--- title: "Julien Lederman discusses Nano Dimension post-merger strategy" url: https://www.voxelmatters.com/julien-lederman-discusses-nano-dimension-post-merger-strategy/ date: 2025-05-29 modified: 2025-05-29 lang: en author: "Davide Sher" description: "In the rapidly evolving world of additive manufacturing, few companies have undertaken a transformation as extreme as Nano Dimension. The company underwent its own transition to a new management team..." categories: - "Acquisitions, Mergers & Partnerships" - "AM Industry" - "Careers in AM" - "Decision Makers" - "Executive Interviews" tags: - "Featured" image: https://www.voxelmatters.com/wp-content/uploads/2025/05/image005-640x400.jpg word_count: 1530 --- # Julien Lederman discusses Nano Dimension post-merger strategy In the rapidly evolving world of additive manufacturing, few companies have undertaken a transformation as extreme as [Nano Dimension](https://www.voxelmatters.directory/company/nano-dimension/). The company underwent its own transition to a new management team and, following a string of high-profile acquisitions—including the latest of Desktop Metal and Markforged—the Israeli-headquartered firm has again emerged as a new potential leader in 3D printing and advanced manufacturing. After covering the interim CEO role during the transition, Julien Lederman, now Chief Business Officer at Nano Dimension, has been at the center of this shift with the new CEO, Ofir Baharav. Now they are tasked with spearheading the post-merger integration and realignment. Lederman has taken the reins as Chief Business Officer during a pivotal moment in the company’s history. Under his stewardship, Nano Dimension began an intensive internal reorganization from January through March to align with investor expectations,  market demands and for a sustainable and lasting business model. “This was a reflection of our responsibilities to investors who are ultimately the company's owners and its capital,” he said in a recent interview. ![](https://www.voxelmatters.com/wp-content/uploads/2025/05/Julien-Lederman-scaled.jpg)Julien Lederman, Chief Business Officer, Nano Dimension. Lederman acknowledged the need for clarity and direction following years of aggressive acquisitions. "We had to refocus Nano Dimension," he said, “and address many things,” which included difficult decisions around winding down underperforming assets. ## Strategic rationale behind mergers The motivation behind Nano Dimension’s acquisition spree was clear: to build a comprehensive, competitive portfolio that spans metals, polymers, composites, and electronics. Yet, Lederman emphasized that these mergers now require strategic filtering. “It’s not just about moving furniture around the room. It’s about making sure which furniture should be in the room.” By acquiring Desktop Metal, Markforged, and others, Nano Dimension positioned itself as a technological leader. But that same expansion now calls for consolidation. “Desktop Metal is going through an independent strategic assessment,” Lederman shared. Among the toughest decisions was shutting down unprofitable or unsustainable business units such as Fabrica. “We had to make some tough decisions… around discontinuing these businesses,” Lederman admitted. The process, he added, involves case-by-case evaluations: “On some, we are looking to continue to support the customers where possible… on others, it wasn’t applicable given the product in hand was for internal technology use.” This pragmatic approach ensures that resources are funneled toward high-impact opportunities instead of being diluted across loss-making ventures. Despite the strategic cuts, Nano Dimension remains committed to customer relationships. “It’s not just about us saving a dollar,” Lederman explained. It’s also about making sure that we respect customer relationships and that we can be there for the long term as a manufacturing solutions partner.” This dual focus—financial prudence and customer integrity—is at the heart of the company’s restructuring. ## A push for product rationalization A core pillar of Nano Dimension’s strategy is product rationalization—prioritizing technologies with true market potential. This may well be one of the most difficult tasks for any additive manufacturing company. “There’s no use in making a widget,” Lederman quipped. "Widgets are very well made by existing manufacturing.” Instead, the company is zeroing in on solutions for the future—those with real-world applications, scalability, and competitive durability. “You have to be in the right products,” he said, a principle the company applies to every unit in the portfolio. This approach is about more than financial trimming. It reflects a forward-looking investment strategy. “We want the revenue to come from focusing on certain areas,” Lederman said, “which we know are where the long-term success of our company and the industry is.” The focus now is on high-mix, low-volume production of parts (or high-performance, high-value parts), where additive manufacturing offers a clear edge. ![Julien Lederman discusses Nano Dimension post-merger strategy to streamline operations, address underperforming units, and refocus on sustainable growth and profitability.](https://www.voxelmatters.com/wp-content/uploads/2025/05/Nano-Dimension-printer-lineup-2025-1920x1080-1.png)Nano Dimension’s new printer lineup includes metal binder jetting as well as FDM with continuous fiber reinforcement from Markforged. ## Avoiding redundancy across AM technologies Nano Dimension’s extensive portfolio includes diverse technologies—from FFF (fused filament fabrication) and binder jetting to DLP and additively manufactured electronics (AME). Consolidating these under a unified vision is a monumental task. But as Lederman emphasized, it starts with clarity: “You can’t have three of everything.” In some cases, Nano Dimension had two or even three companies making similar machines. At the same time, the company will be able to exploit a hypercapillary global market presence. Markforged alone has 15,000+ systems deployed at global leaders across key industries, including aerospace and defense, automotive, consumer electronics, industrial automation, medical technology, and government organizations. Their premium solutions have become critical for rapid manufacturing, re-shoring, supply chain resilience, IP security, and sustainability. However, one of the most important developments post-merger is Nano Dimension’s pivot toward software. “The future will be much more living in the software world,” Lederman noted, “and the hardware world will be a secondary thought.” Markforged’s software platform, Eiger, is at the center of this strategy, with plans to integrate other technologies into a singular user experience. “We’re setting up the organization to have a distinct software group,” Lederman confirmed, one that can represent all technologies and ensure an intuitive, accessible user experience. The goal isn’t just operational synergy—it’s market success. Lederman highlighted the importance of UX (user experience), calling it “a great user experience… whether it’s at a restaurant or on my Apple Watch as something central that we all expect now and everywhere.” Software will enable Nano Dimension to deliver on the promise of diversified manufacturing while avoiding the fragmentation that plagues competitors. ## Addressing the challenges of diversification While companies like Stratasys and 3D Systems have struggled with diversified portfolios, Nano Dimension sees its range of technologies as a potential advantage—if managed well. “It is an asset if it's all organized correctly,” Lederman argued. Serving aerospace, automotive, electronics, and medical verticals requires specialization and integration. According to Lederman, the key is harmonization across sales, marketing, and support—functions often duplicated post-acquisition. One of the most pressing goals for Nano Dimension is transitioning from a prototype-centric model to scalable manufacturing. Lederman described the company’s renewed focus on high-mix, low-volume parts production—an area where additive manufacturing truly shines. “The total addressable market of prototyping is not big enough,” he said. “We need more.” This strategic pivot aims to meet growing demand for localized production, mass customization, and faster time to market, which are driving long-term industry growth. ![Julien Lederman discusses Nano Dimension post-merger strategy to streamline operations, address underperforming units, and refocus on sustainable growth and profitability.](https://www.voxelmatters.com/wp-content/uploads/2025/05/Nano-Dimension_3-1488578169071-zmy00q14.png)Markforged’s FX generation printers enable continuous fiber reinforcement - carbon, kevlar, and fiberglass - to make composite parts as strong as aluminum. ## Reinforced market reach Nano Dimension's newly aligned commercial strategy is closely focused on aerospace, defense, automotive, medical, and electronics sectors. These industries demand cutting-edge solutions for complex, often mission-critical components—solutions that Nano Dimension’s expanded portfolio is designed to deliver. Lederman emphasized Markforged’s installed base of 15,000 systems, along with Nano Dimension’s own historical base, and acknowledged Desktop Metal’s market penetration with the likes of ExOne and ETEC. He recognized the need to serve both direct customers and reseller networks. “Of course, when our product managers are thinking about what this product needs to be, we prioritize the voice of our end customer,” he said. One of the natural challenges of any multi-company merger is handling overlapping or competitive reseller networks. Lederman acknowledged the issue and confirmed the team is working on a harmonized post-acquisition program to “address those issues as effectively as possible.” This includes aligning go-to-market strategies and ensuring all channel partners are incentivized and equipped to succeed. Another area transforming is human capital. With over 1,300 employees across the merged entities, some consolidation is inevitable. “Especially with three acquisitions, there are instances where there are three of a certain function,” Lederman stated. “There are instances where we need all of the people... [but] particularly support functions... You do not need three cohorts.” This restructuring aims to streamline operations and bolster profitability, enhancing Nano Dimension’s scalability and financial resilience. ## AMEing for the future One of the most unique assets in Nano Dimension’s portfolio is its additively manufactured electronics (AME) business. Lederman called this segment a significant differentiator, with vast potential for integration of semiconductors, sensors, antennas, and chips. “There are a lot of exciting things to do,” he said, especially regarding value-added applications in high-tech verticals. While polymers, composites, and metals remain critical, AME is positioned as the company’s “X factor,” offering functionality beyond traditional 3D printed parts. Looking ahead, Lederman shared an optimistic yet grounded vision. Software will continue to take center stage. “We want to build on the software side,” he said, citing opportunities to make technology more accessible and intuitive. Markforged’s early foray into commercializing software as a standalone product serves as a blueprint for the broader integration plan. Nano Dimension’s five-year roadmap includes developing scalable technologies, growing software capabilities, and expanding into true manufacturing at scale. The aim is not just short-term revenue boosts, but sustained, long-term value creation for customers and shareholders. In closing, Lederman reflected on Nano Dimension’s dramatic evolution—from a niche player to a global leader. “If somebody had said a few years ago that the company would be where it is now, I’m not sure anybody would have believed it,” he remarked.  “We're doing some of the most cutting-edge things in the industry with metal, polymers, composites and more. It’s an incredibly exciting time to be at Nano Dimension.”