I’m amazed by the professionalism, expertise, accountability and cooperation of the team

It has been a hundred days since the new director, Miha Lesar, took over the management of Epilog and with it the responsibility for key decisions and policies, as well as for our organisational culture.

This hundred-day period is often regarded as a watershed moment in the business world. It is just long enough for a manager to get to know the internal processes, make the first strategic moves and outline a vision of the company’s future development. Yet at the same time, it is short enough for his or her views from the outside to remain fresh. In our interview, we therefore touched on Miha Lesar’s first impressions, the most important challenges ahead and plans that will pave our way in the future.

How would you describe your first hundred days of leadership in three words?

People. Clarity. Trust.

What motivates you in the role of a Managing Director of a technology company?

I’m motivated by building a stable, professional organisation that enables personal growth of employees and high-quality project implementation. I see a special value in the fact that Epilog participates in global initiatives of the KNAPP Group and in demanding logistics projects where we can develop our competencies, contribute to the success of the group and help build international recognition.

What values are your compass in leadership and decision-making?

Integrity, accountability, consistency and expertise. A director is the first among equals. Only through transparent operation, respecting agreements, and providing clear criteria and guidelines, while at the same time maintaining a high level of professionalism, you will gain the trust of the team, thus laying the first foundation for a successful company.

What was the most positive surprise?

What surprised me the most was the professionalism and expertise of the team, the high level of accountability and the readiness to cooperate. I was also pleasantly surprised by the exceptional support of our parent company, which clearly reflects the wish for the long-term integration of Epilog into its broader organisational vision and strategy.

As a new member of the management, how do you see the culture of Epilog?

The culture is professional, open and direct, allowing for quick identification of challenges and opportunities. Having said that, we’ve recognised the need for slightly more clearly set structures and standards that will ensure the long-term stability and soundness of the company.

How are needs changing in the market and how are we responding to them in Epilog?

The market requires greater end-to-end visibility and process flexibility, enabling a more rapid response to market changes. At the same time, due to the enormous amount of data available, everyone expects more optimal planning. Digital twins and simulations are often a prerequisite for making investment decisions. Last but not least, AI is no longer just a tool; it’s an “operational collaborator”. Our response to that is having excellent knowledge of processes, using new technologies responsibly and managing risks, with the aim of delivering high-quality products. Today, a successful development and innovation technology company not only develops technologies for logistics but also actively dictates the development of logistics with data-driven, intelligent and autonomous solutions, while creating the foundations for more connected, agile and resilient supply chains.

What is your vision for Epilog’s development? What do you see as the biggest strategic turning point?

The strategic shift is clear: we’re connecting Epilog with the broader KNAPP vision and building a team and environment that is becoming a benchmark for expertise, professionalism and cooperation. We want to become an important development partner in the group. Moving from once having an independent presence on the market, we’re now looking for synergies with our parent company and other subsidiaries, and in cooperation with them we’re developing solutions designed for the future.

How can we remain agile and innovative and at the same time take advantage of the stability of a large system?

Agility is maintained through quick decision-making, direct communication and clear responsibilities. The stability of a large system can be used in standardisation, organisational management and long-term strategy, which provides a balance between flexibility and reliability.

What is the biggest change you want to implement in your first year?

We’re focusing on establishing clear processes, stable organisational structures and more coordinated operation of teams, not only within the company, but also in the KNAPP – Epilog relationship. As a highly development-oriented company, we’re intensively integrating new technologies into our plans and operations. We’re aware of global trends and their impact, so we want to incorporate these changes into all of our processes thoughtfully and with a focus on quality, but fast enough to remain competitive.

What other message would you like to send to the employees, customers and partners in the group?

To our employees – that we will continue to build an organisation based on high mutual trust, professionalism and expertise, with clear goals and accountability. We want to continue to work in an environment where teams have clear expectations, quality support and excellent conditions for working efficiently. In addition, I would like to assure all of our business partners that Epilog remains a reliable interlocutor, maintaining high standards of operation and a responsible approach to work.