately change everything.” Rather, he says, it’s about “preserving what works and changing what’s long overdue at a reasonable pace.”

Some of his ideas met with immediate approval from the team. “Yes, that’s something we’ve actually wanted to start for a long time,” he recalls of the reactions. Elsewhere, more patience is needed. “Of course, we’re not done yet,” he says.

“Just Talk” – How Conversations Lead to New Business

One of Neukranz's biggest surprises came from direct conversations with customers. “What surprised me most was how much progress you can often achieve through direct and open communication, especially with customers.”

His professional network also proved valuable. Former contacts who had previously not been Thales customers expressed interest in the company's smart card solutions. Initial phone calls developed into inquiries and eventually into concrete orders.

“Just talk,” is how Neukranz sums up his experience. And he senses that the new approach to customers is having an impact. “I’m very sure that some of our customers have noticed the change.”

His conclusion is correspondingly optimistic. “We’re back on the radar.”

A New Head of Sales Takes the Helm

There’s also been an important change in personnel. Thales has brought on Ricardo Weyh as its new Head of Sales, who has been leading the existing sales team since October 1, 2026. Neukranz had previously filled this role on an interim basis.

Weyh brings with him many years of experience in industrial manufacturing, technical sales, and management. Going forward, he will be responsible for further developing the sales organization, improving internal processes, and strengthening relationships with existing and potential customers.

For Neukranz, however, the goal is not to replace personal relationships with digital processes. “We must listen to our customers, speak their language, and understand them.”

The company’s 25th anniversary also provided an opportunity to look back and recognize the company’s development through various changes in ownership.

After 300 days, Neukranz is satisfied with the initial results. The new website has been launched, organizational changes have been initiated, and new customer orders have been secured. Further steps are on the horizon. It’s clear that his enthusiasm for his new role has not waned.