Doppio
Katja Möller and Jero Bentz have been co-leading the Melitta Group since July 2025. What unites them is more than just a jointly held position: it is trust, openness, and a commitment to making forward-looking decisions that take people’s needs into account. In this interview, they discuss their collaboration as a leadership duo, Melitta’s future viability, and opportunities in international markets.
Katja Möller
Jero Bentz
- Katja, Jero, you’ve been the Melitta Group’s leadership duo since July 2025. When did you first think “This partnership is going to work”?
- Katja: For me, it was the exact moment Jero asked me if I’d like to lead the company together with him. It felt right straight away. I immediately had a clear picture of how our collaboration would work. Jero and I have been working together for 16 years. We know each other very well and trust one another. We share core values and a common leadership philosophy.
- Jero: I think I realized it about three years ago. When it became clear that Katja’s predecessor, Volker Stühmeier, would be stepping down from Chief Corporate Management, I started thinking: Who could take his place? Katja quickly came to mind, and I knew right away she’d be a great fit. After working here for so long, she knows Melitta extremely well. The next step is to take a conscious look at things and ask yourself, “How does this feel?” And I was always certain that we’d complement each other very well as a duo.
- In what way exactly do you complement each other?
- Katja: Jero is an entrepreneur through and through. It’s very clear to me that he has his great-grandmother DNA. He has tremendous creativity and quickly recognizes where opportunities lie and what risks we need to consider. My strength lies in the practical implementation, in organizing topics, bringing the right people together, and also paying attention to what happens ‘between the lines’.
- Jero: We complement each other every day in meetings. We challenge each other’s ideas and bring different perspectives and approaches to the table. This mental sparring is also why I love working in a team so much: I find diversity exciting because it constantly challenges me in new ways and ultimately leads to the best possible outcome. To achieve this, however, you need total honesty …
- Katja: … and a culture of open dialogue based on an equal footing. You need to feel you’re free to express who you really are at all times.
- Why is authenticity so important for Chief Corporate Management?
- Jero: As I see it, authenticity means staying true to yourself and embodying the company’s values in a credible way. This includes reliability and consistency, as well as respect for people and their diversity. Especially at Chief Corporate Management level, it’s important that these values are not merely stated but are clearly reflected in our daily work. This builds trust and provides orientation.
- Katja: I’d like to add the willingness to take on responsibility and also make difficult decisions. These values help us to inspire people, successfully develop our business, secure existing markets, and break into new ones.
- Katja, you’ve been with the company for more than 30 years. How has your new position changed the way you see Melitta?
- Katja: Back in 2020, when I took over as head of the Coffee Preparation division, I asked myself the question: What do I stand for, and what do I want to achieve? My answer at the time was: Our employees are proud to work at Melitta. And that answer still holds true for me today.
- My perspective on Melitta as a whole has of course broadened. Today, my decisions affect the entire Group, its overall alignment, and its long-term development. As a result, my responsibilities have also grown. But my goal – my ‘why’ – hasn’t changed.
- What does that mean in practical terms for you and the way you act?
- Katja: I believe that good leadership means combining the head and the heart: analyzing situations objectively while keeping in mind the people behind the decisions. Even in a position of responsibility, I want to remain approachable and open to dialogue, to listen, and to take different viewpoints seriously.
I believe that good leadership means combining the head and the heart: analyzing situations objectively while keeping in mind the people behind the decisions.
, Chief Corporate Management Melitta
- The coffee market is volatile. Geopolitical crises, climate change, economic uncertainty – how does Melitta tackle these challenges?
- Jero: That’s right, coffee prices can fluctuate sharply and that presents a real challenge for us. At the same time, coffee is a daily staple for many people around the world. Despite rising prices, demand is generally stable or growing, making it very reliable and resilient to economic crises. And it’s precisely this combination that aligns perfectly with Melitta’s vision as a family-owned company with a long-term focus. It’s no coincidence that our strategy extends all the way to 2033.
- Consumption might be stable, but commodity prices certainly aren’t.
- Jero: Exactly, and in fiscal year 2025, we successfully navigated this challenge and demonstrated that, as a family-owned business, we also have a competitive advantage in this regard. Our response to market fluctuations is level-headedness, composure, and sound judgment. We remain committed to the long-term strategy we believe in. And that’s a huge advantage in the coffee business.
- Katja: At the same time, we want to combine our long-term focus with the ability to respond quickly to change. When the market shifts, we have to adapt. We need to be vigilant, keep a close eye on the markets, and draw the right conclusions at the right time – decisively and consistently, but never in a frantic or impulsive manner.
- Melitta aims to consistently grow its coffee business. Where do you see the greatest potential?
- Jero: Growth and international expansion are important, but not an end in themselves. Especially in the coffee sector, you need to have both humility and foresight. When we enter new markets, we ask ourselves where our opportunities lie and how we can add value. Take Brazil, for example, a country with a high level of coffee consumption. The market is saturated, but it’s large and diverse. We have a strong presence in the south, but we still see growth potential in the north. However, this means dealing with different market conditions and preferences in terms of roasting, preparation, and coffee pack sizes. For us, humility means addressing these differences. We want to grow, but always taking into account the unique characteristics of each market. This also applies to other potential growth markets in Asia, Scandinavia, or Eastern Europe.
I find diversity exciting because it constantly challenges me in new ways and ultimately delivers the best results.
, Chief Corporate Management Melitta
- Melitta is closely associated with coffee, but what role do the other divisions play for the Group?
- Katja: Coffee accounts for about 60 percent of our revenue, making it the most significant of the three pillars of our business. The second is coffee preparation, which is where Melitta’s origins lie. As a manufacturer of filter papers, we’re the global market leader and widely recognized for our tremendous expertise in this field. The third pillar are our household products, which continue to drive our growth. Our Cofresco products are market leaders in Europe. This business is stable and extremely rewarding for us.
- Jero: In addition, there’s our direct-to-consumer business, which we’re continuously expanding. Roast Market, for example, is the leading online platform for premium coffee and coffee accessories in the German-speaking region (DACH). And we’re currently establishing the platform in other European countries. Roast Market not only offers us significant growth potential, but also strengthens our relationship with consumers. It enables us to reach people who are deeply passionate about coffee and gain valuable insights through direct interaction with them.
- The partnership with Real Madrid has given Melitta even more visibility on the international stage. What does this partnership say about the brand?
- Katja: Sport stands for dynamism and vitality, for discipline and endurance, for fairness and respect. These are values that Melitta identifies with 100 percent.
- Jero: Real Madrid is not just a highly successful soccer club. It is known throughout the world, particularly in Asia and South America – growth markets that are of great interest to us. Real Madrid serves as a beacon in those regions. The partnership is therefore an excellent way for Melitta to generate awareness and goodwill for our brand and our products in these regions.
- This year’s annual report is titled “About People and Passion.” Which experience from your first year as a leadership duo best embodies this motto?
- Katja: I think it’s very important for corporate management to be present and approachable. When I took office in July 2025, I said to Jero, “Let’s hold a staff meeting before the summer break”. I was very nervous – the large foyer in Minden was packed. But when I looked into the faces of the employees, I realized just how closely connected they feel to Melitta and how much each and every one of them wants to contribute to the success of our company. And right then, standing on stage with Jero, I immediately felt at ease in front of them. That moment – along with many others – embodies for me our motto “About People and Passion”. These moments helped me through my first year – and continue to inspire me.
- Jero: Our colleagues want to experience us live – genuine and honest. This applies to the good times, as well as to those moments when we have to deliver difficult news. Or when uncertainties throw up questions that we can’t yet answer. Being authentic, open, and honest in such situations – and then sensing that people trust us: this is also what “About People and Passion” means to me.
Jero Bentz
Jero is the great-grandson of company founder Melitta Bentz and has been a member of Chief Corporate Management since 2013.
After graduating from high school and completing his training as an army reserve officer, he studied business administration in Würzburg and Koblenz and subsequently earned an MBA in Charlotte, North Carolina, while working. He began his career as a consultant at a major accounting firm. After a spell as the owner and Managing Director of a marketing agency near Lake Constance, he joined the family business in 2010. Jero thus represents the fourth generation of the Melitta Group.
Katja Möller
Katja has been with the Melitta Group since 1996 and has been a member of Chief Corporate Management since July 2025.
She began her dual study program in business administration at Melitta Household Products in 1996. Her first position there was in Logistics Controlling in 1999, and over the years she rose to become head of Controlling EU. Following further leadership roles within the Melitta Group, Katja took over as Managing Director of Melitta Europa GmbH & Co. KG – Coffee Preparation Division – in 2020.
