Interview Stephan Schulz-Gohritz, CFO of Mister Spex

SCHULZ-GOHRITZ Mister Spex is a pioneer of the omnichannel approach and combines digital innovation with on-site expert advice. We offer the largest range in the industry and enable customers to buy glasses online or get advice in our 65 stores. Our stores are central to our omnichannel model, offering personal advice and precise eye tests. We are convinced of the importance of stationary stores but are currently focusing on profitability and developing our store network in a targeted manner. This reflects the fact that the optics market is changing due to digitalization, networked services and a growing awareness of eye health. Customers increasingly expect omnichannel offerings, and opticians are expanding their services in the medical field.

SCHULZ-GOHRITZ "SpexFocus" was launched to increase profitability and ensure sustainable cash generation. The rising expectations of the capital market required rapid implementation. Our goal is to increase EBITDA by more than 20 million euros. To achieve this, we have closed our international stores, streamlined structures and optimized processes. At the same time, we are improving our gross margin through adjusted pricing models, reduced discounts and a clear focus on our own high-margin brands such as SpexPro. 

SCHULZ-GOHRITZ The "SpexFocus" program is anchored in the Transformation and Restructuring Office but is coordinated centrally by the entire management team. It affects all divisions—from the stores and logistics to the company's administrative functions. To ensure efficient implementation, we have divided the organization into the "online" and "offline" business units and switched to process-oriented working. This allows us to maximize customer benefits and increase efficiency.

SCHULZ-GOHRITZ The initial results show that the strategic realignment is successful. Thanks to premium positioning, a more attractive product range strategy and the focus on optician expertise, particularly through the expansion of ocular health services, we are seeing a positive performance, especially in the retail business in Germany. This strengthens our market position and the confidence of our investors. 

SCHULZ-GOHRITZ A major challenge has been the rapid implementation under a tight schedule to secure the trust of the capital market. We mastered this through clear prioritization, stringent change management and close coordination with all stakeholders. In general, a clear strategy, regular communication and a strong purpose that employees identify with are the key success factors of a transformation 

SCHULZ-GOHRITZ Transparent communication was essential right from the start—through regular town hall meetings, newsletters and face-to-face meetings. Many employees are involved in workshops, especially when the organization is being converted to processes. We also offer feedback platforms. Co-creation strengthens identification with the goals of the program, while targeted training opportunities promote motivation and the ability to change. 

SCHULZ-GOHRITZ The market continues to develop, and we want to expand our pioneering role. We see great potential in the area of eye health in particular and are developing innovative service offerings for preventive and diagnostic solutions. At the same time, we are driving forward the personalization of our services to ensure that every customer receives the perfect optical solution tailored to their individual needs. We are also focusing on the targeted internationalization of our online business and examining strategic growth options for our stationary business. Our priority is to strengthen the profitability of our existing store network, before we pursue a targeted expansion. Simultaneously, we are working on further developing our omnichannel ecosystem so that customers always receive the best advice, products and services. With these measures, we are strengthening our position as "the optician of your life" and setting new standards for forward-looking, customer-oriented optics.