What priorities do you intend to focus on in your work as a member of the Board in the future?
One important point is preparing for our further growth. To date we have been very successful in the area of ticketing, among other things. In the US alone, we have completed ten major projects. Nonetheless we also need to lay the foundations for further growth. Providing software-as-a-service and, in some cases, even managing operational tasks for our customers will play an important role. This will give rise to new business models that we as a company will need to adapt to.
Let's take a look at the past financial year. How would you sum up performance in 2023?
In its 40th anniversary year, INIT has enjoyed many significant successes. We completed a number of important projects, including the final acceptance of a regional, multimedia e-ticketing system in the metropolitan area of the city of Portland, Oregon in North America. In addition, we worked extensively on new major tenders during 2023, the benefits of which we are now seeing in the first quarter of 2024. One example of this is an order for a new fare management system in Atlanta – INIT’s most extensive ticketing project to date and the first to be hosted completely in the public cloud with cloud-native services. There is also a major order from London to supply a technology system that includes on-board computers for more than 8,000 buses, a background system and support services. These are remarkable successes for our company. In addition, we have further advanced our nextGen innovation offering, underlining our innovative strengths. Our financial results were also satisfactory, although we still have some room for improvement.
Where do you see the biggest opportunities and challenges for the company in the coming years?
Sustainability, digitalisation and global demographic change are megatrends that are leading to growing demands on public transport and associated increasing investments. This offers significant opportunities for INIT, as our portfolio puts us in an ideal position to address this change. Risks for us, on the other hand, arise from the geopolitical situation with supply chains, which remain fragile. However, I see the biggest challenge in managing our growth, which calls for qualified and highly motivated IT staff. Such resources are becoming increasingly difficult to find. That's why we are strengthening our brand as an employer by relieving employees of unnecessary burdens, for example, giving them more freedom for value-adding work.