The story of PFNonwovens and its partnership with Aricoma has many parallels, including one in particular: both companies share the same ambition and courage to expand beyond the Czech borders. They want to show that even companies from the heart of Europe can become international leaders.
A company that knows how to stand out
The story of PFNonwovens began in 1992. The P in the name refers to Pegas, a traditional manufacturer of nonwoven textiles from Bučovice, which gradually grew and expanded to Znojmo, where the company now has its production headquarters. The F in the name is associated with First Quality, an American company with which the Czechs have teamed up over the years.
“They also had a long-standing history and a strong position in the U.S. market. However, the American owners reached a point where they wanted to sell part of their business, so they started looking around the world for someone capable of taking over. It was the Czechs who received the offer, and the merger followed, enabling the company to expand globally,” says Robin Beránek, Project Manager at Aricoma.
He and his colleagues from the AMS (Aricoma Managed Services) team who are responsible for the company’s growth. We will return to this story shortly.
PFNonwovens gradually added factories in Cairo, Egypt, and Cape Town, South Africa. On the one hand, this expansion is a testament to the company's strong business and management capabilities, but on the other, it presents significant challenges. Different processes and work cultures had to be unified into a single organization, a task that cannot be accomplished without strong IT support. The manufacturer was well aware of this underlying issue.
The main question: Who does it better?
“We faced two major challenges. The first was to eliminate the technological debt across all layers of our IT – from infrastructure and applications to our service delivery approach. The second challenge laid in the stabilization and unification of the IT service model. In the United States, we encountered weaknesses in the quality of services provided by an external supplier. These issues were reflected not only in language barriers affecting day-to-day communication, but also in limited access of the technological expertise needed for project development. In the Middle East and Africa, the situation was slightly better, but significant differences in competencies remained between the internal team and external partners,” explains Tomáš Galko, Group Director responsible for Information Technology.
All of this ultimately led to the launch of a tender process aimed at selecting a single accountable partner. One team that would take full ownership, bring the necessary know-how, communicate confidently in an international environment, and contribute the energy and initiative to drive new ideas supporting the company’s growth.
“The client had already collaborated with us within one of its business units, so in February we were invited to participate in a major tender for the complete transition of IT management to an external provider. The selection process consisted of several rounds, during which we progressively demonstrated our capabilities, including our ability to manage and deliver the entire process in English,” explains Jarmila Štefáníková, Business Development Manager at Aricoma.
The multi-round selection process included several visits to the client. Prospective IT providers toured all Czech branches early on. “From the outset, it was clear that the client wanted us to gain an in-depth understanding of their operations and to ensure that specific team members would be available 24/7. We welcome this approach. Being a true partner is the best possible position for us,” Jarmila adds, describing one of the reasons PFNonwovens ultimately chose Aricoma.
The decision was made at the end of May, and just a few weeks later, some team members traveled to the U.S. branch for an on-site visit. Although the original plan had anticipated the transition of IT management starting in January, Aricoma assumed responsibility for the U.S. operations as early as August 1, followed by the EMEA region on October 1.
At PFNonwovens, two fundamental challenges were being addressed. The first involved eliminating technological debt across all layers of IT, from infrastructure and applications to IT service delivery. The second was the need to unify and stabilize the IT service delivery framework.
A true "hands-on" approach
“Our previous experience with a fragmented supplier structure was not a positive one, which is why we aimed for consolidation. Today, we operate across multiple locations, and although we share the same brand and manufacturing processes, we still approach certain areas differently. Technology must therefore help us achieve greater alignment. As a manufacturing company, we face enormous pressure to automate and continuously increase efficiency,” explains Tomáš Galko, outlining the role technology plays in his organization and what the team at Aricoma delivers.
Network management, operations, service desk and help desk, full support for manufacturing technologies, and comprehensive IT security are all provided in English and on a 24/7 basis. This is not something every local provider would take on. It is, however, the domain of the AMC team at Aricoma.
“On a weekly basis, we review the entire IT environment. Our technicians systematically monitor all systems to ensure everything is running smoothly. If an issue arises, we immediately inform the client and propose a solution. If it cannot be resolved remotely, we have colleagues on site. If that is still not sufficient, we get on a plane and travel to the location,” says Robin Beránek.
This approach also reflects a broader market shift. After years of globalization and outsourcing IT services to anonymous call centers far removed from actual operations, companies are once again placing value on proximity and on having a technology partner who provides tangible, day-to-day support.
We need continuous service and someone who can take responsibility for it
You have already read how the partnership between PFNonwovens and Aricoma began. Now we turn to the client’s perspective, offering insight into the mindset of the executive overseeing production across three continents while preparing for further expansion. Tomáš Galko, CIO of PFNonwovens, explains the IT needs of a large manufacturing company and what it truly means to have good IT.
What challenges were you facing before launching the tender for a new IT services provider?
We were dealing with two fundamental challenges. The first was the elimination of technological debt across all layers of our IT environment, from infrastructure and applications to the way IT services were delivered. The second was the need to unify and stabilize our service delivery framework.
In the United States, we encountered insufficient quality from an external supplier. This was evident not only in language barriers affecting day-to-day communication, but also in the limited availability of technological know-how required for development initiatives. In other regions, the situation was somewhat better. However, there was significant fragmentation of competencies between the internal team and external partners.
Overall, we lacked guaranteed 24/7 service availability, consistent application of IT standards and principles, and a unified approach to cybersecurity.
How was IT managed before?
In the Czech Republic, we relied on a combination of internal and external resources. In the United States, an external partner was responsible for first-level support and remote infrastructure management. In Africa, IT services were primarily delivered by an internal team, supported when necessary by several specialized external partners.
How did you want to change the IT management model?
We are currently running a key program called UNITY, which aims to integrate regional business operations into a unified structure through shared global processes. We apply the same approach to IT.
Our goal is to leverage the capacity of a professional partner, outsourcing repetitive and routine activities such as monitoring and remote first-level support. At the same time, we involve an external partner in highly specialized IT areas where we are unable to sustainably retain narrowly focused experts internally.
Internal teams, on the other hand, remain responsible for direct interaction with internal customers, deeper business understanding, and support of internal processes. I consider this model the foundation of successful digital transformation, including more effective use of data and the development of analytical tools that now underpin decision-making.
What role plays the fact that your branches operate on different continents and in different time zones?
It is both a complication and an opportunity. Four of our five production branches are located in the EMEA region and operate within the same time zone. The fifth one is a key facility on the east coast of the United States, with a six-hour time difference.
This leaves only a limited time window during which both regions can collaborate in real time. Outside of that window, each region must operate autonomously and rely on readily available IT support with sufficient capacity. Cultural differences also come into play. Successful cooperation requires open-mindedness, the ability to listen, respect for different working approaches, and have strong language skills.
Apart from know-how, what do you consider the most important quality of an IT services provider?
Expertise is indeed fundamental. However, the real factor is the ability to truly understand the client. A strong partner must grasp both day-to-day and strategic priorities, guide the organization through digital transformation, and ensure that business continuity is never compromised.
The onboarding process itself confirmed that we had made the right choice. The Aricoma team traveled to the United States for an intensive know-how exchange, which greatly helped us understand how the cooperation will take shape.
Equally important is the ability to bring innovation. This includes, for example, the use of AI in monitoring, cybersecurity, and predictive maintenance.
From your perspective, what are the specifics of managing such a broad international structure?
As a CIO, managing IT from daily operations to strategic initiatives represents both a challenge and a source of motivation. The most significant difference stems from the time zone shift. In my previous roles, unfinished tasks were often addressed in the evening or at night. Today, when the workday in EMEA ends, the United States is just getting started.
This means there is always someone online, which is positive. Balancing two regions on opposite sides of the Atlantic, with all the cultural differences and business synergies involved, is exactly the type of challenge that led me to join PFNonwovens at the end of 2023.
What is the story of your company, and how did it evolve into the U.S. branch?
PFNonwovens combines two successful traditions: the Czech company Pegas and the American business First Quality. The connection of these two worlds more than five years ago created a truly global player.
The PFNonwovens acronym reflects our origins and focus. P stands for Pegas, F for First Quality, and N represents our core product segment, nonwoven textiles. This merger was the key milestone that launched our journey toward becoming a global leader in our industry.
Is your story an inspiration for other Czech companies considering expansion?
We are an example of how a relatively specialized segment can evolve into a global player. Agility, the ability to listen to customers, and continuous innovation were crucial. It may sound like a cliché, but developing new products that precisely reflect customer needs has placed us among the top three companies in the global market.
So my answer is clearly yes. I see similar potential in other companies across our region.
What are the biggest business challenges you are currently facing?
Some have already been mentioned. Internally, the primary focus is on digitalization and the elimination of technological debt. Although we have started the process, a long road still lies ahead.
Another key priority is the implementation of unified global solutions as part of process harmonization and preparation for the global deployment of core systems such as ERP and MES. This will allow us to establish standardized processes within a cost-optimized environment that remains ready for continuous innovation.
A further significant challenge is the shortage of qualified labor, whether in manufacturing, internal IT, or among our IT partners. This is also one of the reasons why we are focusing on automation, the use of artificial intelligence, and the development of data analytics. Sustainability and reducing our energy footprint are also increasingly shaping our IT strategy.