„Listening to others is part of being a leader.“

Dr. Marie Jaroni has been CEO of thyssenkrupp Steel Europe AG since November 1, 2025. Strategic business development, quality assurance, public relations, politics, … Marie Jaroni has a wide range of responsibilities. She studied metallurgy and materials science at RWTH and she earned her doctorate with a dissertation on “Rare Earth Metals in Europe.” In an interview with “keep in touch,” the RWTH alumna talks about her fascination with steel, the huge challenge of leading Germany’s largest steel manufacturer, and the time that she spent at RWTH.

Dr. Jaroni, you spent several years in academia and then you worked at the management consulting firm McKinsey & Company. Why did you decide to go into management consulting after you completed your studies?

I've always been interested in different perspectives. Before I began my studies in Aachen, I studied politics and history in Bonn. After completing a highly focused degree program in metallurgy in Aachen, I had become quite specialized in the field. I wanted to distance myself from that to some extent and gain a better understanding of economics. In my view, the management consulting firm offered a very good opportunity to do this, not least because of its international focus. I was able to travel a lot, get to know different companies, and broaden my horizons. I felt like I was able to explore many different topics there in a short amount of time and learn a great deal about economics. That’s why I applied to McKinsey.

You just mentioned your studies: You first studied history, political science, and physics in Bonn, and then you studied metallurgy and materials science at RWTH. What inspired your desire to explore metal more thoroughly?

When I was in eleventh grade, I visited a foundry institute as part of “Girls’ Day,” and I thought it was really fascinating. In the facility, we saw metal being melted down and cast into coins. Back then, I was impressed by just how many different elements came together—like the chemistry behind it all. Later on, it came time for me to choose what to study. I would have preferred to do a general studies program—that is, to get a taste of different subjects—and then make my decision. However, that option was very rare in Germany at the time, and it wasn't available at the universities that I was considering. That's why I went to Bonn and, in a sense, put together my own general studies program by studying history, politics, and physics. I did that for two semesters, and during that time I thought about what my future career might look like. After an introductory exercise, I struck up a conversation with a history professor who asked me about my minors, since history was my major. When I mentioned physics, he perked up and asked whether I was really studying physics. He then asked me whether I was interested in natural sciences. When I replied that I was very interested in them, he said: "Then why don't you just study that?" By that point, I had already been thinking about focusing more on a specific subject, and I remembered my experience at “Girls’ Day” when I was in eleventh grade. That’s how I finally decided to study metallurgy at RWTH Aachen University.

My parents both studied in Aachen, too, so maybe that had some influence on me. Besides, Aachen is a beautiful place to be! It’s not too big—but it's a college town. That was important to me, and it was the reason why I had initially chosen Bonn. RWTH is also a very good technical University. The whole package was right for me. On top of that, metallurgy isn't a subject that is offered at many universities.

How did your time at RWTH influence your professional career?

I'm still very much focused on my studies. I studied metallurgy and I now head Germany's largest steel manufacturer—so I still rely heavily on the technical foundations I laid during my studies. I'm certainly not the most knowledgeable expert when I compare myself to my colleagues who work in production every day. But I understand exactly what they do. This is very helpful for a position on the board of directors or even as CEO: I understand the processes and the products that result from them. The fact that I, as CEO, have such a solid technical background is somewhat of a special case—and it is extremely valuable for my work.

In addition, my studies sparked a fascination with molten metal—with what can be made from ore and what the final product looks like. I hadn't felt this fascination before I started studying metallurgy. It clearly came about as a result of my time at RWTH and the many internships I completed.

We come across products made of steel in so many everyday items. Every day, we hold something in our hands that’s made of steel—and here in Germany, it’s often made of thyssenkrupp steel. It might be in your car or in your washing machine, or elsewhere, but steel really is everywhere. When I'm out and about with my kids, I can say, "Look, that's ours—we made that!" Steel is something you can touch. For example, when you see the ships carrying ore and coal arriving here from Rotterdam, at first glance—to the untrained eye—all you see is raw rock. In the end, however, they end up becoming a high-quality product that has been precisely calibrated. From a process engineering perspective, this is incredibly fascinating.

Where was your favorite spot on campus when you were a student here and working on your doctorate?

I really enjoyed being on Intzestraße [location of the Institute of Process Metallurgy and Metal Recycling, Ed.] – or in the cafeteria.

I worked for a long time as a student assistant at the Institute of Process Metallurgy and Metal Recycling. I have some very fond and heartwarming memories of that. It was a great community, and I worked with a very exciting team.

You have been a member of the thyssenkrupp Executive Board since 2024 and you have been the CEO since November 2025. Have these steps made a big difference in your life?

Of course, joining the board of directors entailed significantly greater responsibility than the duties I had previously held. However, becoming CEO was yet another huge step. The role of CEO entails a much higher level of visibility, both externally and within the company. This brings with it many exciting and positive elements, but at the same time, it also presents significant challenges. Everything you do or say is closely observed and analyzed.

In addition, I am now taking on significantly more political responsibilities and public relations work. I've dealt with that in previous roles as well—for example, in connection with the issue of "green steel." As CEO of Germany's largest steel manufacturer, this is something that you are confronted with increasingly often. You need to be aware that you’ll be doing much more of this kind of work before you even take the job.

Among other things, you are responsible for strategic direction, public relations, and policy… But you also visit the plants and talk directly to the people who work for thyssenkrupp. What is a typical workday like for you?

I don't really have a typical workday. For example, this morning I discussed a few strategic issues with my team; now I'm talking with you, and later we'll be hosting the "Jugend forscht" competition. I go there and help the kids bring their great ideas to life—that could definitely be classified as public relations work. I have another meeting on financial matters this evening. Tomorrow morning I'll be at the cold rolling mill, where I'll meet up with my coworkers. This is a good example of my work over the course of two days.

Are you still in contact with RWTH?

Yes, I am still in connection with the metallurgy departments, and particularly with Professor Bernd Friedrich. We are in close contact because his expertise is very closely aligned with the topics we work on here at thyssenkrupp. We are discussing the matter and considering in which areas collaboration with the institute would be beneficial. I also find myself at RWTH from time to time—for work, but also, for example, at our institute’s annual alumni reunion.

In the meantime, you have led thyssenkrupp’s decarbonization transformation, which meant you were responsible for reducing 2.5 percent of Germany’s total CO2 emissions. How did you go about tackling such a big task? What is the current status of “green steel”?

We absolutely must start gradually replacing our blast furnaces with other technologies. This is critical from a political, social, and climate perspective. About 80 percent of our CO₂ emissions are generated using the blast furnace process. That being so, it was clear that this was where we needed to begin our work. With this in mind, we developed a clear strategy with which to go forward. The first step was to develop the concept for a direct reduction plant with a downstream remelting furnace. The second step was to find the right partners to carry out the project. Together with a plant manufacturer, we are now in the third phase, and we are building this plant to replace the first blast furnace. Another important step was applying for grants. We receive these from the Federal Government and the state of North Rhine-Westphalia. This enables us to actually carry out such a large-scale project as we receive an investment volume of approximately three billion euros. We are currently in the process of building this new facility. I really enjoy going there regularly to check on the progress in person.

We read and hear about it all the time in the media—Thyssenkrupp is facing financial challenges. A large number of jobs have been cut and continue to be cut at the company. That's definitely not easy. Nevertheless, you attend staff meetings and engage in discussions with employees. Why was that so important to you?

I see it as one of the main responsibilities of an executive board—and especially of a CEO—to face up to that responsibility, especially during difficult situations. This includes providing guidance, ensuring that everyone understands the next steps, and giving colleagues clarity, especially in difficult situations. It's important to me to answer my colleagues' questions at company-wide meetings and to get a sense of what really matters to the people in the company. I see it as my duty to take on this responsibility: I need to listen, communicate transparently, provide guidance, and address and understand the concerns and questions of our employees.

You spend a lot of time visiting thyssenkrupp's plants. For example, you visited the company fire department at Christmas. Are you doing this partly because you want to see and hear from the people who work for thyssenkrupp?

Exactly, it is hugely important to me to remain in close contact with our staff. As I said: I want to understand what my colleagues are thinking, what issues concern them, and what's currently happening at the plants. After all, they are the heart of our company—steel production needs to run smoothly, safely, and efficiently. That's why I was also a member of the company fire department. Our colleagues there ensure that, in the event of an emergency, we can get help where it’s needed very quickly and we can continue production safely. It's important to me to connect with my colleagues. As far as I am concerned, that is a key aspect of leadership. As a board member, you have to lead—and that always includes listening to others. You can't fully experience that just by looking at a screen; you have to be there in person.

Balancing family and work life is not always easy. Would you like to share with us how you achieve this balance? Do you have any advice for families?

I think it's important to realize that you can't always handle everything on your own. This also includes accepting help, building a network, and setting clear priorities. However, I find it difficult to give general advice because everyone’s family situation is different. Are there any grandparents who are available to help out? How independent are the children? To what extent is the partner involved? Each family must find its own way and set clear priorities.

Do you have any key advice for alumni or students who are also interested in pursuing a career in the steel industry? What advice would you like to give them?

I’d like to tell them that pursuing a career in this industry is a great idea! Steel is a fascinating material, and the entire industry is undergoing a major transformation as a result of decarbonization. We are researching, developing, and building entirely new facilities to produce steel in a way that is CO2-free in the future. What we at thyssenkrupp—just like other steel manufacturers in Germany—achieve in the field of process and plant engineering is state of the art, right at the cutting edge of technology. That means that this field is a very diverse and exciting environment for aspiring engineers. The steel industry in Germany has a bright future, and so it’s wise to consider pursuing a career in it. Steel is a basic material, and it is the starting point for many value chains in Germany and Europe. Even if individual stages of the value chain are relocated, steel will continue to be produced in Germany. This matter is currently receiving political support as well.

In conclusion, I don't really have a single piece of advice—except maybe: just do it! The work is exciting, technically diverse, and it touches many other fields. You'll find a wide variety of professions here as well: Chemical engineers, metallurgists, process engineers, mechanical engineers, electrical engineers – I really think there’s an interesting job here for everyone. And we're always happy to welcome students from RWTH!

What would you like people to associate with you as CEO of thyssenkrupp ten years from now? Do you have a goal that you’d like to be remembered for?

I’d like people to say: she implemented the transformation together with her team, and she didn’t just issue the necessary orders from her ivory tower. She restored thyssenkrupp to sustainable profitability, and her employees are proud to work here.
That would be lovely.

– Author: Siba Fitzau. The interview was conducted in February 2026.