31 years of impact at KWS

For Peter Hofmann, retirement marks the beginning of a new chapter. Nicolás Wielandt looks back on the vision, dedication and leadership qualities of his fellow Executive Board member.

Commitment to investments

In 2004 he was appointed as Business Unit Head for Sugarbeet, a difficult period marked by rapid change and industry restructuring. The first EU Sugar Reform saw the number of factories across Europe reduced drastically, generating both uncertainty and opportunity. Peter fought tirelessly for resources within the company, advocating for investments in people, research, breeding and infrastructure that would secure sugarbeet’s future at KWS as we know it today.

Under his guidance, KWS was able to leverage innovation, starting with the nematode resistance varieties to later Roundup Ready in the U.S., CONVISO^® SMART in Europe and CR+. Peter successfully developed the dual brand strategy in Europe, importing our U.S. brand Betaseed as an attractive offering for farmers and new player in the industry.

KWS gained a substantial market share, reaching a record of 72% last year, based on market value. While the acreage decreased from 7.4 to 4.4 million hectares in the last 30 years, KWS’ sales have increased from €131 million to almost €900 million and EBIT has risen from €31 million to the impressive record of €367 million in 2024/2025, as just published.

In 2014, Peter joined the Executive Board, overseeing Sugarbeet, Cereals, Marketing, and later Corn and Vegetables, making him the only EXB member to have led all crops.

This role marked a shift from hands-on operations to a broader, more holistic view of the company’s commercial strategy. He became a champion of brand development, directing initiatives to reposition our visual identity and positioning KWS as a key partner for farmers and stakeholders worldwide.

With his strong ability to balance the needs of individual Business Units with the broader interests of the organization, he broke down silos and fostered a mindset of collaboration, pushed for a cross-crop strategy and mutual understanding, while achieving critical alignments across teams. His approach to Customer Centricity laid the foundation for future profitable growth and positioned KWS as a trusted seed partner for farmers globally.

Leadership and talent development

Beyond his impressive business achievements, Peter Hofmann’s legacy as a leader resonates most strongly in the culture he helped create, in the countless people whose lives and careers he has touched.

Peter was an early advocate for new leadership approaches, challenging traditional career paths and empowering young talents to rise within the organization. For many of us, Peter was the one who “discovered” us, who believed in us before we even believed in ourselves. Many will remember the moment, somewhere between airport lounges and plant visits, when Peter would look you straight in the eye and ask, “Would you be willing to relocate?” or “Are you ready for a new challenge?” These weren’t just casual conversations – often, Peter had already identified where your potential could shine.

He believed in putting talents together, building teams of high-performing and committed people. It should be emphasized that scouting and developing people, building teams that work aligned is probably the most important task of a leader.

As Peter transitions into retirement, we celebrate not just his accomplishments, but the example he set for all of us. His authentic leadership, passion for business, and dedication to people have made our company stronger, more resilient, and more forward-looking. While his direct presence will be missed, the stories, values, and vision he leaves behind will continue to inspire future generations at KWS.

We extend our warm gratitude to Peter, as well as to his family: Christiane, Carlotta, and Finn for sharing so much of their time and support throughout his career. |