Experience as the key: Why older managers enrich companies
The Süddeutsche Zeitung recently published an article on a topic that is becoming increasingly important: the role of older people in working life. This is not only about demographic change, but also about the contribution that experienced managers can make in a constantly changing economy.
Our CEO Björn Knothe was interviewed in this context and emphasized that experience can be crucial, especially at the management level.
Experience as an anchor of stability
The value of many years of experience is particularly evident in challenging situations. “Older managers bring a wealth of life and professional experience to the table. This helps when a company is in a difficult situation. They bring calm and expertise,” emphasizes Björn Knothe.
In transformation processes, during restructuring, or in times of crisis, this composure can make all the difference. While younger managers bring dynamism, innovative strength, and fresh ideas to the table, it is the more experienced personalities who provide guidance, identify risks early on, and act with foresight.
Rethinking the ideal profile
Many companies are still looking for a specific ideal profile: experienced but still relatively young managers between the ages of 40 and 45. Knothe points this out in the interview:
"Companies usually look for managers between the ages of 40 and 45 with a lot of experience. Sometimes, however, older managers are better suited for certain positions."
However, this way of thinking falls short. Not every situation calls for the same type of leadership. In a dynamic growth phase, a younger manager with creative drive and a passion for innovation may be exactly the right choice. If, on the other hand, a company is facing difficult restructuring, the experience of an older manager is often indispensable.
The key insight is that there is no such thing as the ideal resume, only the right personality for a specific situation.
Working in old age as a social issue
As the article in the Süddeutsche Zeitung shows, many people want to remain professionally active beyond the traditional retirement age. Although reservations remain, examples from top management in particular make it clear that commitment, competence, and leadership skills are not a question of age, but of the fit between the task and the personality.
Conclusion
Björn Knothe's statements make it clear that age should be seen neither as an advantage nor a disadvantage when filling management positions—the context is always decisive. Sometimes energy and innovative strength are required, sometimes composure and decades of experience.
This conviction shapes the work of division one. Our goal is to find the right leader for every situation—regardless of age. Because lasting success always comes when competence, experience, and personality perfectly match the needs of a company.
Here is the article “I want to work as long as my mind is still sharp” by Silvia Liebrich, published in the Süddeutsche Zeitung on July 11, 2025.