We have been building the future of audio since 1945 ​

A conversation with Co-CEOs Dr. Andreas and Daniel Sennheiser about the 2024 fiscal year and a passion for unique sound that has lasted for 80 years.

“We have been building the future of audio since 1945 – this is how we see our company's history. It's not so much about the sheer number of years, but rather the experiences that have helped the company grow.”
​– Daniel & Andreas Sennheiser

Congratulations on your 80th anniversary! What does this special year mean to you—as Co-CEOs and as a family?

Daniel Sennheiser: We have been building the future of audio since 1945 – this is how we see our company history. It is not so much about the sheer number of years, but rather the experiences that have helped us grow. We look back on eight decades as an independent family business with pride, but also with humbleness. Today, we are the third generation to run the company—with courage and responsibility—together with many talented employees who share our passion for audio.

What makes Sennheiser's DNA so special – what has shaped the company over eight decades?

Andreas Sennheiser: The drive to rethink things and never give up runs like a thread through our company's history. This desire to explore, understand, and question the status quo—until a problem is truly solved—is what defines us. In addition to our innovative spirit, it is above all our close collaboration with our customers that forms the core of Sennheiser's DNA. Whether it was inventing the world's first wireless microphone in 1957 or developing new capsule heads for global stars such as Ed Sheeran and Drake, it's always about working together to create something that didn't exist before and thus redefining the audio industry bit by bit.

You mention groundbreaking innovations: What milestones—but perhaps also less successful products—have had a particular impact on your company?

Daniel Sennheiser: Without a doubt, the first wireless microphone from 1957, developed in collaboration with German television, is one of them. Back then, the cable was cut live on air – a very effective publicity stunt – and the show went on regardless. Another highlight was the development of the first open headphones, the HD 414, which came onto the market in 1968. That moment marked the emergence of music headphones as a consumer product. Until then, they had been used exclusively in technical contexts. It opened up an entirely new market segment and we initially underestimated this significantly. At the time, the potential was estimated at 500 units per year; our grandfather produced 5,000, and they sold out after three months. Ultimately, 50,000 units were sold in the first year alone.

But not every innovation came to market at the right time: the first true wireless headphones we launched in 2008 were ahead of their time because the right ecosystem wasn't yet in place. And we also introduced the Surrounder with 3D sound too early in the early 2000s – in a market that is only really emerging today. Experiences like these are part of the learning curve at Sennheiser – and reinforce the company's courage to take uncomfortable paths. In order to keep coming up with new ideas, you need a corporate culture that encourages people to be bold and allows them to fail sometimes.

"In order to keep coming up with new ideas, you need a corporate culture that encourages people to be bold and allows them to fail sometimes." ​
​– Daniel Sennheiser

How can this culture of innovation be maintained over decades?

Andreas Sennheiser: The answer lies primarily in not setting too narrow a framework. Our grandfather Fritz Sennheiser's attitude that “engineers need room to dream” still applies today. This is combined with a clear understanding that true innovation often requires patience. For example, we have been continuously developing our 3D audio algorithms for over 25 years; today, they are used in virtual and augmented reality as well as in the automotive sector. So, it's about thinking outside the box instead of just straight ahead. ​

Reliability is more important than ever these days – how does this requirement manifest itself in Sennheiser's day-to-day operations?
​
​Daniel Sennheiser: Reliability is clearly a competitive advantage for us as a company—both in terms of the quality and reliability of our products and in our corporate attitude. During the coronavirus pandemic, we were able to supply our customers consistently thanks to stable supply chains, because we have invested very consistently in our supply chain. We have a high level of vertical integration and remain committed to manufacturing in Germany and at our plant in Romania. Our reliability is also evident in the current economic situation, for example through partnership-based communication on price developments. Especially in challenging times, we show our stance – not with hasty reactions to political developments, but with transparent dialogue.

A long company history also goes hand in hand with a promise for the future. What are you doing today to prepare the company for future generations?
​
​Andreas Sennheiser: We want to remain a family-run company. That's why we strive for solid profitability so that we can continue to invest. We promise our customers reliability and unique sound experiences in the future.

Daniel Sennheiser: And we invest in our future for the long term by training our own staff and creating an attractive, flexible working environment. For us, leadership means providing direction and a framework in which everyone can grow and develop.

We have heard that much of this is in the company's DNA. But what factors have changed and developed Sennheiser's corporate culture in recent years?

Andreas Sennheiser: Flexibility is a central part of Sennheiser's culture today. Employees work where it makes the most sense for them, their team, and their projects. And while in the past, for example, research and development was based in Wedemark, we now work together in a hybrid model. At the same time, the topic of diversity became much more visible. We have always operated in a very diverse market, because music has always been inclusive and brought people from different backgrounds together. It is impossible to imagine music – or Sennheiser – without diversity. We are international by conviction. Our customers in the music industry, broadcasting, television, and educational institutions represent diversity and a wide range of opinions like hardly any other group. We see ourselves as a reflection of our customers. And when someone can develop their full potential and is given targeted support, everyone benefits in the end—both the company and society. Even though there are currently opposing trends in society, diversity is an important, inviolable core value of our company. ​ ​

"Even though there are currently opposing trends in society, diversity is an important, inviolable core value of our company."
​- Andreas Sennheiser

Let's take a look at the past fiscal year. What is your conclusion for 2024?

Andreas Sennheiser: 2024 was a challenging year. Despite volatile market conditions, however, we were able to consolidate our position in the professional audio market while also pushing ahead with important projects for the future. It was a year that took a lot of effort, but one in which we were able to lay the foundations for future growth.

"Despite volatile market conditions, however, we were able to consolidate our position in the professional audio market while also pushing ahead with important projects for the future." ​
​- Andreas Sennheiser

2024 was another year of groundbreaking product innovations. Can you tell us about your highlights?

Daniel Sennheiser: The launch of Spectera marks a real paradigm shift for Sennheiser: away from the classic wireless microphone and toward a programmable platform—comparable to the leap from push-button phones to smartphones. Software updates replace hardware cycles, giving customers maximum flexibility—not only to define and integrate new requirements, but also to actively innovate themselves.

We have also strategically expanded our portfolio with the acquisition of Show Code, a company specializing in audio software. We want to further consolidate our position in the professional audio market. In addition to investing in our existing business, this also includes investments in promising future areas outside our company, provided they fit well with our vision. Through this collaboration, we want to drive forward the development of the SoundBase software, as both Sennheiser and Show Code understand the complexity of live events.

Neumann also fulfilled its “end-to-end” studio promise with the acquisition of Merging Technologies and the MT 48, as well as new software solutions. Other highlights included the TeamConnect Bars for conference solutions, the Ceiling Mic TCCM, the “Profile Wireless” Creator solution, and the MD 421 Compact. We also see great potential in the higher education and training sector: we can equip the entire campus, from ceiling microphones and microphone systems in lecture halls to collaborative systems for hybrid learning in smaller rooms.

What were the biggest areas of investment in 2024? What have you done to ensure that you are well positioned for the future?

Daniel Sennheiser: Despite the challenging economic situation, we continued to invest in research and development in 2024, specifically around 10 percent of our revenue. This resilience to focus our efforts on the future, especially in challenging times, is what sets us apart as a family-owned company. We also placed a special focus on automation in production: At our German site, we further developed SMT technology for chip assembly. We invested $12.2 million in this area in 2024 and $13.7 million in our production sites overall. In previous years, we had already invested heavily in our plant in Romania. In addition to further developing our production capacities in Germany and Romania, we invested around $3.1 million in the digitalization of important customer touchpoints and backend processes in 2024—an important step toward digital business models and an agile service organization.

What are your hopes for 2025 and beyond?

Andreas Sennheiser: We expect to continue working with our customers to find innovative solutions that will make the future of audio even better. We are seeing a strong trend away from festivals, concerts, and even exhibitions and museums toward large-scale multimedia events. People want to experience “WOW” moments, and that requires technology that works seamlessly together. As a company, we want to remain curious. We want to explore things that we believe will have an impact on the future, even if it sometimes takes a little longer for that to become apparent.

"We want to still have this closeness to our customers in 20 years' time and work with them to create and share those special ‘goosebumps’ moments." ​
​- Andreas Sennheiser

From 80 years, 100 isn't far away. What are your wishes for Sennheiser's 100th birthday?

Andreas Sennheiser: We want to still have this closeness to our customers in 20 years' time and work with them to create and share those special ‘goosebumps’ moments - and continue to feel this passion for progress and audio internally. With everything we have achieved so far, I am confident that we will succeed.

Daniel Sennheiser: I also hope that we will further develop our strong and successful culture for the future based on our shared values: Historically rooted and looking ahead - with colleagues who continue to take responsibility at all levels: for innovation, for our customers and beyond.

Click here for the 2024 annual report.