Built on trust, driven by people

You both joined predecessor companies before they became part of Cicor and have witnessed the company’s transformation over many years. What was your first impression when you became part of the Group? 
Cosmin Popa: When Cicor acquired our site in Arad in 2005, it was another change of ownership after a number of previous changes. Naturally, we wondered what the future would bring. But what was important was that the Group continued to support our development. At that time, Cicor was still a relatively small group, and we were also entering new territory together. There was an open and pragmatic way of working, which made it easier to exchange knowledge and ideas.
Erich Kuenzle: For me, one of the exciting aspects was becoming part of a listed company. Before 2005, when Cicor acquired Swisstronics, our world in Bronschhofen was mainly focused on electronics manufacturing activities in Switzerland. Suddenly, we were connected to a much broader organisation. New technologies, microelectronics and later the Asian sites became part of the story.
The early years were characterised by constant change. Every year, there was something new: an acquisition, a new capability, a new market. It was an exciting time. Today, we feel very much part of one family. 

Looking back at your careers, what was a defining moment for you personally?  
Erich Kuenzle: For me, it was when Cicor gave me the opportunity to take responsibility for the Bronschhofen site as Managing Director in 2011. What I value most about Cicor, is the exchange between locations.
Of course, collaboration between sites is shaped by different cultures and different perspectives within the Group. But there has always been a common goal: to move the Cicor forward. We see ourselves as one vessel carrying everyone in the same direction – not a speedboat, and not a luxury yacht, but a reliable vessel that gets things done. 
Cosmin Popa: For me, one of the biggest highlights was seeing our Romanian site transform. We started as an extended workbench. We received materials, processed them and returned finished goods. Over time, we developed into a fully operational manufacturing company with our own technologies, processes and customer relationships.
One important moment was when I said: “I would like to build up a sales office in Romania.» The answer was simply: «Then let’s do it.” That shows the spirit of Cicor. People are given opportunities to develop and take responsibility. 
When I joined the company in 1997, our production facility was actually located in between two farms. We had cows on one side and pigs on the other. But we were young, enthusiastic and ready to build something. Since then, we have continuously developed – with new facilities, in 2009 and 2018. Today we work on over 13,500 square meters of floor space and assemble over a billion components every year. 

Cicor’s 60-year history is a story of continuous change. Which milestones were particularly important?
Erich Kuenzle: The first was 2005, when Cicor evolved from a PCB manufacturer into an electronics manufacturing services (EMS) provider. This was a fundamental change and opened the door to new technologies and markets.
The second was 2020, Cicor clearly decided to accelerate further growth. The speed of expansion since then has been remarkable. What is fascinating is how quickly the organisation integrates new sites. Sometimes, after only a year, it feels as if a new location has always been part of Cicor.
Cosmin Popa: The Group does not simply acquire a company and immediately replace everything with central processes. Instead, it respects existing expertise and allows sites to contribute their strengths. This preserves experience and know-how – something that is extremely valuable in our complex industry.
But coming back to the question, for me, the opening of our new production facility in Arad 2018 was my personal biggest milestone. Everything we had achieved in Romania up to that point culminated in that moment. It was truly emotional.
Erich Kuenzle: Absolutely. I felt exactly the same when we opened our new building in Bronschhofen in 2016. I’m very grateful to Cicor for reaffirming its commitment to Switzerland and Romania as a manufacturing locations with these investments.

Cicor today serves customers from MedTech, Industrial, and Aerospace & Defence. How did this diversification impact the company? 
Cosmin Popa: If you want to grow into a larger group, you cannot focus on only one segment. Diversification allows us to address different customer needs. Price is important, but it is not everything. Customers also value proximity, communication, language and reliable supply chains.
Erich Kuenzle: For manufacturing in Switzerland, it was essential to find areas where we could create real value. Moving into regulated markets such as MedTech, railway or aerospace was a key step. These industries require a high level of quality, reliability and compliance, which creates opportunities where expertise matters.
As a contract manufacturer, we only be successful when our customers are successful. That is why relationships and trust are so important. Some customers have been with us for decades. When you work together over such a long period, you understand their products, their challenges and their businesses much better. 

Despite its growth, close relationships and a strong team spirit are still essential at Cicor. How has the company preserved this culture?
Cosmin Popa: After more than 20 years, you probably spend more time with your colleagues than with your family. So naturally, a company can become a kind of second family. The important thing is having a core team that works together openly and transparently. When new colleagues join, they feel this culture.
We try to avoid unnecessary politics and focus on finding solutions. We have had challenging moments, of course – like any family. But we always found a way forward. 
Erich Kuenzle: A key element is responsibility. Cicor pushes decision-making down to where it is needed. There are clear expectations from the Group, but within those boundaries, sites have the freedom to organise themselves and make decisions.
This creates ownership. It means people feel responsible for their business, their customers and their teams. A highly centralised organisation would not have the same speed and flexibility. 

What is your wish for Cicor as it celebrates its 60th anniversary? 
Cosmin Popa: My wish is that Cicor continues in the same spirit – that we never forget our roots, our culture and the way we work together. The goal should be to reach the 100-year anniversary one day.
Erich Kuenzle: I fully agree. Cicor’s strategy is continued growth, but the challenge will be preserving the spirit of self-responsibility at the sites. That is one of the reasons for our success, especially compare to other EMS companies.
And, of course, I still have a personal ambition: if Cicor ever acquires a site in Hawaii, I would happily become the Managing Director there.
Cosmin Popa: If Hawaii is already taken, I will consider the Bahamas!