Shaping Sustainability and Digitalization
THE INTERVIEWS
The STORIES
Interviews on Sustainability
We asked the participating companies about their experiences in the project: What was the initial situation? Why did you start the project? How satisfied are you?
You can read the answers here!
artSIP
Jasmin: I am Jasmin Dhanani , co-founder of artSIP, the first fitness studio for creativity and mental health, and this is my co-founder Jurgen NeubauerAnd together we have made it our vision to make creativity accessible to everyone and to strengthen mental health on a systematic research basis.
Jürgen: We offer creative workshops, such as spice mixing, painting, drawing, improvisational acting and more, which specifically strengthen mental health parameters – both in the area of creativity and mental health.
What is your Enabling Transformation project about?
Jasmin: Our goal is to specifically reduce CO₂ emissions by 50%, especially in the area of our software, including our website and all related offerings, which we want to make barrier-free.
Jürgen: In concrete terms, this means critically questioning whether certain content, such as images, is necessary or can be replaced by text. This can reduce loading times and therefore lower emissions.
What opportunities do you see as a company in actively driving forward sustainable transformation?
Jürgen: We see a great opportunity in increasing digitalization, as it is often assumed that it automatically saves resources. However, this is not always the case, and even in these cases there is still enormous potential. We want to actively contribute to exploiting this potential and making a significant difference.
What results have been achieved?
Jürgen: We are currently in the concept development phase. There are already initial prototypes that provide a rough overview. Now we are working on going into more detail, discovering further potential and specifically identifying and eliminating unnecessary resource guzzlers.
" We would definitely choose the project again. It is super exciting that we have such a large CO₂ reduction lever through software and digitalization. "
Jasmin: So there are some tools to determine how much CO2-emissions a web page or a piece of software actually produces. And it was very shocking that ours is very, very high. And thanks to the current company with which we are doing the new branding and designing the new software, we have found that we can now save up to 50 percent and now have the first prototype. And that is really very exciting and super cool.
What successes have you achieved with your project?
Jasmin: The success of the project lies in the fact that we have developed the first prototype. Using tools to calculate CO2-Emissions from websites and software, we realized that our emissions were initially very high. However, by working with a company that designs our new branding and software, we found out that we can save up to 50 percent of emissions. The prototype is now ready, which is a real success for us.
What results should be achieved at the end of the project?
Jürgen: The main goal of the project is to develop a website and software concept that achieves both resource savings and a reduction in CO₂. We want to identify the biggest emissions guzzlers and develop concrete solutions to minimize them, for example by designing pages and interfaces more efficiently. It is also important to us to improve accessibility.
Jasmin: Maybe also that not all content needs to be loaded immediately, but only those that are relevant to the activity in question. This helps to reduce resource consumption by avoiding unnecessary data.
What are the next steps?
Jürgen: The next steps will involve continuing to identify specific potential for CO₂ savings in our software and developing suitable solutions. Ultimately, we want to be able to present a prototype with CO₂-optimized software.
What aha moments were there during the project? What surprised or excited you?
Jürgen: You quickly learn that the greatest lever for effective reduction lies in communicating the essentials even better – and that is not always intuitive.
Would you choose your project again today and why?
Jasmin: We would definitely choose the project again. It is super exciting that we have such a big lever for reducing CO₂ through software and digitalization. So far, we have not regretted it at all, on the contrary - it is really incredibly exciting and we are very much looking forward to the results.
How does this project differ from other funding projects?
Jürgen: This funding project is different in that a screening is carried out in advance with the supervisors of the HTS cluster in order to identify potential. This means that you can start the actual project with sound basic input.
What role does sustainability play in your project and what topics are addressed?
Jasmin: Sustainability plays a central role for us because, as a social business, we focus on impact. As part of this project, we are addressing both CO₂ reduction and improving accessibility. Our goal is to transparently show on our website how much CO₂ we are saving and which workshops are accessible.
NEUROTH
Mein Name ist Bernhard Wallner, and I work at Neuroth. We operate as hearing care specialists throughout Austria and provide hearing aids to people with hearing problems. In fact, we operate in eight countries in Europe. In my role as sustainability manager, I deal with the relevant issues.
What was your starting point before the project began?
We were faced with the challenge of having to deliver sustainability reporting for the 25/26 financial year. We asked ourselves how we could best solve this problem. Should we set everything up internally or do we want to work with external partners? Then the HTS Cluster approached us, presented the funding, and it quickly became clear to us that we wanted to commission a consulting firm as part of this funding and work out the solution together with the HTS Cluster.
What opportunities do you see as a company in actively driving forward sustainable transformation?
On the one hand, I see this as a duty and a legal requirement - we have to do it. On the other hand, however, I also see it as a responsibility towards society to produce a report that publishes non-financial indicators and shows how we are positioned in the areas of environment, social issues and corporate governance.
" The HTS cluster network offers excellent opportunities to network with other participants. "
What are the next steps?
We are now at the beginning of our journey, which means that we are currently in the phase of the materiality analysis, which is a prerequisite for sustainability reporting. We will carry out this in the coming months. After that, we will move on to data collection, data analysis and the creation of data models. We will then start with the implementation and hope to be able to present a finished sustainability report soon.
What aha moments were there during the project?
I was surprised by how extensive the entire sustainability reporting is. How many departments are involved, what data is needed and that it affects the entire value chain - not just the company itself, but also everything that happens with the product before and after.
How would you describe the collaboration with your external consultants?
The collaboration with our external consultants was very good. We are in close contact and have regular, weekly exchanges, which is particularly important for us. Especially in such a new area, the specialist knowledge that external partners provide us with is of great importance.
What opportunities do you see in the cluster network?
The HTS cluster network offers excellent opportunities to network with other participants. It enables benchmarking, where you check what you can improve and how it works in other companies. This is really very valuable.
What did you enjoy most about the project?
Working on the future of our planet.
PAY
Daniela: My name is Daniela RiedlerI am responsible for People & Culture, Marketing and Sustainability at the PAYER Group. As part of the management team, I am particularly pleased that sustainability is a high priority for us and that we can approach this issue strategically from the highest level.
The PAYER Group is a development and manufacturing partner for global customers. Our customers and their end customers are represented worldwide. Together with our strategic partners, we develop projects and operate manufacturing sites. In Styria, we are based in St. Bartholomä.
Adrian: My name is Adrian DanzlI am 27 years old and responsible for sustainability at the PAYER Group. I am the only one in the team who deals exclusively with this topic and am therefore involved in all projects that concern sustainability.
What is your Enabling Transformation project about?
Adrian: Our project was about further advancing sustainability at PAYER. The focus of the consulting project was, on the one hand, strongly oriented towards ESRS reporting. We checked where we stand with our current sustainability report, which we published in April this year: Which requirements have we already fulfilled and which are still missing?
Secondly, we have developed measures and created a concept plan to enable a sustainable transition in PAYER’s supply chain and product portfolio.
Third, we analyzed how we can collect all the necessary data to create a complete greenhouse gas inventory.
"We achieved the results we had imagined and overall we can only report positive things about the entire project."
What opportunities do you see as a company in actively driving forward sustainable transformation?
Daniela: We have discovered that there are many components in our products that we purchase. It is precisely in this area of the supply chain that we can actively drive forward the sustainable transformation.
On the one hand, in our own production, where we can, for example, save CO₂ in the production process or optimize the way we deal with waste. On the other hand, there is also great potential in the purchasing of raw materials. If we analyze the process landscape and purchasing more closely, we see great potential here for more sustainable purchasing.
The PAYER Group is known for everything to do with hair removal, especially for the Surgical Clipper, which is used in medical technology before operations for hair removal. We carried out a comprehensive lifecycle assessment for this product. We analyzed every area in detail: Where does CO₂ emissions come from? How do the materials behave? At this level of detail, we recognized where we should start and which levers we can use.
Adrian: Daniela, you've already mentioned it - greenhouse gas emissions occur throughout the entire life cycle of a product. There are sources of emissions from resource extraction through the use phase to the disposal of the product. This is exactly where the topics we worked on in the consulting project overlap.
The life cycle analysis of a product is closely linked to its greenhouse gas balance. Emissions arise from the extraction of raw materials through the manufacture of the individual components to the assembly of the final product. Even after the use phase, when the product is disposed of, emissions play a role - for example in recycling.
What was your starting point before the project began?
Daniela: The assessment we carried out at the beginning enabled us to identify more clearly where we can develop further, what is important for the PAYER Group and where we should set priorities for the future. Together in the management team and with the support of the cluster, we then agreed on three central topic areas, which we worked on step by step as part of this project.
What successes have you achieved with your project?
Adrian: On the one hand, we have been working intensively on revising our sustainability report, especially with regard to the ESRS criteria. We have been able to achieve the success of obtaining a clear overview of which requirements we have already fulfilled, which are still missing and what we need to focus on in the next report. This will ensure that we can fully cover all requirements as soon as we are required to report.
In the work package on the sustainable transition in the supply chain and product portfolio, we analyzed our status quo. We were also given suggestions for measures with which we can make rapid progress, particularly through the implementation of so-called "low-hanging fruit". Another big plus is the calculation of Scope 3 emissions, which is very extensive and essential for a complete greenhouse gas inventory.
Daniela: Through the workshops we conducted, the entire management team was involved, which helped us to raise awareness of the issue of sustainability. But it wasn't just the management team that was heavily involved - various other areas, such as purchasing, were also intensively involved. I see this as a type of training or education to sensitize employees to sustainability in their respective areas.
What surprises or unexpected developments have you experienced?
Adrian: From my perspective, it was particularly interesting that the share of the greenhouse gas inventory from Scope 1, Scope 2 and Scope 3 emissions is so large.
Daniela: I think the project went very well – both in collaboration with our consultants and internally. We also received feedback that the collaboration worked very well. We achieved the results we had imagined and overall we can only report positive things about the entire project.
How does the journey continue?
Daniela: The next steps mainly include finalizing the work on Scope 1, Scope 2 and Scope 3 emissions as well as further developing the Climate Transition Plan and the sustainable supply chain. We have recognized that we also need to adapt our processes across the group, which we have already started to do. It is exciting that this project has not only focused on sustainability, but has also brought up other topics that we had not previously dealt with intensively - such as standardizing our processes in the area of supply chain.
Adrian: In concrete terms, this means that in the coming months we will complete the greenhouse gas inventory by the end of 2024. We are already starting to prepare the next sustainability report. The findings from the consulting project will be incorporated so that we can take the next step and publish an even better report.
LORENZ CONSULT
Mein Name ist Christian LorenzI am the managing director of Lorenz-Consult-ZT GmbH.
We are passionate about innovative planning of technologically sophisticated buildings in the hospital, pharmaceutical and food sectors.
What is your Enabling Transformation project about?
For us, it was about sustainability because it is simply important. I define sustainability as using the resources we get from the earth in such a way that we are well off, but the next generation can also benefit from it.
As part of this project, we developed the sustainability strategy for the company, both in terms of the business, i.e. how we can do business with sustainability, and in terms of our own sustainability within the company.
What opportunities do you see as a company in actively driving forward sustainable transformation?
Yes, there are a lot of business opportunities. We want to be active in this area too and approach customers with concepts, show them what can be done and how they can implement it to develop the business further. Especially in the area of conversion and existing buildings: What can be done to become sustainable? That is exactly what we are aiming for.
Why did you start your project?
Because sustainability was already on our agenda. We had already done a lot in the projects in the area of energy efficiency, but we wanted to develop further. Thanks to the Human.technology Cluster, we came across this project, which is helping us to develop further with a lot of funding and support.
What successes have you achieved with your project (so far)?
A key success we have achieved is that we have focused our entire corporate strategy much more on sustainability. Thanks to the project, we now knew exactly which direction we wanted to go. We have integrated this into the overall strategy and we can now build on this very well in order to develop further.
"Thanks to the Human.technology Cluster, we came across this project, which helps us to develop further with a lot of encouragement and support. "
What surprises or unexpected developments have you experienced?
What surprised me personally is that we are already doing a lot. So we are not starting from scratch - maybe we just didn't call it 'sustainability' directly, but we have already done a lot in that direction. Another thing that struck me is that a lot of it has to do with the internal organization. We had topics like innovation and innovation management, and how to integrate sustainability management. The fact that these two areas went together so well was also a positive surprise for me. It was also new for me to look at the entire life cycle of a building, rather than just the construction. That showed me how important it is not only to look at buildings from the perspective of the construction phase, but also to take their life cycle into account. This will play an even bigger role in the future than it has so far.
How does the journey continue?
The next step on our journey was to find a sustainability officer in the company to take on the issue. In the next step, we want to further advance our own sustainability, especially in the area of mobility, in order to also make progress internally. The topic of mobility is particularly important to us. In addition, we want to focus more on sustainable real estate, the life cycle of buildings and the conversion of existing buildings. The aim is to define the relevant topic blocks and put together work packages so that we can develop the topic sustainably in 2025.
What insights did you take away from the project? What did you learn from it?
One of the key insights I have taken away is that the transformation process, the constructive dialogue and the joint development - also with the cluster - are exciting things that enable a lot of exchange and collaboration. What was particularly valuable was that we as entrepreneurs were very productive in our constructive cooperation and took up many points that we had not previously seen as possibilities. In the end, we now have a thick piece of paper with many activities on the table that we can prioritize in order to successfully drive the transformation forward, especially with regard to sustainability.
How would you describe the collaboration with your external consultants?
The collaboration with the external consultants was particularly professional in two respects: firstly, how they approached the topic in terms of the organizational structures and the methodology, and secondly, how well they supported and approached us.
How satisfied are you with the impact of your project?
The project has an impact on two levels: firstly, internally, as the topic of sustainability was very intensively incorporated into our strategy day. I am very happy with that. I am particularly pleased that my employees and my management team have also dealt intensively with the topic. Secondly, we also see from the external perspective that the topic of sustainability is increasingly being demanded, particularly in public contracts and inquiries. Here you have to develop really good concepts in order to be successful.
How does this project differ from other funding projects?
The main difference between this project and other funding projects is that the cluster came to us with the project already. This meant that we did not have to submit the entire funding application and the bureaucratic work ourselves, which is usually very time-consuming for other projects. Another difference was the very professional implementation of the project, from the selection of the consultant to the entire process, which we were able to complete successfully in a short time.
What role does sustainability play for you personally and how does it influence your company management?
Yes, the topic of sustainability also has a lot to do with the generations. I am already the second generation and was able to take over the company from my father. My children are already in the starting blocks and would also like to join the company. For me, it is therefore crucial to hand over a company that operates sustainably and will last for generations. I also believe that we should treat the resources that the earth provides us with care and appreciation so that we can pass them on to the next generation - just as we received them from the previous generation. For me, implementing this principle both in the company and in our projects is an inner drive that we follow. And we do it with joy.
The STORIES
Interviews on DIGITALIZATION
We asked the participating companies about their experiences in the project: What was the initial situation? Why did you start the project? How satisfied are you?
You can read the answers here!
BRAVE ANALYTICS
Mein Name ist Gerhard Prosliner, I am co-founder of Brave Analytics and head our finances and operations. I originally studied medical engineering. At Brave Analytics, we develop innovative solutions that enable research to gain new insights into particle processes while offering industry revolutionary particle characterization - in real time and continuously.
Brave Analytics offers innovative solutions in particle characterization and analytics. These solutions are used both in basic research to gain new medical insights and in industry to enable automated process controls and monitoring.
What is your Enabling Transformation project about?
Our project is about streamlining and automating our processes to make them more efficient. We now have 14 employees, and it is becoming increasingly clear how important it is to have structured processes. This is exactly what we achieved as part of this project by setting up a quality management system (QM system) and a 9001 certification. It was particularly important to us to make everything digital and as optimized as possible, as we still have limited resources.
What was your starting point before the project began? Why did you start your project?
We started the project because, as a start-up, we are constantly faced with the challenge of working efficiently and in a focused manner with limited resources. A functioning quality management system (QM) can be a crucial tool for optimizing processes and making the best possible use of resources. At the same time, we realized that we need a QM system to manage our GPI in compliance with the law, but also to make our daily processes more efficient and productive. QM is often perceived as a bureaucratic hurdle, but with the right implementation and a digital focus, it can relieve us considerably and actually offer added value. That's why we started the project - to develop a QM system that supports us in our everyday lives and at the same time drives our digital transformation.
"I can only recommend everyone to get this consulting service to save months in the process."
What results should be achieved at the end of the project?
At the end of the project, we want to have clear, optimized processes that enable us to work more efficiently and effectively. We want to create a structure in which all necessary processes are well defined and everyone in the team can easily implement these processes. At the same time, we want to eliminate unnecessary steps in order to save resources.
Compared to your expectations at the beginning – what turned out differently than you thought?
What was definitely surprising for us was that, even though we are a small team, we were able to develop the QM system faster than larger teams with more resources. Despite our limited number of people, we were able to set up and implement the necessary structures efficiently. This is also due, among other things, to the fact that we had very good consulting services that supported us excellently in this process.
How do you evaluate the results and their impact on your company?
We are really very satisfied with the advice, as it was extremely practical. The consultant dealt intensively with our situation and had a lot of valuable sparring with us. He was able to quickly assess the size of our company and find out specifically what we actually need in this process. This saved us a lot of time and we made faster progress than we had originally expected. All I can say is: thumbs up! I can only recommend that everyone get this consulting service to save months in the process.
How does this project differ from other funding projects? What was new for you in this collaboration? How did the application process go?
I see two main advantages: Firstly, a high funding rate, which means that the own contribution is relatively low. Secondly, all the administrative work, such as project accounting, applications, descriptions and reporting, is eliminated, as all of this is taken care of by the HTS.
A big compliment to HTS, because the collaboration is really very pleasant. Not only does it work excellently on a professional level, but the personal level is also covered very well. The characters just fit together well and it is really fun to work with HTS.
What opportunities do you see in the cluster network?
The question can be answered relatively quickly if you look at the development of the location in recent years. What makes Graz special is that it is small but offers enormous potential. The energy that prevails there right now is particularly noticeable. It is a lively, dynamic atmosphere that is characterized by a strong willpower - a wave that is very easy to ride.
COMMUMODO
Hello, I am Simon Werba of CommuModo, where I work as Managing Partner and Co-Founder. Based on the expertise we have built up over many years, we support young startups, university spin-offs and other university projects in developing and subsequently certifying their medical products. This means that we provide support with all agendas, documentation processes and hands-on support when it comes to bringing a medical product through all development or prior conception, development and certification phases.
What was your starting point before the project began?
We started our project because we realized that we cannot accept every project that is brought to us. We therefore considered how we could digitize our traditional analog service in order to efficiently handle a larger number of customer inquiries and offer our services on a digital level. At the start of the project, we were faced with the challenge of developing a new business model and a new strategy. Up until now, we have provided direct, hands-on support in the classic people's business, but we realized that this concept is not scalable in its current form.
What opportunities do you see as a company in actively driving forward digital and sustainable transformation?
The great opportunity we see in digital transformation is that we can transfer our previously analogue business model, which we have established on the market, to the digital world. And as we know from entrepreneurial experience, everything that is digital is scalable and has corresponding growth potential. If we now integrate our analogue expertise into a digital business model, we not only have a significant economic advantage, but our customers also benefit from it.
"I would particularly like to highlight the implementation by the HTS and the support of the cluster, which was truly first-class."
What results have been achieved?
Our most important achievement was the successful implementation of the project in which we managed to convert our analogue business model into a digital one. We not only met our own requirements for this digital business model, but we also managed to develop this model specifically to meet the needs of our customers - and this was mainly thanks to the funded project that enabled us to make this adaptation.
What surprises or unexpected developments have you experienced?
A big surprise for us was when we took a closer look at the market and looked for other digital business solutions. The aha moment was that many of our competitors, if you can call them that, either do not offer any or do not offer comparable digital business models - even though these are exactly the ones that are in high demand among our target group, medical technology startups and entrepreneurs.
What are the next steps?
For us, the journey will continue with us bringing our digital business model, which we have now developed, to market. The first step is to complete our digital web presence. In the coming weeks and months, we will then actively engage in customer acquisition.
What insights do you take away with you?
The most important lesson my team and I took away from this project is that in many creative fields you really have to think out-of-the-box. It requires working in different iterative loops and a different perspective, both when developing products and when designing business models, than is usual in traditional product development.
How do you look back today on your expectations at the start of the project? Has your perspective changed?
The main expectation we had of the project was to convert our analogue business model into a digital one. In this respect, the project management and the entire funding process were absolutely perfect. I would particularly like to highlight the implementation by the HTS and the support from the cluster, which was really first-class. We are completely satisfied with the project implementation and could not have wished for better support.
How do you evaluate the results and their impact on your company?
From our point of view, the impact of the project is really big and very satisfying. We are particularly pleased that the customers we have acquired or have already been contacted with in the last few weeks and months have given extremely positive and enthusiastic feedback on our digital business model. This fills us with pride.
How does this project differ from other funding projects? What was new for you in this collaboration?
From our point of view, the two most important differentiating criteria compared to other funding offers are the very clear and structured formal criteria. The second point is that the entire funding project was handled by a central contact person. For us as the funding recipient, this was a decisive advantage, as it enabled the process to implement the project as quickly and as best as possible. Perfect!
Would you recommend the cluster to others?
We would definitely recommend the cluster to all companies and spin-off start-ups active in the life sciences sector because the cluster offers a very large, truly measurable added value for its members and entrepreneurs.
HERZENSAPP
Oliver: I am Oliver Wimmer, and that next to me is Konstantin PollanzWe come from the HerzensApp. With our app, we digitize mobile home care so that nursing staff can spend more time with patients and less time on administrative tasks. We achieve this in particular through the use of new technologies, such as artificial intelligence.
Konstantin: We like to say that we are giving humanity back to nursing.
What does your company stand for, what vision drives you?
Oliver: The vision is clearly defined: We want to advance the state of care, support care and enable dignified aging. We are convinced that the future of healthcare will take place in the home. We want to help by building a broad network of caregivers so that care is available quickly and across the whole of Austria.
Konstantin: Our software enables nursing staff to complete all of the tasks of their daily work – from documentation and time recording to client management and other business processes. We place particular emphasis on simple and user-friendly handling.
What is your Enabling Transformation project about?
Konstantin: Our digitalization project at Enabling Transformation is primarily about analyzing our company processes and developing a new market entry strategy on this basis. AI use cases, which are currently very relevant, also play an important role.
Those who do not embrace digitalization now will be left behind. We must therefore invest in this infrastructure to not only strengthen our own business, but also to offer our customers a better infrastructure. These investments are crucial for future success.
Oliver: AI opens up completely new possibilities, especially the interaction with software using one's own language. For older people who are not so familiar with digitalization, this could be the decisive entry point. That is what we are focusing on.
What opportunities do you see as a company in actively driving digital transformation?
Oliver: The current state of documentation is still often done with pen and paper. This means that nurses have to interrupt their work while working with patients to document, which is particularly problematic for older people who suffer from loneliness. The ability to document using language represents a real turning point. Nurses can now speak interactively with patients, explaining the activities and showing their effects. The mobile phone listens and documents automatically. This makes the patient feel more involved, loneliness is reduced, and it is a win-win situation for everyone. This is how we should look at digitalization - how can it create real added value for everyone?
"The cluster offers us numerous valuable contacts in the industry, which has enabled us to position ourselves very well. We enjoy working with the cluster and the surrounding network to develop ourselves further."
Why did you apply for funding and what successes have you achieved so far?
Konstantin: We applied for funding because we saw a lot of potential in digitalization. The successes we have achieved so far are huge for us.
Oliver: Maybe not just for me, but for every single person in Austria who is looking for care or support. One of the key decisions we made in the project was that we wanted to accompany the patient's entire journey. In this context, we published the largest comparison portal for care providers, with over 400 providers that can be compared with each other. That was a huge success.
Konstantin: Not only are we closer to the customers, but we have also made a name for ourselves in the entire industry. The agencies know us and approach us differently. It is no longer the case that we have to approach them; instead, they approach us proactively and ask how they can better make their offers and services available to families. In a market that was previously very opaque, this is simply a great development.
Oliver: The social impact we have achieved is enormous. We have been able to really help many families seeking care.
Which AI use cases did you analyze as part of the project?
Konstantin: The AI use cases that we analyzed in the project showed us many implementation options. Many of them are still in the development phase and have not yet been implemented because market entry was a priority. But in the future we see great potential, especially in the area of AI agendas.
I think that when it comes to internal processes, we are like many companies in that we pre-write some of our marketing materials, graphics and texts. However, as an IT company, you cannot avoid using such methods when coding. Creating scripts simply saves a huge amount of time.
What surprises or unexpected developments have you experienced?
Konstantin: One challenge we discovered during the project was that we had to understand the end customer extremely well: How do they move from A to B on the website or software? What is their user flow? What do they value? Are some functions too hidden? It was about figuring out how to best optimize conversion. It was really a game of cat and mouse.
Oliver: One of the tools that helped us particularly was one where we could see the user behavior of our users on the platform, and there we saw an incredible amount of unexpected usage, and then we repeatedly compared it with our consultant in a ping pong game, put forward theories as to what the problem might be, then tried to improve these theories and had an incredible amount of iterations of our platform in order to then really polish it like a diamond.
How does the journey continue?
Oliver: The next step is to expand our services further. Now that we have already listed care agencies, we plan to add independent carers who drive directly to the patients. After that, we would also like to expand in Germany, as the same problem exists there. We see great opportunities to further expand both our product and our impact.
How would you describe the collaboration with your external consultants?
Oliver: I am personally very satisfied because we had the opportunity to talk to experts about our digital strategy and other business processes and then further develop these findings internally.
What was new for you in this collaboration?
Konstantin: The cluster was involved from the beginning, which is really unusual for funding projects. Instead of working on applications for weeks, the cluster sat down with us directly to identify potential together and plan the best possible implementation.
What potential do you see for your company through the network?
Oliver: The cluster offers us numerous valuable contacts in the industry, which has enabled us to position ourselves very well. We enjoy working with the cluster and the surrounding network to develop ourselves further.
Konstantin: What I particularly value about the cluster is the extensive range of services, from networking events and consultations to funding projects. We also receive valuable support at trade fairs and when entering the market. This comprehensive help is invaluable to us. That is why we are already recommending the cluster to other companies in the healthcare sector.
Your contact person
Laura Daviña König, MSc
Project Management Enabling transformation
