Across Europe's intralogistics sector, a quiet shift is under way at the top of the career ladder. For a generation of leaders, progression meant one thing: climb the structure of a global OEM, then climb a bigger one. Increasingly, some of the industry's most capable people are choosing a different path. Ownership. Felix Lütkebomk is one of them. After 13 years at SSI Schäfer, he could have joined almost any major intralogistics business in Europe. Instead, he chose something far less predictable: a management buy-in at specialist pallet handling manufacturer Baust Materialflusssysteme. His story says a lot about where the industry's next generation of growth will come from.
Rachel's take
We talk to a lot of senior people in this industry, and the ones who energise me most are no longer asking which bigger competitor to join next. They are asking what they could own, shape and build. Felix is proof of what that looks like when someone actually does it, and does it thoughtfully.
Rachel Lunn, Founder, EvaraA move that reveals how someone thinks
There are career moves that make perfect sense on paper. Then there are career moves that reveal how someone thinks.
When Felix Lütkebomk left SSI Schäfer after more than a decade, many would have expected him to step into another senior executive role at one of Europe's largest intralogistics businesses. The opportunities were certainly there.
As Felix explained during our conversation, moving into another corporate leadership role never really appealed.
“From one corporate to another corporate, doing the same thing in a different colour. That's not my passion.”
Instead, he chose a management buy-in at Baust Materialflusssysteme. It wasn't simply a new job. It was a chance to build.
Choosing ownership over hierarchy
For many executives, career progression means climbing larger organisational structures. For Felix, it meant stepping away from them.
After spending 13 years inside one of the industry's biggest organisations, he wanted to experience every challenge that comes with leading and growing a business firsthand. Sales. Operations. Production. Project delivery. Culture. Hiring.
Every decision now sits much closer to the customer and much closer to the factory floor. That entrepreneurial mindset is already shaping the company's direction.
Early success brings new challenges
Only a few months into the role, Baust has already secured several significant projects. Interestingly, Felix admitted that his priorities have changed faster than expected.
Initially, sales was the biggest focus. Today, the conversation has shifted. Project execution. Production capacity. Customer service. Delivering on promises.
It's the kind of challenge every growing manufacturing business hopes to have.
Winning projects is only half the battle. Executing them exceptionally is what builds long-term reputation.
Building differently
One part of our conversation particularly stood out. When discussing recruitment, Felix was remarkably honest.
He doesn't believe a specialist manufacturer should try to compete with global OEMs on corporate career structures. Instead, Baust offers something very different.
The corporate ladder
Structured career paths, global brands and scale. The trade-off is distance: from customers, from decisions and from the results of your own ideas.
The ownership path
Salespeople who remain close to projects. Closer relationships with leadership. Greater ownership, broader responsibilities and the opportunity to see ideas become reality rather than disappearing into layers of hierarchy.
For the right people, that's a compelling proposition.
Modernisation before transformation
Felix also offered a refreshingly pragmatic perspective on technology. Despite describing himself as passionate about AI, his immediate priority isn't chasing the latest trend.
It's removing paper-based processes. Digitising internal workflows. Creating better foundations. Only then does AI become truly valuable.
Successful digital transformation starts with operational discipline, not technology for technology's sake.
What this move says about the industry
What impressed us most wasn't the move itself. It was the thinking behind it.
Throughout our conversation, Felix spoke less about titles and more about responsibility. Less about corporate progression and more about creating value. Less about managing people and more about building an environment where people can thrive.
That mindset is becoming increasingly important across Europe's intralogistics sector. As specialist manufacturers continue to innovate alongside the industry's largest players, leaders who combine technical understanding with entrepreneurial thinking will shape the next generation of growth.
Felix Lütkebomk is one of those leaders, and Baust Materialflusssysteme is certainly a business we'll be watching with interest over the coming years.
Building a business that needs entrepreneurial commercial leaders, or backing one? Talk to Evara.
Book a callAbout the conversation
Felix Lütkebomk is CEO of Baust Materialflusssysteme, the specialist pallet handling manufacturer, which he joined through a management buy-in after 13 years at SSI Schäfer. He leads the business with a focus on entrepreneurial growth, operational excellence and building a culture where ideas become reality.
At Evara Consultancy, we regularly sit down with senior leaders across Europe's industrial and intralogistics sectors to discuss leadership, transformation and the trends shaping the future of the industry. Conversations like these help us better understand the people driving change, and the businesses they'll help build next.
This article is part of the Evara Executive Intralogistics Conversations series, where industry leaders share ideas shaping the future of intralogistics, automation and commercial leadership.
Felix Lütkebomk
CEO, Baust Materialflusssysteme
Rich Evans
Co-Founder, Evara
Co-Founder, Evara
