Transformation Takes Hold: The New Rhythm in the Kitchen Market
Interview with Dr. Mehdi Al-Radhi, Managing Director and Jochen Püls, Sales Manager of Impuls Küchen GmbH
As a specialist in entry-level kitchen furniture, Impuls Küchen GmbH combines modern design with industrial precision and cost awareness with quality standards. What does it take to turn a traditional company into an agile leader in the entry-level segment? Managing Director Mehdi Al-Radhi and Sales Manager Jochen Püls discuss lean structures, digital ambitions, and sustainability with substance – as well as why efficiency is not a question of price.
Wirtschaftsforum: Mr. Al-Radhi, Mr. Püls, Impuls Küchen GmbH has undergone a remarkable transformation in recent years. What were the crucial stages for your current positioning?
Dr. Mehdi Al-Radhi: The entry of the Schüller, Heller, and Niederauer families in 2018 was the turning point towards a medium-sized family business with a long-term orientation. When I joined in 2023, resolving the then-current quality and delivery issues was the top priority. We launched a transformation program, streamlined the structure, and redefined key processes. Crucial to this was close communication with the employees – because change requires trust.
Jochen Püls: Impuls was founded in 1990 as a subsidiary of Alno AG, later acquired by Steinhoff Group, and has been fully owned by the Schüller, Heller, and Niederauer families since the end of 2024.
Since the beginning of the year, I have been responsible for marketing and sales – with the goal of establishing Impulse as a market leader in the entry-level price segment. Our roadmap is ambitious, yet realistic: By 2030, we aim to double our revenue compared to 2024.
Wirtschaftsforum: How is your company currently organized in terms of structure and personnel?
Dr. Mehdi Al-Radhi: We have restructured consistently: Several GmbHs have been merged, shared services have been expanded into a central service unit. The number of employees has been adjusted to economic needs without forced layoffs, while simultaneously new responsibilities have been created. Crucially, we focused on retaining key performers and delegating responsibilities to them – this was a key to success.
Jochen Püls: At the Brilon location, there are about 700 employees, of which about 360 are directly at Impulse. We operate three production areas: kitchens, bathroom furniture, and a parts plant. Today, we are among the most modern production sites in the industry. With clear structures and a site revenue of about 250 million EUR, we are well-positioned – and ready for the next step.
Wirtschaftsforum: What does transformation specifically mean for you in the product and sales area?
Dr. Mehdi Al-Radhi: Our role within the Schüller Group is clear: We serve the entry-level price point – complemented by Schüller in the mid-range and Next125 in the upper segment. This clear segmentation is the basis for all strategic decisions – from production to portfolio.
Jochen Püls: We have reassessed our customer segments, strategically aligned our field service and optimized the product range for 2026. Especially the consistent decor logic significantly simplifies planning in trade. At the same time, product complexity has been significantly reduced. Our goal: to noticeably ease the daily life of our customers – with tangible benefits and clear added value.
Wirtschaftsforum: How do digitalization and sustainability interact in your strategy?
Dr. Mehdi Al-Radhi: Cost efficiency at the entry-level price point is inconceivable without digitalization. We target digitalization of processes – not only in production but also in administration and service. At the same time, we take our responsibility for sustainability very seriously. We conduct regular energy audits, have installed the largest PV plant in Hochsauerlandkreis, and generate our own heat with a residual material incineration plant.
Jochen Püls: The demands in e-commerce are increasing – our partners expect digital planning data, which is why we are specifically investing in data quality, systems, and expertise. For us, sustainability is more than a duty: We are committed locally, for example through tree planting campaigns, and are PEFC-certified. In the future, this topic will become a permanent part of every product development round – also with a view to the younger generation.
Wirtschaftsforum: What role does your corporate culture play in this development?
Dr. Mehdi Al-Radhi: We have clearly distanced ourselves from old corporate structures and established an open, agile corporate culture. Direct exchange on equal terms was crucial – thus, we were able to implement changes without resistance. Trust was the key factor.
Jochen Püls: We have transferred more responsibility to many performance carriers, consistently dismantled braking structures, and created a positive dynamic. Our new guiding principle is: "It's easy and fun to work with Impuls Küchen." This claim shapes our cooperation and our decisions – internally and externally.
Wirtschaftsforum: How do you communicate your repositioning in the market?
Dr. Mehdi Al-Radhi: Our specialist retail partners need predictability, quality, and service – and that's what we deliver. In a price-sensitive market, every complaint counts double. Therefore, we focus on process reliability and continuous quality improvement.
Jochen Püls: We deliver kitchens within five days by request – hardly anyone in our segment can match that. Our communication is purely B2B-oriented: We support our trade partners with magalogs, imagery, planning data, and marketing content. This allows them to position us flexibly in the market – even under their own brands.
Wirtschaftsforum: What is your vision for Impuls Küchen – and what motivates you personally?
Dr. Mehdi Al-Radhi: We aim to become the most efficient and customer-oriented kitchen manufacturer in the entry-level price segment – with sustainable processes and excellent quality. As a long-standing business consultant, I want to show that transformation can also be very successfully implemented in practice – together, with a strong team.
Jochen Püls: In five years, we want to be the indispensable partner in the entry-level segment – not just any provider, but the first choice. I see it as my task to fully develop the potential from a strong foundation. We have the structures, the support of the shareholders, and the right team – now it's about anchoring the change sustainably.