"I want to further fund and establish a sense of togetherness."

Mr. Denk, you come from the University of Excellence TU Dresden - how did you experience the BTU in 100 days in comparison? Are there similarities and differences?

BTU Cottbus-Senftenberg has nothing to hide. There are many similarities and a great spirit of optimism. In many respects, we are somewhat smaller than TU Dresden. But whenever I look into the individual units, there is scientific fire and energy, but of course there are also one or two small plants that still need some encouragement to grow and flourish.

Ultimately, it is always about the question of what constitutes a modern university in the 21st century, both in the core tasks of research, teaching and transfer and as an independent player in society. And it is often the sum of the individual projects that support such ideas.

How have you arrived and been received in Cottbus, both professionally and privately?

Privately - very well. I live just five minutes by bike from the office. That's very pleasant. I like the quick-wittedness of the people of Cottbus and their openness. It's easy to get into conversation.

Professionally - as far as I can tell - it's also very good. It was a warm and benevolent welcome right from the start, for which I am very grateful. Both from the members of the university in general and from my colleagues and the executive committee.

Which places do you like in Cottbus?

I not only feel at home in Cottbus, I also like the area around Lake Senftenberg, in particular the harbor area.

And about Cottbus: Branitz Park is a real gem and I was particularly impressed by Pückler's tablet books, which are written in engraved handwriting.

What makes Cottbus special for you?

The openness of the people. Let me explain this with a short example: When I was at the small market in front of the town hall on one of the Advent Saturdays, there was an elderly gentleman in front of me who was visibly making an effort to place his order in the local language at the Polish specialty stall and there was a lot of giggling and joking.

How is your office furnished? What should not be missing in your office?

I found a very well-equipped office and only added a few personal items, such as a few of my favorite pictures or my desk lamp. And the daily cups of tea are a must, of course.

What does a typical working day look like for you?

I have always answered this question in my circle of acquaintances with a single term: "eventful". Every day, it's important to always be careful to distinguish between the important and the urgent. I have great support in the form of Ms. Hansen. And to be honest, I am overcome with an almost childlike joy when every now and then an appointment is missed and I have gained a whole hour.

How do you manage to balance your demanding job?

It has never bothered me to work a lot. The important thing is to find the right balance. My recipe for this consists of outdoor exercise, nice dinner conversations and curiosity. Unfortunately, I don't get enough time to read.

Jacket potatoes with quark and linseed oil: favorite dish or no-go?

I've known this dish from my home region for as long as I've been able to look across the table. In the Lusatian mountains, it is called in the wonderful dialectal way: Ganze Abern und Quoark. A classic that I love to cook and eat.

100 days @ BTU: Three campuses, many departments - have you really gotten to know BTU yet?

Actually, with Campus North, there are four campuses. I've had the opportunity to meet lots of interesting people in the first few weeks, have interesting conversations and visit the campuses. At the moment, I have the feeling that I know the other locations better than the main campus. But I'm still working on changing that!

What was the biggest challenge in the early days?

It is a very unique experience, not only to know the high level of responsibility of such a complex management position, but also to experience it for yourself.

It's this special mixture of diverse technical requirements on the one hand and conveying information through appreciative and cooperative communication on the other, while remaining clear, binding and professionally decisive.

To be honest, I had to rethink a little about the university's freedom of action. In many places, Brandenburg's regulations still look very much from the perspective of a subordinate authority for a ministry. We need greater flexibility here. And we often only have to look at other federal states to see greater scope for action.

What has been your most important learning so far?

Apart from the fact that I should always take a blue and a red pen and use them correctly for each of the numerous signatures? My most important experience and task so far has been listening to the BTU Cottbus-Senftenberg. The very different perceptions, depending on where I am, are remarkable. I have come to the conclusion that we can only achieve a common BTU if we consider and take into account these historical roots. I would like to work together with all members of BTU to grow even closer together.

Where do you see a need for development at BTU during your term of office?

I define this initially from my role as Chancellor. It is of great importance to me that we become even more attractive as an employer with the BTU, achieve even greater visibility on the international science map and, very importantly, become more self-confident as an organization - not arrogant - but proud of what we have achieved and confident about what we still want to achieve.

I see some potential for development in the clearer description and allocation of responsibilities and processes. That may sound a bit boring. But ultimately, we need to improve our work basis in many areas. Digitization is a good tool that we should use whenever we have defined the processes ourselves and are clear about what we want. This ranges from space management to the question of how we set up our tax returns.

An important focus will be on answering the question of how we want to and can design the actual spaces in which research and teaching take place? How do we integrate ourselves into the Cottbus-Senftenberg research location in the Brandenburg science region and beyond?

Structural change in particular poses many challenges for the university. How do you envisage cooperation with the departments and non-university research institutes?

I believe that we should also pool our common interests with non-university research institutions. In some places, we may even have to find them first. The first contacts have already been made and I am interested in making the appeal of Lusatia more visible. Of course, we often have competing interests when it comes to attracting and retaining skilled workers. But this is precisely when I want to get together with the other institutions to see how we can still work together for the benefit of all.

I also see it as particularly important to further strengthen transfer activities, both economic and social.

How do we involve Staff Members in the transformation?

Through a good mix of many conversations, careful listening, sound opinion-forming and reliable decisions. I don't mean that a decision cannot be corrected in individual cases. But this reliability should be the benchmark. The term "take along" also sounds a little passive. Because when things are going very well, new ideas for moving forward grow equally among all members.

Let's take a look into the (near) future: what challenges will you be tackling in the next 100 days?

There are many. Here are just two examples from my department's immediate area of responsibility. We need to find a new head of the administrative area of construction. The tender for this is currently underway. Together with the Vice President for Research and Transfer, we intend to put the structure of the accounting department, which is currently somewhat fragmented, on a new footing.

What will be the first major BTU project to bear your personal signature?

I would be delighted if I succeed in further funding and establishing the spirit of cooperation and the "we-understanding". The personnel development concept that is currently being developed will certainly have its own influence on this.

What are your plans for the development of our university together with the executive committee? Where do you see BTU in ten years' time?

I experience the cooperation within the executive committee as very cooperative. It is important that we become even more of a university and no longer just act and think as two parts of one institution. As an independent player in the scientific environment, we are striving for full membership of the DFG and it is also very important to me that we position ourselves well as an administration in order to become an even more attractive location for students.

What do you wish for your future at BTU?

I hope that BTU will continue to develop in a stable and confident manner, always taking a bold look at the opportunities life has to offer.