Schoebel takes a sip to say goodbye

As part of the merger, markus schoebel will leave divino at the end of march 2013 for family reasons and return to his home in north rhine-westphalia. "It was not an easy decision, but at the latest after the merger, the personal location question had to be finally clarified", says markus schoebel. He has "successfully completed" the merger of divino nordheim and consilium thungersheim and he looks back fondly on the varied and exciting years he's had at divino, for which he is very grateful. In the merged company divino nordheim thungersheim, however, the 38-year-old will no longer be available to the company.

Always commuted
Since taking up his post in nordheim in the summer of 2009, schoebel had permanently commuted between schwelm and nordheim. "My private life with my family and friends is suffering, and I can no longer do my voluntary work, schoebel explains the background to his decision.
With his dedication and experience, he has made a significant contribution to the development of the divino brand and brought both the club and the foundation to life. Over the past three and a half years, schoebel has steadily built up the divisions entrusted to him and provided essential impetus for value-creating growth in wine-franconia. Especially in the area of sustainability, divino has been able to take an outstanding position in german viticulture under his leadership.
Wendelin grass, who has been managing director of consilium thungersheim since 2010, will in future be the sole managing director of the company. In terms of personnel and cellar management, the move from thungersheim to nordheim is already in full swing, and grass will also be moved to nordheim by 1 january at the latest. January from nordheim.

Two-brand strategy
After the two cooperatives had already entered into a bottling cooperation since april 2011, their member winegrowers decided to merge the two companies at separate general meetings. The two brands divino nordheim and consilium thungersheim will continue to be managed separately from each other, allowing the opportunities of a two-brand strategy with the corresponding flexibility in the market. In addition, they complement each other ideally in covering the various distribution channels.

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