Michael Winter, as a family entrepreneur in the 3rd generation, guided the uvex group into the future over several decades. From joining his father’s company as Junior Product Manager Motorsport to taking responsibility as managing director for this area, and finally as managing partner of the globally active corporate group and now shareholder: Michael Winter has been connected with uvex all his life, and still is. In this interview he talks about unforgettable moments, important milestones, and his most beautiful memories.
When and how did you join the uvex group?
My entry into the uvex group was not a single, clearly defined moment, but rather a continuous, step-by-step process. Even as a child, uvex was always present in my life – the boundaries between family and company were fluid and intertwined. Officially, my journey began in October 1987 with my first employment contract as Junior Product Manager Motorsport. In reality, I had always been a part of uvex and lived the brand through and through. For me, the company was more than a workplace – it was and is an essential part of my life and my identity.
How have your areas of responsibility developed over time?
Over the years, my tasks and areas of responsibility at uvex have continuously evolved and expanded. My path began in motorsport, where I played a key role in building up the two-wheel segment. I then took over the management of uvex sports. After an almost two-year stay in the USA, I returned in mid-1992 and, together with my brother-in-law Werner Grau, who was responsible for ALPINA, led the uvex sports group until spring 1999. During this time, my focus was particularly on restructuring and reorganisation tasks. From May 1999 onwards, I became part of the holding company, where I was responsible, among other things, for revising the HR processes and managing the brand. Overall, my development at uvex was always an organic and step-by-step process in which I continuously assumed more responsibility.
What were the most significant moments in 100 years of the uvex group?
From my point of view, there are several key events that were particularly formative for the company and of great significance to me personally:
Early 1990s: sale of the uvex brand in the Western Hemisphere
The company’s independence from banks as the result of years of strategic work.
Portfolio decisions such as the closure of Alpina Optik; the end of motorcycle sports or the entry into riding-helmet production as well as other restructuring and reorganisation measures.
Acquisition of SwedSafe and HexArmor. Re‑entry into the market for personal protective equipment in the Western Hemisphere with HexArmor.
The conversion of the business model in the area of the uvex sports group from in‑house production to purchasing.
The partial sale to our growth partner Warburg Pincus and the associated handover of operational responsibility to Stefan Brück in July 2025.
What would you do differently in retrospect?
With the knowledge of today, I would wish that the sale of the uvex safety business, including the uvex brand in the Western Hemisphere, had not taken place. In addition, I realise today more than ever how important our international share of turnover is and how burdensome it can be for a company to be heavily dependent on the domestic market and its economic development. From today’s perspective, an even more determined international growth – both organic and through acquisitions – would have been sensible.
Today’s insight that the uvex sports group performs better with the new business model of pure purchasing naturally also implies that one may possibly have held on to the topic “Made in Germany” and in‑house production for too long. But I also know: every decision was taken at the respective time to the best of one’s knowledge and conscience.
What are your most beautiful memories?
I always got a special goosebump feeling and pride whenever our athletes won with our products and stood on the winner’s podium. On the other hand, more behind the scenes, we received numerous letters of thanks from people who had suffered serious accidents and who, thanks to our protective products, often came out of them with only minor injuries. That repeatedly made me aware of the beautiful task, but also the great responsibility. And of course, it is always a wonderful experience when strategies and plans work out, when hard work and diligence pay off, when it succeeds to motivate the team in such a way that the corporate group performs in tough international competition. When I experienced how challenges became shared successes and how we successfully mastered crises together – those are my most beautiful memories, for which I am very grateful.
What do you wish for uvex for the next 100 years?
My wish for the uvex group and all its employees is that the values that have made us strong will also carry the corporate group into the future: innovative strength as the driver of operational business, desirability of the brands and courage to seize the newly chosen path as an opportunity and to go along with it.
Looking back in a few years, I would like to be able to say that we chose the perfect growth partner with Warburg Pincus, who helped us to make the corporate group even more resilient than in the past. Our goal should continue to be to stand on the winner’s podium in global markets with our business model protecting people.
Finally, I would like to thank from the bottom of my heart all employees who have walked this successful path with me and who, with their commitment, their loyalty and their trust, have shaped and accompanied the uvex group. I very much hope that they will continue to stand by the corporate group in future with the same passion and sense of belonging. At the same time, I wish that the new generation, with fresh ideas and just as much dedication, understands uvex as a platform for success and responsibility and further develops it.
