Meet EASA’s 9 New Vice President: Gunnar Pille

Interview New Vice President EASA Europe, Asia & Africa Chapter

1. Gunnar, congratulations on your appointment as Vice President. What does this new role mean to you personally and professionally?

Thank you. Stepping into this role feels like a natural evolution. I’d been approached about joining the Board a few times before, but I wanted to be sure I could dedicate the time needed to do the job well. Personally, it feels right now I can truly commit and contribute.
Professionally, it’s an opportunity to make a broader impact. What I enjoy most, both in my own company and within EASA, is helping things evolve, learning from the past, improving processes step by step, and creating something that members can really feel proud of. Every convention, every initiative should take us to a level higher. I like change when it’s meaningful and grounded in improvement.

2. You’ve been active in the EASA community for several years. What originally drew you to the Association, and what keeps you engaged?

It actually started thanks to someone else’s enthusiasm. I first met Derry Sheehan back in 2018 during a visit to his workshop, and he was so passionate about EASA that I immediately wanted to see what it was all about. My first event was actually the convention in Las Vegas, and from that point on, I was hooked.
What keeps me engaged is absolutely the peer-to-peer connection. That’s the number one reason I like EASA. Meeting peers from other countries who share the same challenges and ideas is inspiring. It’s that exchange of knowledge, experience, and support that makes this Association special, and I’d like to keep strengthening that spirit in the years ahead.

3. With over 25 years in the rotating equipment field, what major changes have you witnessed in the industry, and how do you think these developments affect EASA members and their businesses today?

When I started in the late ’90s, our business was a small six-person rewinding shop. We did a lot of repetitive repairs, similar motors every week. Today, the work is far more specialized. Efficiency standards have risen, labour costs have gone up, and as a result, we handle more complex, one-of-a-kind projects.
Predictive maintenance has also been a game changer. Twenty years ago, we were doing several emergency callouts every week; now we might do one a month. That’s thanks to better monitoring and early diagnostics. It means fewer breakdowns—but it also demands higher specialization and smarter service strategies.
Another big shift is the customer’s knowledge base. With online resources and digital tools, customers can handle more themselves, so the value we bring must go beyond selling standard products. Our strength is in service, reliability, and expertise  that will keep EASA members competitive.

4. Your company focuses strongly on reliability, maintenance, repair, and automation. How do you see these areas shaping the future of electromechanical services?

They’re inseparable from the future of our industry. Automation and data collection will continue to transform maintenance, making it more predictive, less reactive. But technology is only part of the story. What matters is how we apply it, how we integrate it into our workflows and customer relationships.
We need to remain flexible and innovative. As machines get smarter, so must we. EASA’s role is to help members stay ahead by sharing knowledge, promoting best practices, and making sure that even smaller companies can access tools and training that keep them competitive.

5. The electric motor service industry is evolving rapidly with trends like digitalization, predictive maintenance, and sustainability. Which of these developments do you see as most critical for our members?

That’s a tough one because it depends a lot on each member’s business model. For some, predictive maintenance is still the next big step they haven’t fully embraced, and it can truly transform how you serve customers. In our case, we’ve already built a strong foundation in that area, the next layer is digitalization and data-driven communication with customers.
These two really go hand in hand. Predictive systems give you the data, and digitalization helps you manage, interpret, and act on it often through AI-supported diagnostics or online dashboards.
Sustainability, on the other hand, is essential but more complex. Our industry is inherently part of the circular economy; we repair and extend the life of equipment. But we still need to find better ways to communicate that value to customers. Sustainability is not just about waste management or energy efficiency, it’s about helping clients make smarter, more responsible decisions. We have the story; we just need to tell it better.

6. EASA has always promoted technical excellence and continuous learning. Are there any initiatives, topics, technical or educational priorities you’re particularly passionate about advancing during your term?

Training and education are critical, but we need to make sure we’re reaching people effectively. At the moment, it’s sometimes challenging to get members to participate in EASA training. There might be several reasons: language barrier, topic relevance, or even how the programs are presented.
I’d like us to rethink how we promote and structure training. Maybe we need smaller, more focused sessions on specific topics rather than large, general ones. For example, vibration analysis for test-bench operators could be a short, practical course, while predictive maintenance could have both introductory and advanced levels.
It’s not about reinventing everything it’s about fine-tuning what we already do well, and ensuring every member sees the real, direct value in EASA’s educational offerings. When training aligns closely with daily challenges, participation will naturally grow.

7. Collaboration and engagement are key to EASA’s strength as a community. How do you plan to strengthen connections between members and create more opportunities for engagement and value across the Chapter?

That’s a big question and a central one. EASA’s real power lies in its people. I believe in building connections from the first moment a member joins. That’s why I strongly support mentorship and onboarding every new member should have a mentor and be introduced to a peer group as early as possible.
The peer-to-peer network is something I deeply value. It’s where members learn, share, and grow together. When people see the benefits of those relationships, they naturally become more engaged in committees, events, and projects.
Our region is vast, Europe, the Middle East, Africa, so accessibility matters. We might not be able to host major conventions everywhere, but we can create more regional peer groups or smaller gatherings that bring members together locally. Engagement doesn’t always have to happen on a big stage it happens in conversations, shared experiences, and collaboration.

8. Finally, what message would you like to share with EASA members as you begin this new journey?

The more you put in, the more you get out. That really captures what EASA is about. Engagement is key, come to conventions, participate in trainings, and reach out to your peers. Every time you do, you gain knowledge, friendships, and insights that make both you and your business stronger.
When I first joined, I didn’t know what to expect. I attended my first convention in Las Vegas almost on a whim, and it turned out to be one of the best professional decisions I’ve made. Since then, I’ve met incredible people and learned so much, not just technically but also about leadership and collaboration.
As Vice President, I want every member, new and long-standing to feel welcomed, connected, and inspired. No matter your company size or country, there’s a place for you here. EASA is at its best when we share openly, learn from each other, and move forward together.