When many companies in the machine tool sector in Italy experienced orders decline, Schenck Italia went in the opposite direction: more revenue, higher profits, and expanded market reach. We asked to the CEO of the Italian firm, Francesco D’Alessandro, how they did it.
When people and strategy come together
«Sustainable growth starts where an innovative plan meets people capable of making it real»
Since taking the helm of Schenck Italia, Francesco D’Alessandro has led the Italian facility of the German balancing giant to market-beating results. Since 2022, the company has embarked on a growth path that exceeded even the most ambitious expectations: EBIT* increased tenfold (10x) in the first three years, while revenues grew at double-digit rates with a positive free cash flow.
Additionally, the outlook for 2025 is in line with this trend! This achievement is even more remarkable when compared in the context of the Italian market: according to data from the UCIMU association, 2023 and 2024 have been challenging years for the machine tool, robotics, and automation sectors, recording a decline of -7.8% and -36.3% in equipment demand respectively.
«Our success,» explains the CEO, «comes from two key elements: strategy and people. People are essential because they bring strategies to life; at the same time, well-crafted strategies maximize the efforts of people. It’s critical to believe in both.
Key Figures (2022–2024)
• 10x EBIT* growth in 3 years
• 2-digit annual revenue increase
• Free Cash Flow: solid recovery, now stable and positive
Data source: Chamber of Commerce of Milan, Italian Public Business Registry – Historical record of Schenck Italia Srl
Starting from a rigorous analysis of historical data and market trends, management designed a multi-layered strategic plan, innovative for the industry. This initial phase also involved listening deeply to the market:
«I joined the sales team for client meetings, closely supervised technical problem-solving, and even shadowed the service team during onsite maintenance. This gave me authentic insights that no traditional analysis ever could.»
Once formalized, the plan was executed with care and flexibility, keeping the team ready to pivot when circumstances or opportunities changed.
* EBIT b.e.e. (Earnings Before Interest and Taxes, before extraordinary effects)
Diversification: a natural competitive advantage
«Diversification means being ready for change before it arrives»
One of Schenck’s strengths, both in Italy and worldwide, is the breadth of its product portfolio; from balancers for micro-rotors weighing just a few grams in the medical sector to machines for energy turbines weighing up to 400 tons, and in the middle a wide range of machines covering different industrial segments.
This diversification is a key asset in uncertain times, such as those affecting the automotive sector and its supply chain. «Having solutions already designed for applications where competitors often have to start from scratch,» D’Alessandro notes, «allows us to meet demand at the right time with the right product.»
Currently, Schenck Italia’s most dynamic markets are aviation, energy, and oil & gas; sectors demanding extreme precision and technological reliability.
Company culture: the invisible engine behind results
Culture is the real secret behind every company’s success»
Beyond diversification and product quality, the CEO identifies the culture as the deepest reason for their success. «I see company culture as the true strength behind our growth in Italy. It shapes how we act every day, influences what and how we communicate with customers, the priorities we set on tasks for ourselves, and the technical choices we make.» In recent years, particular effort has been focused on values, principles and strategic priorities, turning them into concrete behaviors. Examples include defining agile objectives to increase effectiveness in meetings, streamlining the decision-making process across team members, strengthening cross-functional collaboration, and introducing real-time data analytics.
Comparison of the compound annual growth rate (CAGR)
over the 2022-2025* period:
• -12% per year, Italian Market
• +153% per year, Schenck Italia
Data source of Italian market: Studies Department of UCIMU-SISTEMI PER PRODURRE, Italian Machine Tool, Automation and Robot Industry, September 2025 Data source of Schenck Italia: Chamber of Commerce of Milan, Italian Public Business Registry – Historical record of Schenck Italia Srl
* Forecast
Internal case study: courage and curiosity
Recently, the service team (reorganized and strengthened with key new hires, company says) identified a bottleneck in technical documentation and validation procedures. The team redesigned the workflow, digitizing documents and processes based on user experience. Beyond just the tools used to implement these changes, to reach the goal, it required courage to challenge established procedures and curiosity to test alternatives.
The outcome: turnaround times reduced by up to 15 times (company data), improved documentation accuracy, and a stronger sense of ownership across the service department.
Strategic levers driving transformation
Turning company culture into tangible results requires a solid system of tools and practices. Here’re the top-five key levers for Schenck Italia:
- Continuous training on hard and soft skills as a daily discipline.
- Targeted territorial marketing to build local presence of a global brand.
- Decision-making autonomy for key roles, grounded in company values.
- An external business approach rooted in customer-centric principles, unrestricted by current internal procedures.
- A results-oriented mindset extended to all functions, even those without traditional KPIs.
Servitization: immediate access to technology
«In manufacturing, breaking the ownership paradigm opens the door to faster innovation»
The company has also embraced a growing trend: servitization. According to a 2022 HSO study benchmarking European companies, over 58% of industrial firms had some form of servitization in 2020, rising to 68% in 2022. «In my 25 years career in manufacturing, starting as a young mechanical design engineer, I’ve seen that innovation was slowed sometimes by high upfront investments and long lead times, especially for SMEs. The ideal would be to support development and reduce time-to-market by integrating advanced technologies without the complexities of traditional purchasing models.
That’s why we believed in servitization as a valuable offering to our clients.» Today, Schenck proposes not only machine sales and maintenance but also integrated product-plus-service packages or direct rental of select models. This gives some customers competitive advantages by enabling immediate use of top-tier machinery and expertise, while maintaining healthy cash flow.
Sustainability: measurable actions, not just words
In 2023, the company moved into a modern, energy-efficient facility, reducing consumption by two energy classes (in Italy buildings are classified based on standardized classes certified by third-party inspectors), with further improvements following a 2025 thermal system upgrade. Concurrently, digitalization of administrative and technical processes has cut paper and toner usage. Similar care is applied to products, with investments aimed at energy efficiency during machine operation and CO₂ emissions during manufacturing.
legacy over a century, rooted globally
Founded in 1881 in Darmstadt, Germany, Schenck is synonymous with balancing, vibration analysis, and spin testing. Since launching the first industrial balancing machine in 1907, the German firm has continued to innovate and expand. The Italian subsidiary was opened in 1971 and boasts professionals with over 25 years of experience. Globally, Schenck operates in more than 100 countries, with locations in China, India, the U.S., and other strategic markets. The company is part of the Dürr Group (publicly traded), that in 2024 generated sales of €4.7 billion and employed around 20,000 people. «The group is solid and led by competent people,» says D’Alessandro. «Being CEO of one of Dürr Group’s companies is both an honor and a responsibility; carrying forward a tradition while always looking ahead.»
Personal motivation and call for collaboration
D’Alessandro concludes: «Every morning, I wake up with a clear goal: how can I further expand Schenck’s influence and leadership within the Italian market. While delivering strong short-term results is essential, our true ambition lies in building sustainable, long-term success.
Loyal customers are the foundation of our growth, they choose us repeatedly, trust us through challenges, and become our most powerful advocates. We recognize that treating people with respect and integrity is fundamental to unlocking new opportunities. Above all, the dedication and satisfaction of our team and partners inspire and drive me every day.»
If you share this vision of precision, innovation, and strong relationships, D’Alessandro invites you to connect with Schenck Italia, ready to explore partnerships that truly make a difference. Visit: www.schenck.it
