In 2024, ppi Media celebrates its 40th anniversary. This milestone inspired us to sit down with Hauke Berndt and Manuel Scheyda at the end of the year to reflect on the past and look ahead to the future. The interview was conducted by Heiko Bichel, Marketing and PR Manager.

What milestones in ppi Media’s history would you highlight, and why? What is your perspective on the past 40 years?

Hauke:Well, of course, everything starts with the founding of the company in 1984, when Peter Pape had the vision to automate newspaper production. That idea has been a guiding thread throughout our work to this day. The foundation he laid back then continues to shape everything we do at ppi. We always have automation and simplification in mind. That’s the cornerstone he established, and it’s the basis on which we continue to build today.

When we talk about milestones, there were certainly the first major newspaper clients who adopted our planning and production solutions. You can also track these milestones through the different shareholders we’ve had over time. Each period marked a new phase for ppi: initially Pape and Partner Information Systems, followed by the sale to MAN Roland Druckmaschinen AG in 2002. That was when we began internationalizing, taking on large projects abroad, particularly in India and the U.S. MAN Roland, later manroland, provided us with access to opportunities we might not have reached on our own.

After manroland’s insolvency in 2011, the Evers-Frank Group became our shareholders in 2012. That’s when we began diversifying beyond the newspaper market, exploring new ventures. For example, we established the Business Innovation Team and developed new business models, including portal solutions for Evers-Frank—ventures outside our traditional product portfolio. Another milestone was the management buyout in 2018/2019, when we reorganized and strategically realigned, establishing our three business areas. Now, we’re well-positioned for the future.

Manuel, do you have anything to add or a different perspective on these milestones?

Manuel: I agree with Hauke. From a technological standpoint, we’ve had some key milestones. One was the shift from delivering software on tapes to transmitting it online. Remote installations were another significant step forward, making things much easier for us and our clients. Expanding our product portfolio was also pivotal. Every product launch or update, especially in the online media sector, marks an important moment. Sometimes it’s only years later that we realize how foundational these developments were.

Personally, entering the international market was a major milestone for me. Suddenly, it wasn’t just about trips to Stuttgart or Munich but to Delhi or New York. This new dimension wasn’t just technologically exciting; it also enriched our team.

That leads us to the next question: Which of your technologies, innovations, or external developments had the most significant impact on ppi’s growth?

Hauke: Automation in plate production and the use of robotics, like automated paper roll changes, benefited both us and our clients. Technologically, the move to cloud solutions was a game-changer. In the past, hardware had to be installed on-site; today, many systems run in the cloud. The pandemic accelerated this shift, making remote projects the standard—something unthinkable years ago.

Manuel: In the past, hardware was a significant focus. We had to configure and install computers on-site because not all clients had the capability to do so. Today, many clients only use thin clients, with systems running in the cloud. Projects have become faster and more efficient as a result. The pandemic acted as a catalyst for innovation, driving remote processes that were previously conducted on-site.

Another key development has been the integration of new channels and technologies. Clients now need to adapt quickly to changes, and we support them by tailoring our software to their needs. Integrations with social media and other platforms are just a few examples.

How have client needs and requirements changed over the years, and how have you responded?

Hauke: In the past, the focus was primarily on automation and cost reduction—necessary due to the intense cost pressures publishers faced. Today, the emphasis is on integration and workflow optimization. Many clients still work manually, and we create real value by implementing modern workflows and making processes more transparent.

Manuel: Client expectations have evolved significantly. They now expect flexibility and quick availability. Whereas planned on-site deployments used to be the norm, today clients demand rapid remote support and agile adjustments. This requires not only technological but also organizational flexibility.

Sustainability is another important topic. What steps is ppi taking in this area?

Hauke: One major step has been reducing travel costs through remote work, resulting in significant CO2 savings. We’ve transitioned our vehicle fleet to electric cars and modernized our data center to improve energy efficiency. Every measure, no matter how small, contributes to our sustainability goals.

How would you describe ppi’s corporate culture, and how has it evolved?

Manuel: Our culture has always been family-oriented, with mutual support and collaboration at its core. In recent years, we’ve recognized the importance of continuously integrating new talent into the company. We focus on training, student internships, and dual-degree programs to bring fresh ideas and rejuvenate the team.

Hauke: The pandemic presented new challenges. While remote work has advantages, such as improved focus for developers, it also lacks the direct interaction that’s essential for creativity and team spirit. We’ve increased social events to strengthen our sense of community.

Finally, what visions and plans do you have for ppi’s future?

Hauke: We’ve invested a lot of thought into ppi’s future through a strategic process. Historically, we’ve been deeply rooted in the newspaper sector, which defines our legacy. With the management buyout, we began reorienting ourselves for the long term, building a sustainable business model. Our diversification focuses on three business areas: Newspaper Production, Content Solutions, and Digitalization.

In the shrinking newspaper production market, there’s little room for major growth. That’s why we’re focusing on Content Solutions, where we see enormous potential in content publishing. Over the past three years, we’ve already achieved significant growth in this area. The third area, Digitalization, has opened up new markets for us, such as pharma, retail, and waste management. These core competencies position us for a secure future.

Manuel: I see ppi’s future as very positive. We’re still in the information age, where content, media, and data play a central role. For over 30 years, we’ve been experts in the media industry and have developed unique expertise. We’re now applying this knowledge to new markets. Our core competencies in software development and consulting enable us to support companies in their digital transformations.

A significant asset at ppi is our diverse team, which includes physicists, mathematicians, and biologists. This diversity strengthens us. The digitalization market continues to grow, and we’re ready to seize these opportunities. Even if media or newspapers undergo fundamental changes, we’re prepared to adapt.

Is there anything else you’d like to share with the readers of this interview?

Hauke: Looking back on 40 years of ppi Media, one element stands out: the trusted collaboration with our customers, whom we see as partners. Many of these relationships have lasted decades, built on the understanding that we continuously evolve to meet their needs. This element will continue to guide us and remains a significant source of our strength.

Thank you for the fascinating conversation and insights!