Wouter Garot, SILICON Founder and Advisor, and Konrad Eichberger, SILICON CEO, open up about their childhood dreams, toughest decisions, and the moments that shaped them as leaders.
Wouter Garot (A): As a child, my dream was to have my own company. I decided that when I was just 13. Of course, dreams change as you grow, but that desire to build something of my own stayed with me.
Konrad Eichberger (A):
Honestly, I wasn’t much of a dreamer. I grew up in a family of athletes, and both sports and music were a big part of my life. My youth was more about exploring and learning than chasing a single dream. One thing that fascinated me was aviation and the freedom it represented. One of my dreams was to work for aviation, and that dream eventually became a reality.
Konrad Eichberger (A): My first real job was in Alaska when I was 18. I started out sweeping the parking lot at Wendy’s, then worked my way up through different roles, including PepsiCo and doing charity work for kids. Living and working on my own at such a young age taught me to be independent and plan my life. I learned early that you have to lead yourself before you can lead others. Take responsibility, work hard, and listen to people around you. Those lessons have stayed with me to this day.
Wouter Garot (A): There are a few days I’d love to relive, but one stands out above the rest. In the early days of my business, every order felt like a victory. The most memorable was my first big order, worth 250,000 guilders back in 1984. I designed a new anchor, the VLZ anchor, during a meeting that lasted just an hour and a half. Walking back to my car, I was beaming with happiness. That day showed me I was on the right path.
Wouter Garot (A): One of the hardest decisions came during a major project for Shell in 1989. We were asked to install 65,000 anchors in just one week, a task I’d never done before. I agreed to take it on, as the customer had so much faith in me. After a tough safety induction, half my team quit on the spot, leaving me with only eight people.
I had to decide whether to continue or walk away. I chose to push forward, splitting the team into day and night shifts. Against the odds, we finished on time. That experience taught me the value of perseverance, and it also inspired the logical next step: developing a Rapid Arc Welding machine.
Konrad Eichberger (A): One of the boldest moves I made was insisting on keeping different prices for the same product across 13 European countries. Everyone expected a single European price, but I believed the value was different for each customer. It took courage, a lot of conviction and careful explanation, but it worked, the deal held, and I learned that standing by your principles, even when it’s not the easy path, will pay off.
Konrad Eichberger (A): What really sets us apart is the value we add. Our technology makes things faster, cleaner, and safer for our customers. We’ll keep pushing for innovation and better service. I believe in making lots of small, smart changes that add up. If everyone improves just a little, the impact is huge. My focus now is on building lasting customer relationships while inspiring employees to take ownership and innovate. When trust and safety are at the team’s core, creativity and progress naturally follow.
Wouter Garot (A): Step out of your comfort zone. If you only do what’s comfortable, you won’t learn or grow.
Every challenge is a chance to expand your business and your skills. If I hadn’t taken risks, we wouldn’t have developed new products or improved our processes. Embrace the tough days, they’re opportunities for growth and expansion.
Konrad Eichberger (A): A lot of people think CEOs are unapproachable or sit on a throne making all the decisions.
The reality is, good leadership today is about dialogue and collaboration. Being approachable and listening to your team is essential.
Wouter Garot (A): What I’ll miss most is the process of selling and explaining that better solutions and products are now available. We’ve transformed the American market. Without us, they’d still be relying on old hex metal. It’s incredible to see how our innovative products have improved safety and efficiency on job sites, and our customers value the difference. What I’ll miss the least is the responsibility of letting people go. Letting someone go always felt like a personal failure, either in hiring or training. That’s the hardest part of leadership for me.
Wouter Garot (A): I’ve always seen the world as my playground, not just the Netherlands or Europe. I try to speak simply and truthfully, making complex ideas easy to understand. People are more likely to join you if they understand you and your values. I also believe in knowledge sharing, training people so they gain control and responsibility in their roles. That builds a stronger, more cohesive team. I encourage everyone to embrace the company’s vision and to keep learning and growing together.
Konrad Eichberger (A): For me, it’s all about connecting with people, being present, visiting offices, talking to teams and customers, and making sure everyone feels heard. I like to use workshops and group work to encourage involvement and mutual learning. It’s also important to respect local leadership and cultures, whether that’s in Japan, the US, or Saudi Arabia. I want to create an environment where people feel safe to share ideas and know their contributions matter.
Wouter Garot (A): Retirement for me is non-existence. It doesn't. I don't believe in that. I’ll always be involved, especially in supporting industries where I have experience. I want to keep sharing knowledge and supporting others as long as I can. Creativity and continuous learning keep me mentally healthy. My goal is to help others make decisions, learn from mistakes, and grow into their roles. Passing on knowledge and ensuring continuity is more important to me now than personal gain.
Wouter Garot (A): Now, my dream is about continuity, making sure the people I’ve hired continue the work and carry the vision forward. It’s not about money anymore, but about ensuring that knowledge and values are passed on, and that the company thrives even after I step back.
Konrad Eichberger (A): Now, my dream is to grow SILICON into an even more successful and profitable company, not by making huge changes overnight, but by empowering people, building trust, and making lots of small improvements.
If everyone gets just a bit better, the whole company moves forward together.
