A. Company & Market Outlook
To begin, how would you describe the current state of the logistics market from your perspective as CEO?
The world is getting more and more complex. Interruptions of supply chains are getting more frequent and leave an impact on logistics.
At the same time customer expectations regarding service quality, reliable delivery times or reduced risks are getting higher. Therefore, they are increasingly looking for digital solutions that deliver more planning security and ensure seamless operations.
Looking ahead, what major trends do you believe will shape the industry over the next three to five years?
In the next few years, three forces will fundamentally shape logistics and supply chains:
First, digitization will play an even more crucial role in transportation and logistics. With customers being used to the comfort of digital applications from other business areas or their private life, the use of more digital solutions will also spread across the logistics sector.
Second, based on improved data availability and quality, AI solutions will be able to deliver real value for “logistics applications” and analytical support to operational decision-making, enabling companies to anticipate disruptions and optimize networks in near real time. Methods and algorithms are already there, computational power is already in place and massive infrastructure investments are currently happening. The only missing link is how to map the available technologies to the specific use case and IT systems.
Third, logistics providers are more and more looking for additional revenue sources. E.g. utilizing additional insights for their customers such as emission free transports which can be monetized via book and claim.
Are there any market developments that you feel are still underestimated or overlooked by the industry?
Yes. The development of AI technology is very fast. Solutions could be ready and available to logistics companies (and others) in an instant. Currently there are only a few minor building blocks missing for AI tools to have a large scale impact within this sector, too.
Therefore, companies that are already using or are adopting AI technology now will have major cost and competitive advantages in the near future.
At the same time, sustainability topics seem to have lost their momentum and media attention due the dilution and weakening of regulations like the CSRD in Europe. Companies are currently focussing more on operational efficiency again. However, we expect this situation to shift again towards more sustainable action in the coming years. It is therefore essential that companies continue to strengthen their sustainability efforts and offer solutions, because we still see an ongoing strong customer demand for sustainable solutions and expertise.
B. Company Strategy & Future Development
What are the strategic priorities your company is focusing on right now?
Our strategic focus is threefold.
First, we are deeply embedding the synergy between sustainability and efficiency into our product DNA. We anticipate a future where these are no longer separate goals but are inextricably linked in the minds of our customers.
Second, we are committed to driving the internationalization of our services. This allows us to build a robust second pillar outside of the currently cooling European market. Looking ahead, we see significant growth potential in the United States, where we expect demand for AI-driven supply chain solutions and services to accelerate over the medium term.
Third, we will expand our portfolio with additional insights into markets. E.g. with our Commodity Price Forecasting we aim to deliver price forecasts, which could eventually also fuel forecasts for logistics pricing.
How do you balance longterm transformation with the daytoday operational pressures of the logistics business?
In logistics, operational pressure is constant — disruptions, cost volatility and capacity constraints leave little room for abstract transformation programs.
From a software provider perspective, transformation only works if it delivers value within existing operations. That is why we focus on AI and sustainability intelligence solutions that can be seamlessly integrated into core logistics processes, such as demand forecasting, transport planning and emissions management.
By improving the quality and speed of everyday decisions, companies can stabilize operations today while systematically building more resilient, transparent and future-ready supply chains over time.
C. Innovation, Digitalization & Technology
How do you ensure that innovation translates into real value for customers and employees?
We focus on data quality and tools that can be trusted, because without reliable data, innovation creates friction rather than value. Our solutions use AI and TÜV certified calculations to automate complex analyses — from forecasting to transport emissions or the calculation of the product- and corporate carbon footprint — our solutions create transparency and translate data into clear, actionable recommendations.
One way to create real value is by unlocking new revenue potential. With our Book & Claim feature we enable transport companies to monetize investments in alternative fuels while simultaneously using efficiency gains as a competitive lever.
Additionally, we have real experts who are always there for our customers and provide assistance during the onboarding process which ensures adaption of the tools within the company.
D. Sustainability & ESG, CSRD & Lean & Green
Sustainability is becoming a competitive factor. How is your company integrating ESG, CSRD, Lean & Green into its strategy?
Our software is designed to help (logistics) companies achieve CSRD readiness and Lean & Green alignment by embedding ESG and emissions data directly into operational processes. This enables organisations not only to meet regulatory requirements, but to improve planning quality, optimise transport and reduce emissions — making sustainability a driver of operational efficiency and performance, not just compliance.
Do you see sustainability as a cost, an opportunity, or both?
Sustainability is primarily an opportunity when it is approached strategically. For logistics companies, transparency on emissions, ESG indicators and resource consumption creates the basis for better operational decisions — from network design and transport mode selection to supplier and carrier choices.
Companies that integrate sustainability data into their planning processes reduce inefficiencies, lower costs and strengthen their market position, while those that treat it purely as a compliance cost risk falling behind in an increasingly regulated and performance-driven environment.
E. Workforce, Skills & Leadership
From a leadership perspective, what principles guide you in navigating uncertainty and rapid change?
In times of uncertainty, leadership is about clarity, trust and adaptability. We focus on setting a clear strategic direction, empowering teams with data and AI-driven insights, and creating an environment where learning and experimentation are encouraged.
As we aim to be flexible at all times and be able to react to e.g. changes in customer demand or regulatory frameworks, we work in SCRUM teams with ongoing challenge and re-priorization of topics.
This enables us to remain adaptable and use change as a catalyst for innovation rather than a source of instability.
F. Collaboration & Ecosystem Development
What types of collaboration do you believe the logistics ecosystem needs more of?
The logistics ecosystem needs closer, outcome-driven collaboration between logistics operators, technology providers and data platforms. Too often, innovation happens in silos. By working more closely with solution providers that can integrate data, AI and sustainability into operational systems, companies can accelerate digitalisation, reduce complexity and turn transformation into measurable business impact. This is particularly true when it comes to the scaling of software solutions that can create tangible efficiency gains at a comparably much lower investment.
As a European logistics and innovation hub, Luxembourg is uniquely positioned to bring these players together, combining operational excellence with digital innovation to accelerate the adoption of AI, data-driven decision-making and sustainable supply chain practices across the industry.
G. Customer Expectations & Service Evolution
What does “excellent customer experience” mean in logistics today?
In today’s landscape, “excellent customer experience” is defined by a seamless, friction-free experience. It is no longer enough to simply move goods from A to B – the customer views any associated data as being just as valuable as the physical service.
Expectations have shifted as customers are more discerning than ever and demand real-time insights. To meet this, we aim to deliver answers before questions are even asked. This level of proactive transparency is only possible through the rigorous application of cutting-edge software which allows us to turn complex data into immediate, actionable information our clients can rely on.
H. Future Opportunities & Vision
Where do you see the biggest growth opportunities for your company in the coming years?
The greatest growth opportunity lies in helping companies transition from reactive planning to AI-driven, anticipatory decision-making across supply chains. As volatility, commodity shortages, regulatory pressure and sustainability requirements intensify, demand will grow for solutions that connect forecasting, operational execution and ESG intelligence into a single decision layer.
Geographically, we see strong momentum beyond Europe, particularly in the US market, where supply chain resilience and sustainability are becoming strategic board-level priorities.
What excites you most about the future of your company and the industry?
What excites me most is the shift from managing complexity to mastering it through intelligence. AI, high-quality data and sustainability insights are converging to fundamentally change how logistics networks are designed and operated.
At pacemaker.ai, we are excited to be part of shaping a future where supply chains are not only faster and more efficient, but also more transparent, resilient and sustainable turning uncertainty into a competitive advantage for the industry as a whole.