Essentially, we’re building a high-speed camera for the nanoworld. With electron microscopes, we don’t just want to visualize the tiniest structures. We want to track how minuscule components, like transistors, switch during operation; in other words, we’re aiming to look inside a working computer chip in real time. These insights help us not only to better understand today’s technologies but also open up pathways to the components of tomorrow: from more powerful semiconductors and novel optoelectronic elements to magnetic memory devices for spintronics.

An electron microscope is, in principle, like an extremely powerful magnifying glass, but instead of using light, it uses electrons. This allows us to visualize structures a thousand times smaller than what a conventional light microscope can reveal, down to individual atoms. Electron microscopy is used to investigate materials in all their detail: for example, in medicine to view cells and viruses; in materials science to develop new substances; or in semiconductor engineering to analyze computer chips at the nanoscale. It’s truly a key tool for making the invisible visible.

The biggest current challenge is to capture ultra-fast processes in the nanosecond range while preparing samples that remain stable under real-world operating conditions in the electron microscope. Preparing such electrically contacted and electron-transparent samples is extremely delicate; critical properties are often lost in the process. To overcome this problem, we developed a special carrier chip system called the FLASHgrid, which significantly simplifies both the fabrication and contacting of these samples. This provides a foundation for conducting reliable experiments on functioning nanoscale devices.

With Interference Gating (iGate), we have developed a method that makes ultrafast processes directly visible inside the electron microscope, essentially a strobe light for the nanoworld. You can think of it like an entirely new shutter mechanism, similar to a film camera, but with no mechanical aperture needing to close and no film that has to move. This makes the method surprisingly easy to implement, without long downtimes or costly microscope modifications. As a result, we can now capture not only snapshots in the nanosecond range but also entire “movie sequences” of dynamic events, such as the switching of a nanostructured diode.

The FLASHgrid is a MEMS-based carrier chip system that has now reached product maturity thanks to a collaboration with Ferdinand-Braun-Institut gGmbH, Leibniz-Institut für Höchstfrequenztechnik (FBH). It solves a core problem in electron microscopy: until now, preparing tiny, electrically contacted samples was extremely time-consuming and expensive, sometimes taking days for just a single sample. Our chip reduces this effort to just a few hours, as its adaptive electrodes can flexibly adjust to different geometries. This not only makes sample preparation faster and more cost-effective, but also more reliable and reproducible. In the long term, the FLASHgrid enables entirely new workflows in both research and industry. It’s a tool that not only simplifies everyday lab work but also accelerates the development of future nanotechnologies.

The innovative aspect of the FLASHgrid is that it drastically lowers the barrier of sample preparation. Previously, creating electrically contacted samples for electron microscopy was an expensive, specialized process mastered by only a few experts. Our chip radically simplifies this step: thanks to the adaptive electrodes, a wide range of sample geometries can be quickly and reliably contacted – whether they are semiconductors, optoelectronic structures, or magnetic materials.

This benefits research labs, which can significantly increase their throughput, as well as the industry, particularly in semiconductor and materials development, where time is literally money. The FLASHgrid enables shorter development cycles while offering deeper insights into next-generation components. It is, therefore, both a driver of innovation in basic research and a tool with direct added value for tomorrow’s technologies.

Prototypes of the FLASHgrid

What fascinates me most about my work is that with our methods, we don’t just gain a better understanding of existing materials – we are also laying the groundwork for future technologies. When we learn how electrons move in nanostructures and how components actually function during operation, we can develop more powerful and energy-efficient chips in the future. But the perspectives go far beyond that: our methods also allow for the investigation of novel optoelectronic systems, such as for quantum communication, or magnetic structures for spintronics. In the long term, such insights could even help develop more sustainable materials or form the basis for entirely new computing and memory technologies. In this sense, I see electron microscopy not just as a tool for analysis, but as a key to unlocking future technological leaps.

The most obvious application is in the semiconductor industry, which is constantly working on developing smaller, faster, and more energy-efficient components. Here, our methods can directly help to better understand how new structures function and to shorten development cycles. Companies in optoelectronics – for instance, for next-generation LEDs or photonic devices as well as the magnetics and spintronics sectors, which are working on future memory and computing architectures, also stand to benefit.

Beyond that, research institutes and companies in materials development are potential partners: anyone researching new materials for sustainable technologies, batteries, or quantum applications gains a crucial advantage from high-resolution, time-resolved insights. With the new DElPhIN lab we are currently building at the Institute of Physics at Humboldt University Berlin, we are laying the foundation for exactly this: a specialized laboratory for dynamic electron phase imaging, enabling close collaboration between university research and industry.

From the beginning, it was never just the application of a method that fascinated me, but its further development. Even during my studies, I was drawn to tinkering with the instruments themselves and exploring how to expand their capabilities – a red thread that has run through my bachelor’s, master’s, and PhD. I’ve always been driven by the belief that with new tools, you can also ask and answer new questions.

What moves me deeply is that I get to continue this work in Berlin, the city where not only the electron microscope was invented, but also the foundations for time-resolved electron microscopy were laid. Being able to develop my own innovative methods in this field is a great honor and also a very personal motivation. Because what drives me is not so much the idea of creating something entirely new for myself, but rather making a contribution that enables future generations of researchers to gain new insights into the world of the smallest structures using improved instruments.

There wasn’t one single pivotal moment for me, but rather many small ones that came together over the years. Scientifically, a key moment was certainly when we first broke the nanosecond barrier with iGate and were able to directly visualize charge transport in a switching semiconductor. But just as influential were the encounters with people whose contributions to electron microscopy have changed our view of the world. Awards and recognitions for my research have also shown me that I’m on the right track, a nice feeling that motivates me to keep going. But the most important thing for me has been finding fellow travelers along the way: long-time colleagues who have become friends. Without that team spirit, the many long nights in the lab would have been nearly impossible.

What fascinates me most today is that we’re developing tools that not only enable new insights into physics, but also make daily lab work easier for many. A great example is the FLASHgrid: it makes the labor-intensive and expensive preparation for electrically contacted experiments significantly faster and easier. It’s important to me that this doesn’t just benefit us, but also frees up researchers around the world, allowing them to focus more on the scientific questions themselves rather than getting lost in long preparations. Seeing that a tool we developed from an idea is now tangibly contributing to more efficient and accessible research is one of my biggest motivations.

Setbacks are just part of research; sometimes, despite months of preparation, an experiment fails due to a detail that couldn’t have been foreseen. I try to see this as a learning process: every failure shows me where to look more closely and often opens up new ideas I hadn’t considered before. The team is also crucial: when you’re pulling all-nighters together in the lab, you share both the disappointments and the small successes. That makes setbacks more bearable and ensures that something positive always comes out of them in the end.

If I could wish for one thing, it would be an answer to how far we can push time-resolved electron holography. We recently broke through the picosecond barrier, a huge step that showed what’s possible. At the same time, we’re already working on an optoelectronic implementation that could even take us into the femtosecond range. This would create a tool that allows us to make the three-dimensional potential distribution of fundamental physical processes visible like a film, to literally film electrons at work. For me, that’s a fascinating vision: that in the future, we won’t just understand what happens, but actually witness how it happens.

When I do manage to stop thinking about physics, I devote myself to my many hobbies, which also often involve working with my hands: from turntablism, to tinkering with cars, to building movie prop replicas. I also try to spend as much time as possible with my family. A great compromise that brings a lot of these things together, for me, are science slams. We usually all have a great time there and I only talk about my work for ten minutes.

Der Beitrag Interview with physicist Dr. Tolga Wagner erschien zuerst auf Humboldt-Innovation Insights.

Level Nine, a Berlin-based start-up founded by Emily Sheridan and Seadna Quigley, aims to change this trajectory. Emerging from the Humboldt-Innovation ecosystem, Level Nine develops specialized synthetic catalysts that could be transformative for a more sustainable chemical industry. These catalysts, known as nanozymes, emulate the functions of natural enzymes and can drive clean, efficient chemical reactions. With these catalysts, chemical firms can reduce – and potentially eliminate – their dependence on fossil fuels.

We spoke with Level Nine to learn more about their background, motivations, the role Humboldt-Innovation has played in their journey. We also discussed the significance of greener chemical industry and their perspectives on fostering innovation within the sector.

We’re a Berlin-based deep-tech company working on synthetic catalysts called nanozymes that mimic nature’s most efficient molecular machines: enzymes. As such, Level Nine sits at the intersection of where innovative chemistry meets the possibility to unlock a new era of manufacturing. To understand our technology, its history must first be understood; nature has spent billions of years perfecting chemical reactions through enzymes, but these biological catalysts are frustratingly fragile and expensive to work for industry. So, we asked ourselves, what if we could capture their precision and efficiency in more robust, synthetic structures?

This venture means we’re not just tweaking existing industrial processes, we’re fundamentally reimagining how chemical reactions can happen. Using insights from computational chemistry and bio-nanoscience, we build catalysts from the ground up that are designed for both industrial performance and environmental responsibility.

Founders Seadna Quigley (CEO) and Emily Sheridan (CTO) (c) Level Nine

Level Nine was founded by Emily Sheridan (CTO), a recipient of the Women in Tech EU award and a PhD in Bio-Nanoscience from a globally leading institution, alongside Seadna Quigley (CEO), who has a proven track record of scaling impactful bioeconomy ventures such as Metabolic and Fresh Ventures.

What began as a research project into bio-inspired catalysis quickly evolved into a commercial venture as we realized the industrial potential of our work. Though explored in academic circles, we saw that nanozymes had never been translated into a robust, scalable platform for real-world chemical manufacturing.

With a blend of scientific rigour, entrepreneurial experience, and a deep understanding of industrial challenges, our two founders set out to build the world’s first company capable of deploying synthetic enzyme-like catalysts at commercial scale, which became Level Nine.

How did Humboldt-Innovation support Level Nine?
Through access to Humboldt’s extensive research ecosystem and expert network, we were able to sharpen our scientific foundations while exploring commercialization pathways in a structured, supportive environment. Their backing also helped us secure key partnerships and credibility in the Berlin innovation ecosystem that accelerated our transition beyond the lab bench.
Whilst operating in a city renowned for its scientific excellence and startup dynamism, working alongside Humboldt-Innovation served as a bridge that helped us take our breakthrough research to the next level.

Their belief in our mission, especially during our very early stages, provided a confidence that affirmed the broader relevance of our work, and their support has continued to bolster our visibility and strategic development. In the early days, when you’re trying to convince investors and industry partners that your technology can work at scale, having Humboldt-Innovation’s backing sends a powerful signal.

Lab work (c) Level Nine

Our mission is straightforward but ambitious: we want to help the chemical industry become part of the climate solution instead of the climate problem. Right now, global chemistry is responsible for massive carbon emissions (over 3 gigatons of CO₂ annually). As a society there is a great dependency upon this industry, from pharmaceuticals and materials, to food production and fuels. We can’t just shut it down, we need to transform it.

That’s where our nanozymes come in. By developing catalysts that can drive clean, efficient chemical reactions, we’re giving companies the tools they need to move away from fossil-based processes without sacrificing performance or profitability. But our mission goes beyond just reducing emissions. We’re working toward a future where chemical manufacturing is decentralized, circular, and built around renewable feedstocks. Imagine chemical plants powered by agricultural waste instead of petroleum, or supply chains that regenerate resources instead of depleting them. That’s the transformation we’re trying to catalyze, literally and figuratively.

The chemical industry is everywhere, but its influence is easy to underestimate. The plastics in your phone, the fertilizers that grow your food, the medicines that keep you healthy: they all start with chemical processes. The industry touches virtually every aspect of modern life.
The problem is that most of these processes were developed decades ago when climate change wasn’t considered as urgently as it is today. The industry remains energy-intensive, heavily reliant upon fossil fuels, and produces enormous amounts of emissions – over 3 gigatons of CO₂ emissions per year, making it one of the largest contributors to global climate change. Now, as we race toward net-zero targets, chemistry has become one of the hardest and most-urgent sectors to decarbonize.

What excites us is the potential for positive impact. If we can unlock the potential of green chemistry, we don’t just reduce emissions but also enable entirely new ways of making things. We can turn agricultural waste into valuable chemicals, create materials that are designed for circularity from day one, and build manufacturing systems that actually strengthen rural economies. The urgency is real, but so is the opportunity. At Level Nine, we believe that by reinventing the very catalysts that drive chemical reactions, we can trigger a systemic change across the industry and transform it from a major emitter into a cornerstone of a regenerative economy.

To us, innovation is the art and science of bridging what is possible with what is needed. It is about turning knowledge into solutions that are not only technologically advanced but also socially and environmentally relevant. In our field, innovation means taking abstract scientific concepts and translating them into tangible tools that solve industrial-scale problems; we spend a lot of time thinking about molecules that don’t exist yet, and then figuring out how to make them do exactly what we need them to do. To us, transforming concepts into reality is innovation in its purest form. It’s a process that requires courage, creativity, and collaboration. Innovation begins in the lab, but it must be validated in the real world and ultimately deliver impact that can be felt across markets and ecosystems.

Crucially, we see innovation as an iterative journey, not a destination. It’s about continually asking: how can we do this better, cleaner, faster, or more fairly? At Level Nine, innovation is built into our workflows, our culture, and our partnerships. It is the driving force behind every molecule we design and every solution we deploy. What keeps us going is knowing that every breakthrough in the lab gets us closer to catalysts that could transform entire supply chains. Innovation means staying curious, staying persistent, and never losing sight of the bigger picture.

In the chemical industry, innovation is not optional – it is existential. As one of the most resource-and energy-intensive sectors globally, chemistry faces mounting pressure to evolve. Whether it’s reducing greenhouse gas emissions, replacing toxic reagents, or securing alternative feedstocks, innovation is the only path forward. Historically, much of the industry’s innovation has been incremental, whether optimizing existing processes or improving yields. But now the equation has changed. Companies need to hit sustainability targets, regulatory requirements are tightening, and customers are demanding cleaner products. Suddenly, incremental innovation isn’t enough and the challenges of the 21st century demand a step change: radical innovation that reimagines the fundamentals of chemical synthesis and production.

This is precisely where Level Nine operates. By introducing synthetic catalysts that emulate enzymes, we offer a new framework for chemical reactions that is inherently more selective, efficient, and sustainable. Our nanozyme technology is a perfect example of innovation meeting necessity: it not only outperforms traditional catalysts, but also addresses critical supply chain and sustainability challenges. The beautiful thing about working in such a foundational technology is the ripple effect. When you improve the catalysts that drive chemical reactions, you potentially improve every process that uses those reactions. A single breakthrough in our lab could influence how bio-based materials are produced or how renewable feedstocks are processed.

Der Beitrag Level Nine Nanozymes spark green chemistry erschien zuerst auf Humboldt-Innovation Insights.

For example, textile production requires enormous amounts of water and land. Producing a single cotton T-shirt consumes about 2,700 liters of fresh water—equivalent to the amount one person would drink over 2.5 years. Accordingly, in 2020, the textile industry was the third-largest contributor to water pollution and land use. In addition, greenhouse gas emissions harmful to the climate are rising with the consumption of fast fashion products. According to the European Environment Agency, purchasing textiles in 2020 generated around 270 kg of CO₂ emissions per person. It is clear that something needs to change.

People like fashion designer Stephanie Pupke-Bertram are among those bringing textile upcycling into the mainstream of consumer society, aiming to counteract textile waste. Stephanie’s project is called recreategoods, which she launched together with software engineer Thomas Chille. At the heart of the project is an AI Upcycling Design Assistant. This tool is used to upcycle unsold but ready-to-wear items by generating visual design suggestions for modifying the original design of a garment.

In this way, new collections can be created from unsold stock. Fashion designers can choose from the photorealistic suggestions to match their collection plans. They then receive a work specification that allows them to commission a suggested tailoring service or production facility to process and upgrade the garments accordingly. Through this approach, Stephanie helps the fashion industry make meaningful use of existing, stored inventory—keeping these items in circulation, saving on raw material costs, and preserving valuable production time.

In 2024, fashion designer Stephanie Pupke-Bertram completed the EXIST-Women program, an initiative supported by the German Federal Ministry for Economic Affairs and Climate Action, the Project Management Agency Jülich, and the European Social Fund. The program supports female founders emerging from universities and research institutions. Through this initiative, the federal government aims to empower women and foster greater diversity in the still male-dominated startup ecosystem.

EXIST-Women helped Stephanie pursue her vision of a company specializing in textile upcycling by providing her with the necessary framework. In addition to structural guidance, the program offers events, consulting, mentorship, and financial support for its participants.

Stephanie highlights how much she benefited from these offerings: workshops, one-on-one coaching with Katja Brunner—startup advisor at the HU Founders’ Hub and expert in female entrepreneurship—and mentoring by Darina Mamonova, who played a key role in product development and continues to support her today.

She also took away an important mindset shift: to seek out more support and ask more questions. As a result, her daily work has become more structured and analytical, creating more space for creative and artistic exploration.

EXIST-Women also expanded Stephanie’s professional network. Through the workshops, she connected not only with Berlin-based fellows but also with participants from other cities and diverse backgrounds.

Stephanie was particularly impressed by the comprehensive support offered by Science & Startups, Berlin’s startup network, which provides in-depth guidance and resources for startups at every development stage.

In March, a new cohort of EXIST-Women fellows began their funding period. This time, 28 founders will spend the coming months developing their ideas and learning together. We look forward to seeing what innovations lie ahead.

Thanks to EXIST-Women, both Stephanie’s project recreategoods and Stephanie herself have grown significantly. For 2025 and 2026, the recreategoods team has ambitious plans: a new team member will support market entry, several collaborative projects with various fashion labels are in the pipeline, and the AI tool will continue to be trained.

In addition, the team aims to develop a long-term business plan, enhance the AI Upcycling Design Assistant with new features, and turn it into a market-ready product.

Stephanie’s journey shows that EXIST-Women is more than just a short-term support program—it continues to bear fruit long after it ends. It’s well worth being a part of it.

Der Beitrag Combating fast fashion with upcycling erschien zuerst auf Humboldt-Innovation Insights.

Our professional backgrounds are quite different. In our “first lives,” Eva was an architect, while Miriam worked as a project manager and freelance copywriter. So we are both career changers in the funeral industry and have trained ourselves through various internships and courses with hospice services and other funeral companies.

The image of a funeral director is often primarily that of a salesperson rather than someone who accompanies and supports people in their grieving process. Unfortunately, we experienced this ourselves, which led us to start exploring grief and new rituals.

When you talk to people about their experiences with funerals, many describe them as disappointing. For some, the ceremony felt too impersonal or the decorations too kitschy. Others recall being shocked at the high costs, while also feeling they had no time to carefully consider important decisions.

We want to show that a funeral doesn’t have to be something you just “get over with,” but rather something that can actually support and help in the grieving process.

In general, we want to bring a breath of fresh air to the topics of dying, death, and grief, and help take them out of the taboo zone. The core problem is that people are often uncomfortable around those who are grieving, which means there is little exchange of experiences. As a result, most people don’t know about the possibilities that exist. And on top of that, the time after the loss of a loved one often becomes a very lonely period.

From our own experience, we know how easy it is to feel completely lost in the funeral jungle when you lose someone for the first time and have no idea what is actually possible. Many people assume there is just one prescribed path and that the funeral home will know what’s best. It’s often only months after the funeral that people realize what they would have wanted to do differently and how much it all really cost. That’s why we want to open up the “black box” of funerals and shed some light on it.

We are mission-driven and want to make a change, but at the same time we have a clear business model to achieve this. Our revenue comes from providing the more traditional funeral services. Beyond that, we offer free pre-planning consultations, where people can plan and document their own funeral wishes. In this way, and through educational work on Instagram and other platforms, we want to encourage people to think about the subject early on.

After the funeral, we want to continue supporting those in mourning and connect them with others. We are planning an online platform where we will offer group activities. Ideas range from grief yoga and neighborhood walks to forest bathing and pottery. Right now, we are exploring what people are most interested in and we always welcome feedback on this idea or on what has helped you personally in times of grief (bestattung@kreisundraum.de). If any providers of such activities feel addressed, we would be delighted to hear from you as well.

Our approach is to provide funerals that are accompanied by grief support, rather than seeing a funeral only as a purely organizational service. For us, the planning and the day of the burial are a central part of the grieving process.

That’s why we actively involve the bereaved as much as they wish. For example, we offer the possibility to see the deceased again, to wash and dress them together, to paint or decorate the coffin or urn, to speak during the ceremony, to write a letter to be placed in the grave, to play music, to read a poem, and much more. This grief-supportive approach also led us to the idea of bringing people together in communities after the funeral, so that they are not left alone in their grief.

We also see ourselves as a place for unconventional ideas. Especially in a big city like Berlin, many people no longer feel connected to any religion. We help to develop new rituals that allow for a personal farewell. In the end, it’s usually not much that we add ourselves. We simply go into every conversation with an open mind and create a space where people feel encouraged to share their own ideas. Even confetti and peppermint schnapps at the grave are possible. Thankfully, there is now biodegradable glitter or flower-seed confetti.

It can also be important to involve children. Many people fear doing something wrong here. There are rarely universal answers, but for most children it is actually very important to be present. The notion of older generations—that children are overwhelmed by death—rarely reflects children’s actual experience. Children deal with these topics differently than adults and grieve in their own way. As adults, we often feel the urge to protect them, but in our experience, this is not necessary in this context.

Another area where we differ from conventional funeral homes is in transparent pricing. Online, people can compare prices for almost everything, but interestingly, the funeral industry remains very closed. Only flat rates are usually published, while detailed costs for individual items are not shared. Price information for urns, for example, is available only to funeral directors, not to private individuals. We take a different approach with our pricing. We offer a package price for support and organization (currently €2,950 for a cremation) and pass on the many additional items (such as coffin, urn, flowers, transportation) directly to the client, with only a small handling fee of 15%.

We have also noticed that many people wish for funerals connected to nature. A frequent question is what kinds of natural burial options and places are possible. We provide a lot of advice on this and now know well where tree burials are possible in Berlin cemeteries. A connection with nature often goes hand in hand with the desire for an ecological funeral. Our network of partner companies and suppliers is local to Berlin and its surroundings, all materials are biodegradable, and for every cremation we conduct, we ensure CO₂ compensation. That is the scope of what is currently possible. Beyond this, we are waiting for approval of a new type of burial that is not yet permitted in Berlin. This process, called recomposition (or “Reerdigung” in German), transforms the body into soil within about five weeks—essentially composting. We are among the first companies in Berlin preparing to offer this method as soon as funeral law allows it.

We are constantly reminded of how overwhelming and burdensome the subject of dying can be for many people. When someone walks through our door with their head down and then leaves after our conversation, for example, after making arrangements for an ill mother with visibly lighter shoulders, it is an incredibly fulfilling feeling.

We also have the privilege of engaging in profoundly deep conversations with complete strangers almost instantly. Along the way, we meet fascinating personalities and are entrusted with the stories of their deceased loved ones. Especially during the preparatory conversations for a funeral speech, which can sometimes last two to three hours, we learn about the most moving life journeys as well as many vivid, joyful moments. Having the honor to share these stories once more at the funeral service is deeply meaningful.

This profession is, in every sense, as diverse as people themselves.

Many experiences have touched us. Simple moments, like sharing peppermint schnapps at the grave or painting a coffin together with children, have left a mark on us. But one situation in particular stands out in our memory: during a funeral, a grandson found truly beautiful and vividly expressive words for his late grandmother and delivered them in front of a large congregation in the chapel. It completely overwhelmed us emotionally, and neither of us could hide our tears.

However, as long as we’re not the loudest sobbing in the back row, we consider it completely okay and simply human. Even as funeral directors, we are not exempt from these emotions.

We always approach our work with what we call “professional closeness.” This means we are empathetic and emotionally engaged in supporting the bereaved, while remaining fully aware of our role as funeral directors. We are not meant to be personal friends.

The most important factor, however, is that we work as a team and can support each other. From the very beginning, it was clear to both of us that we did not want to take this career path alone we needed a sparring partner. So far, this has worked wonderfully.

In addition, we maintain good contact with other funeral companies that share a similar mindset, which allows us to see an extended network of supporters.

Phew, that’s a big question. There isn’t really a simple answer. In general, many people find it helpful to listen to their own feelings and do what feels right for them, rather than focusing too much on what others expect. Easier said than done, of course.

One thing we think is important to say: right after a death, people often have more time than they realize. And there are usually more opportunities than expected to feel close to the deceased one last time or to help shape the funeral.

In the acute period of grief, or even later, the pain can feel truly unbearable for some. Some even feel like they might lose their mind or are overwhelmed by guilt. This is completely normal. Grief, even intense grief, is a natural emotional response to loss. It is perfectly okay, healthy, and important to seek help.

This support can come from one’s own social network, but also from professional grief counselors or support groups. We are happy to assist in finding the right resources.

The calming effect of the color green and a walk in the forest is one aspect. What can also be healing is reflecting on the natural cycle of life, which also inspired the name of our company, Kreis & Raum. When a person dies, we lose so much. At the same time, the idea or the image of the body returning to the elements of earth, air, or water can be comforting. For many, a forest or sea burial is therefore a meaningful way to come to terms with the death of a loved one.

In fact, we believe that the immediate environment of a grieving person can make a huge difference. When you learn that a friend or neighbor has experienced a death, it’s usually a good idea to reach out and stay present. By “stay present,” we don’t just mean saying, “Call me if you need anything,” but offering concrete forms of support like helping with shopping, listening, or going for walks. Grieving people often isolate themselves because they notice that those around them feel uncomfortable with the situation. If someone in grief doesn’t want to talk about the deceased, they will tell you. But asking and checking in is a good way to break the taboo.

Another lever for change is the media. Through portrayals in films, television, magazines, and books, we often develop completely false ideas about dying and death and also about grieving.

Thank you for the interview!

Der Beitrag Approaching death, dying, and grief with a breath of fresh air erschien zuerst auf Humboldt-Innovation Insights.

This year’s Founders Schmaus of the Humboldt Founders Club was dedicated to the topic of internationalization.
In the fireside chat, three founders shared their experiences with taking companies international and discussed what really matters when making this move.

Sebastian Schulze is the founder and chairman of the board at Fit Analytics as well as managing partner at AllocNow, a global leader in cloud software for sustainability and carbon accounting. He also took part in the fireside chat at the Founders Schmaus. We want to make important insights and tips on internationalization available beyond the event itself, which is why we interviewed him on the topic.

Founders should start thinking about internationalization from day one, since it has major implications for company building, hiring, strategy, financing, and more. The decision of whether, when, and how to internationalize depends heavily on individual factors such as market potential, the team’s competencies, the competitive landscape, access to capital, and the legal framework. There is no one-size-fits-all answer, but internationalization should always be part of the strategic considerations from the start and revisited continuously.

One of my biggest challenges was always transferring company culture to new locations. It requires a great deal of sensitivity and communication to preserve the company’s identity while developing its culture across all offices. Another key point is assembling the local team. For me, cultural fit is more important than professional qualifications. From my experience, a member of the founding team is best suited to build a local team and establish the company culture at a new site abroad.

From my experience in the B2B software sector, the best approach is to speak directly with potential customers in new markets. This can be done very efficiently without immediately opening a local office. We have found it valuable to have one of the founders make the first customer contacts and explore the market.

In the B2B software space, I’ve observed that internationalization within Europe can be effectively managed from Berlin. We’ve had very good experiences with talents from various European countries who manage their home markets from Berlin and then spend limited time locally, for example, attending events and customer meetings. For markets outside Europe, especially those with significant time differences, we’ve found that having local teams is more effective.

Cultural differences were particularly noticeable between Europe and regions such as Asia and North America. One major challenge was fostering and further developing a consistent company culture across multiple sites and regions. On the legal side, we encountered significant differences, especially in labor law. Early on, we made the mistake of not seeking local legal advice, for example, regarding employment contracts, in order to save costs. Looking back, I would do things differently.

As a founder, I was responsible for new customer acquisition and internationalization for many years. This meant I traveled extensively and spent a lot of time in other countries. Nowadays, I travel less for work and enjoy family life in Berlin. In my current stage of life, I don’t feel any urge to live in another country for an extended period.

Der Beitrag How do companies succeed in internationalization? erschien zuerst auf Humboldt-Innovation Insights.

Mimotype has developed novel material systems for bio-inspired organic semiconductor technology, enabling light generation modeled after nature. Claudio and Danilo Flores have created hydrogel-based light-emitting diodes for medical use in the wearable sector, high-end lighting experiences for the automotive sector, aerospace, and shipping industries, as well as innovative textile fibers.

Mimotype is not a “spin-out” but a “spin-in.” Coming from the private sector, we merged into the German high-tech landscape in a sort of reverse merger. Organizationally, we are an agile speedboat; nonetheless, due to leasing agreements with universities and research institutions, we have access to the latest machines and manufacturing facilities.

We have been working as innovation managers in the field of bio-inspired high-performance materials since 2017. Based on Claudio’s research in theoretical biology, we developed an approach for rapid prototyping of biomaterials founded on the core idea of convergent evolution. The application of this proprietary technology discovery principle led Mimotype into the field of organic electronics. Danilo knew even before completing his university law degree that he wanted to pursue an entrepreneurial career. Claudio began his PhD but decided after a year to put it on hold and dedicate his life to bio-entrepreneurship. Together, we shape and realize our own understanding of organic technology, aesthetics, and beneficial application areas.

We are expanding our groundbreaking work in bio-inspired organic semiconductor technology to address critical challenges in global food production. With global food demand expected to rise by 56% by 2050 and extreme weather events threatening supply security, innovative solutions are needed.

Our focus is on greenhouse cultivation, a sector where artificial LED lighting is currently essential for promoting plant growth. However, this is also energy-intensive and reliant on fossil energy sources, contributing to excessive emissions and creating volatile cost structures for producers.

Mimotype’s solution involves the use of biodegradable photoconversion films. These films use genetically modified fluorescent proteins derived from jellyfish to convert unproductive parts of sunlight, such as ultraviolet and green wavelengths, into photosynthetically active red and blue wavelengths. This process effectively harnesses unused solar energy for plant growth without requiring additional energy input.

By covering greenhouse walls with these biodegradable and biocompatible films, we can improve plant growth in various climates while significantly reducing the dependency on artificial lighting and energy consumption. This not only increases the efficiency and sustainability of food production in greenhouses but also helps secure our food systems against future uncertainties.

Mimotype makes unproductive light usable (c) Mimotype

Besides greenhouse cultivation, we see great potential in several other sectors, particularly in solar cell technology and the medical field.

Firstly, our bio-inspired materials could be used in solar cell technology to enhance efficiency and promote sustainable energy production. Solar cells are less efficient at converting light to energy at certain wavelengths. By photoconverting incoming light into wavelengths that match the optimal efficiency of solar cells, our technology could significantly improve their performance.

In the medical field, we envision advancing optogenetics in neurotechnology and research. This could lead to breakthroughs in understanding neurological disorders. Additionally, our biocompatible light sources could impact wearable medical devices, improving patient care and overall therapy outcomes.

We are probably the most resilient team in the world. It’s a great feeling to work in a budding family business. Of course, there are conflicts, but we learn to handle and de-escalate them. It’s the best school for applied psychology one could wish for. We couldn’t imagine having any other co-founder and wouldn’t want it any other way. I recently read that in crystallography, the concept of twin crystals is very important. I often think about how our joint growth relates to this.

Don’t follow trends and hypes; think critically and don’t go with the flow. If you are convinced of your vision and technology and feasibility are aligned, pursue your ideas even if few others are researching and developing in that field. These niches often incubate true breakthrough technologies. Don’t let investors, VCs, and startup coaches explain too much to you, as they usually have never founded a company themselves. Study the great scientific entrepreneurs of the past who displayed true boldness and changed the world. Even in the interconnected, digital age, nothing beats persistence, conviction, authenticity, and tenacity.

Der Beitrag Interview with the founders of nanotechnology startup Mimotype erschien zuerst auf Humboldt-Innovation Insights.

In March 2024, the initiative greenCHEM has celebrated its brand launch. greenCHEM aims to make the chemical industry more sustainable and eco-friendly. It has been four years that industrial engineer Martin Rahmel is the CEO of the Chemical Invention Factory. Now, he is also co-ordinator of the greenCHEM consortium. In an interview, we spoke with him about his path towards chemistry, the role of chemistry for the industry, greenCHEM and its advantages as well as other interesting topics.

My father inspired me to get into chemistry. He studied chemistry at TU Berlin, did his PhD and was chief production manager at Schering in the end. I can remember my first chemistry lecture very well. I was very nervous and excited. I wanted to know more about chemistry. And the oxygenhydrogen reaction is a lasting memory of mine. Luckily, I did not get a tinnitus.

Chemistry fascinates because it is the science of material change. You add A to B and something new comes into being, a new material. And the diversity of creating such new materials is endless.

My main motivation is the topic of sustainability. Professionally as well as in my private life. In private, I am First Chairman of a registered nature conservation association for sustainable, near-natural river ecosystems. Professionally, I also deal with ecosystems, but those are ecosystems of innovation in the field of green chemistry. That is my passion, that is my motivation: Bringing new sustainable materials on the market with the help of green chemistry is just amazing.

I think there are problems in several sectors with regard to the topic of innovation for sustainability. There are interesting studies that prove that we have multiplied the number of researchers within the last 30 years, but the impact on economy is missing. The chemical industry is no exception here. When we look at the causes, we can find that those are not only the industry, the researchers or the state. It is a multifactoral problem. However, with regard to the chemical industry, it must first be noted that this industry has always played a kind of latecomer role due to long development cycles and high capital intensity. This can be regarded as a disadvantage or as an advantage and I am a person who is very optimistic. So, I consider it as an advantage, since we can learn from other industries and do a better job. At this point, one can find specific circumstances that are very challenging at the moment such as the linear logic of the economy we want to transfer into a recyclable one, changing the whole basis of ressources that are fossil up to 87% into renewable, biogenic carbon sources and lastly, the mitigation of toxic substances.

If we success to do that, we are able to build a new chemical industry to which innovations are essential. That is what we stand for.

greenCHEM is a joint project by TU Berlin, Free University and Humboldt-University that is funded by the Federal Ministry of Research and Education. The goal is to create a specific transfer space. This sounds relatively cryptic. To put it simply: We are the innovation ecosystem for green chemistry. We are united by our guiding principle, namely to unfold sustainability impact of green chemistry through optimized transfer.

The vision of greenCHEM is actually very simple: We aim to be the European innovation ecosystem for green chemistry. So, when some scientist in Europe or somewhere else has a realization, a research result, then there must be the question: Where do I have to go? Where do I get the help to unfold this potential in the fastest and best way possible? This is exactly the place we want to be.

Our next steps depend on what it takes to become this place. These are two central topics in the end: The first topic is the infrastructure. In chemistry, we need the appropriate infrastructure in the form of laboratories and analytics, from basic research to production, and this is exactly what we provide in a unique way in greenCHEM.

From infrastructure for basic research such as the “Center for the Science of Materials Berlin” at Humboldt-University that we are intentionally keeping open, also for technology transfer and startup-teams, to the Chemical Invention Factory at the TU Berlin or Scaleup-Lab where we conduct reactions up to 150 liters at the Free University.

The whole thing is rounded off in cooperation, for example with Brandenburg, where we will provide space for pre-production for so-called pilot plant scales with the Startup Lab in Schwedt. That is the first factor, the infrastructure, the hardware.

There is also a very essential, soft factor: the ecosystem. And this is exactly what we are creating with greenCHEM by binding partners to us and creating them around us in order to achieve a diverse ecosystem for joint success in the innovations of green chemistry.

I think, we all accept and understand the “Why”. The “Why do we have to integrate sustainability in our agency?”. Also the “What” is accepted: “What do we have to do to live sustainability?”. But in chemistry, the main question is now: How do we implement it? Exactly to this, the 12 principles of green chemistry respond. They give chemists examples and guidance on how they can reinvent chemistry in order to realize the “why” and the “what” and to design sustainable products and procedures.

Let’s be honest: We are facing an enormous transformation of the chemical industry. Correspondingly, it takes all players to implement successful transfer. That is why we as greenCHEM have identified five target areas where we will become active together with the stakeholder groups behind it. In accordance with the five target areas, we have different offers of how we get into interaction. It ranges from teaching and research to create transfer from the universitary perspective to collaboration with the industry in the fields of innovation and advanced training as well as societal dialogue. All this, you find on our homepage and we would be very pleased if you subscribe to our newsletter.

There is a broad variety of examples of innovations that come from green chemistry. We alone have fourty different technology transfer- and startup-teams that are already selling their innovations or on the verge of doing that. When you look at the variety it reflects such of the chemical industry. It ranges from applications for lacquers, underwater boats to heat and energy storage materials in general, packaging materials etc.. In the end, every chemically manufactured product needs innovation and deserves innovation.

Ultimately, there are three central merits of such a compound innovation ecosystem: Firstly, complementarity. I think on the basis of the infrastructure it could be recognized quite well that we as a composite create a whole that provides for necessary infrastructure through all technological development stages. The second huge advantage is the critical mass. In compound, the three universities are able to set the critical mass of students and PhD candidates in chemistry. Lastly, variety which I have learned from natural ecosystems: The variety we cover across the three universities, the inspiring people. Conflating the diversity of these people is certainly challenging, but also accompanied by enormous potentials.

All in all, I can say of course that it is a huge privilege for us to work with such outstanding scientists in chemistry from three universities in Berlin. Where do you get such a diversity? I am definitely very grateful.

This strongly depends on the background you have. I can recommend students for instance to attend to our course offerings. Outstanding is certainly the “Micro Credential Sustainble Entrepreneurship”. If you are a PhD candidate, doctorate or Post-doc, I can recommend several event series where you dive into the innovation ecosystem. This also deems for professors. Just reach out to us if you have research results that could have impact potential. You can find us on our homepage www.greenchem.berlin where we also offer our newsletter so that you are always up-to-date.

Thank you very much for the interview!

Der Beitrag greenCHEM and necessary change in the chemical industry – Interview with Martin Rahmel erschien zuerst auf Humboldt-Innovation Insights.

Wen-Min Ji, who was the co-founder of lilaDot – a startup that is no longer active – shares insights on the importance of vision as a first-time founder. Her startup was a software and communications company that provided services for visualizing complex topics and presentations.

I’d like to clear up the scary cloud here and share what I have learned in the last two years building a startup myself, as a first-time founder. The good news is that, it is not that easy to fail a startup if the founder doesn’t give up. I’m not saying that we should simply stick to the “just don’t quit” mantra – many times, it is wiser to give up on something (a career, a relationship, a life-style) that is simply not aligned with our values and who we are.

You see where I’m going: To not give up on a startup, it is crucial to make sure that we’re aligned with that startup’s mission. And to align, we need to know the direction. That direction, in the startup world, is called “vision”.

Here are 5 things I learned about the importance of vision as a first-time founder. I hope these stories will help you identify a strong vision of yours, which will get you through the thick and thin of a challenging startup journey.

Having a vision is to aspire to do something and influence the status quo. A strong
vision is the result of us caring deeply about certain topics and situations in
the world.

I care about knowledge more than anything else. I love learning, connecting dots, and sharing what I have learned. This led to some tiresome academic years but also gave me the opportunity to discover my purpose.

When I was teaching and studying in the universities, I was incredibly frustrated by the amount of text I had to either digest or force other people to digest (remember the “required readings”?). It is very exhausting to read through 30 pages of academic papers in one go! But I had to. Otherwise I would forget what I had read and the effort would go to waste.

I want to change how teachers, researchers, and scholars communicate knowledge. There must be better ways to do this without sacrificing the complexities and nuances of the knowledge.

I started drawing illustrations to present the knowledge for my research and in my classrooms. The result was so great that my students and I survived two years of me teaching philosophical logic in German (side note: I’m from Taiwan and German is not my native tongue) while several times I got the comment: “The drawing makes the topic so much easier to understand. I hope all my teachers do that.”

That’s where I found my vision. I want to empower the world to learn more, understand complexities better, and solve problems faster. I want to achieve that by helping people use illustrations to communicate knowledge and ideas.

The first step is always difficult. Especially, after hearing so much threatening about how challenging startups are, many people do not feel ready to start, or fear that they would fail if they start – and then they never start.

With a strong vision, the starting point will seem a lot less daunting because we know what is at stake here, and we understand that there is an important problem to solve, with or without us.

I didn’t even know what a startup is when I set myself on this mission two years ago. A friend heard me describing the problem I wanted to tackle and my initiative with the drawings. He asked: “Have you thought about starting a startup?”

A few months later, I found myself in Humboldt University startup incubator presenting a piece of paper with some drawing of a browser-based graphic editor to one of the startup consultants (still grateful for that talk, Constantin!) “I’m so prepared. Everything is thought out. They should realize what this solution means to the world and let me build the app!” I thought to myself before the meeting.

Of course, I had no idea back then what it takes to start a business, and nobodythrew money at my project after that meeting (still until this day, we haven’t raised money.) But I got the recommendation to join the 2-week startup bootcamp and from there, I started to build up my knowledge around the eco system.

Many “first-times” have happened ever since – first pitch event, first investor meeting, first incorporation, first public grant application. Every single first-time, I still thought the same thing: “They should realize what this solution means to the world and let me build the app!”

Having a strong vision pushes me to keep trying and keep learning, even though I might not feel like trying because rejection really sucks. But every time, the road to the vision seems a bit clearer, and it all feels worth it again after recovering from the post-rejection low times.

The chances are that we will need to try a hundred things that fail before we can
make one thing work. Our life-vest is a clear understanding for why we are pushing
through this and where we are going.

lilaDot (my startup’s business name)* has a difficult starting phase. We were trying to tell academics to ditch their eloquent writing and speech, and instead, use illustrations to communicate their sophisticated research finding. Many associate illustration with commercial or childish sentiments, and it does not go well with the mainstream academic image.

We have been experimenting with different positioning, offers, illustration styles, messaging, and target groups. We are slowly seeing more and more positive results, but compared to the attempts that did not work, it is so scarce that I wouldn’t have survived based on the gratification of success.

The vision to empower the world to communicate knowledge efficiently is what I revisited in all the dire times. In front of a big mission, the current challenges seem a lot more acceptable and manageable.

Around the house, I have struggled the most with the little chores that are easy to achieve but still requires my active effort (doing the tax report, for example.) An easy-to-reach vision is like that – it doesn’t motivate and inspire people as much as a challenging vision.

I’m not saying that easy-to-reach visions cannot be important. But to embark on a startup journey where you are one of the first (if not THE first) advocates of your business will put your drive and determination to test.

In the beginning, when resources are scarce, startups rely heavily on the team’s motivation to move forward. lilaDot is going through the time when the founders do not have any income for more than 6 months while working more hours and carrying more pressure than we would have in a 9-5 job. Having a meaningful and exciting vision helped me give meaning to the struggle, tolerate the tedious chores, and recover from the frustrating times.

Startup founders are travellers. When we are travelling into uncharted and never visited spaces, following beaten path is no longer an option. Our vision will help us navigate the directions, but if we don’t have a plan and take notes, we will keep running into the same dead ends.

This is why many startup mentors are emphasizing the importance of execution. To get to the destination in the wilderness, we need to strategically explore the landscape. We need to identify and pivot to opportunities that will allow us to go further.

lilaDot aims to empower people to communicate knowledge efficiently with illustrations. We have explored several directions in our product, sales, and marketing strategies. In the beginning, we thought that tapping into our existing academic network would be a good idea. This strategy gave us some initial success because of our network but we soon realized that the majority of academics are very skeptical about alternative communication method and will be resistant to our offer. We have recently shifted our target audience to science communicators, who are working on the same mission and also actively looking for solutions and tools.

This pivot is just one of the many that we took in the last few months. The vision plays an important role in the search for new paths. When something in the business is not working, there are so many ways to pivot and it’s impossible to figure out where to go simply by asking around or doing research (there are probably as many different advices as the advisors.). lilaDot’s vision helps us decide and commit to target science communicators instead of business consultants, design agency, or elementary education, because it aligns best with our vision.

These are the things that I have learned in the last two years pursuing my vision in the form of a startup. Am I successful yet? Definitely no. We haven’t found enough customers and haven’t convinced any angel investor to start taking off. Are we on the right track? I don’t know, but I know that we are inching a little bit closer to the vision every week.

lilaDot is slowly growing from just-an-idea-and-a-bunch-of-people into a sprouting early-stage business. We have met more and more people (customers, mentors, friends) who appreciate us for taking on this challenge and believe that we can succeed in making the world a better place, and that’s all we need to keep moving.

I hope these stories about my journey towards lilaDot’s vision help you feel a little less lonely on your unique journey towards your vision.

Der Beitrag 5 things I learned about the importance of vision erschien zuerst auf Humboldt-Innovation Insights.

Renowned corporations such as EDEKA and TIER are among the clients of the company that was supported by the startup service of Humboldt University in Berlin and funded by the EXIST scholarship upon its spin-off: key2contract GmbH INHUBBER, founded in 2019 by Dr. Elena Mechik, a PhD holder in geosciences and economics, along with her husband and brother. The company offers its clients a digital contract management and e-signature solution that ensures improved contract overview, increased transparency, and deadline compliance.

Learn about how their contract management software is connected to rainforest protection, what makes it unique globally, and what experiences Elena has had as a woman with a migration background in the startup scene.

My story begins with a trip to Brazil, a newfound love for the tropical forest, and a commitment to combat illegal logging. After my trip, we stumbled upon statistics linking paper consumption to deforestation, showing that paper products are responsible for 16% of deforestation. This sparked the idea of fighting this issue from Germany by founding an economic yet sustainable company.

We then considered how to save paper and set the goal of paperless offices. This led to the idea of digital contract management and signatures. We wanted to give companies the ability to operate completely paperless while working more effectively and efficiently.

When talking to companies, paper savings are a secondary concern. Primarily, they are interested in increasing efficiency. Clients often come to us with the problem that they cannot immediately find certain contracts. There is a lack of centralized oversight of all contracts, and especially in today’s financial crisis, every company wants to save. Without a central overview of all contracts, it is very difficult to decide where savings can be made.

But this is exactly what we offer our clients: a central overview. Additionally, we provide the ability to never miss a termination deadline with automatic reminders. This is immensely important, as I often see with our clients. Recently, I spoke with a company that had booked VIP tickets for Hertha. However, Hertha played at a different venue than expected, and they missed the cancellation deadline for the very expensive tickets, resulting in a loss of 20,000 euros for a year. They then approached us to ensure such a mistake would never happen again.

We started in the startup incubator of Humboldt University. They believed in us and we were intensively advised by Professor Lessmann, which was very important for the EXIST scholarship. During the year we were funded by the scholarship, we worked in the Humboldt Innovation founder’s house, developing our idea to combine blockchain and AI technologies for a secure contract management and e-signature solution. We also had our first office there and maintained close communication with the HI startup service. Today, we continue to engage with HI, using, for example, the startup alumni network offerings and benefiting from contact with other startups.

Moreover, I tell the story of our roots at Humboldt University to clients almost every day. I find it a beautiful story. We started as students, as researchers, received support from Humboldt University, and have now grown into a stable company with major clients.

There are many different solutions for contract management, hence a lot of competitors. What makes us unique is our encryption. We offer a highly secure solution that we initially researched at Humboldt University. Security was very important to us because we knew from the start that no one would entrust us with their contracts if we couldn’t manage them securely.

Once the software was fully developed, we realized that we were unique in the market with our continuous encryption. Our digital signature is based on blockchain technology, providing a unique capability to sign any file format, such as an Excel spreadsheet. Normally, it would have to be converted to a PDF first. With us, it’s possible to sign the Excel spreadsheet directly. Additionally, we use artificial intelligence, which sets us apart from other competitors. AI allows us to quickly read specific contents from contracts, enabling faster contract processing.

Before my time at INHUBBER, I had never really learned how sales work. This was something I had to learn from scratch. I think it’s incredibly important for founders to get involved in sales as well. It was the same with marketing. I never had to engage in marketing before. These were areas I wanted to improve in and now I have. I sought support from various consultants and watched numerous videos.

The advantage of founding a company is that you can apply what you learn the same day. This still happens often today. Another important topic I delved into was investments and investor search. I learned about all the termsheets, investment rounds, and relevant terminology. It’s a science in itself. You need to know this well, otherwise, you can’t negotiate effectively and it can be dangerous for the company.

I’ve had the drive to change and improve the world for as long as I can remember. For instance, I participated in “Youth Researches” several times.

During university, we also started an initiative with students to create a sustainable company. “Arboreal” was about the sustainable processing of non-timber products related to tropical forests. We didn’t pursue this further. Later, I founded an association, also with the aim of looking at ways to mitigate climate change and protect tropical forests. Then I pursued my doctorate. At the end of my doctorate, I spoke with my supervisor and he said, you are an entrepreneur, you belong in business, not purely in research. It’s probably in my nature that I’ve been seeking ways to make the world a little better throughout my life.

It’s difficult to say because I can’t easily compare myself to a German man. But I do think that because all three of us founders are not of German origin, we faced some hurdles. We also didn’t have a large network to rely on initially. We had to build that from scratch. I believe some potential investors withdrew because of our migration background and having a woman as their primary contact, which was me.

Recently, we were selected by AWS for the Female Founders program and participated in it for three months. There was a lecture on how to communicate with investors as a woman. It’s a science in itself, with several articles and papers published on the topic. A researcher compared the questions investors ask men and women.

Women are often asked questions that inherently have a slightly negative connotation. I could recall similar situations from my work life. You can ask about potentials or obstacles, and investors may not even realize they’re treating men and women differently. Studies also show that investors prefer to invest in projects by people similar to themselves. Given that 80-90% of all investors are male, the chances for women or people with migration backgrounds are naturally more challenging.

But despite these obstacles, we managed to convince investors with our technology, an excellent team, and major clients like EDEKA, OECD, etc. There are exceptions to every rule.

There are pros and cons, as with everything. The advantages are that we can completely trust each other. We know each person’s motivation and always stand together. Additionally, there is always open communication without barriers.

There are also disadvantages: Many investors view a family business as a risk and thus a threat. Some see potential issues in a possible divorce, for instance. Moreover, our company includes a married couple, my husband and I, and a sibling pair, my brother and I. Some investors see this as another risk. On the other hand, major successful companies in Germany, like Otto or Aldi, are family businesses. In my experience, family businesses operate differently from other corporations, with more concern for employees and the future.

But these are the challenges. We now speak completely openly about this and do not hide it. For us, it is very advantageous to work this way and we can’t change it.

I believe that the more diverse the team is, the more innovative ideas can emerge because everyone brings a completely different knowledge base and thought structures due to various cultures and educations. This can only benefit a company.

Thank you for the interview, Elena!

Der Beitrag Interview with INHUBBER founder Elena Mechik erschien zuerst auf Humboldt-Innovation Insights.

The Female Founders Day is approaching again. On October 12, 2023, the startup service of Humboldt University in Berlin, in collaboration with Science & Startups, will host this special event for the third time. The event aims to strengthen the topic of female entrepreneurship at the political, university, and societal levels.

The event will provide founders and aspiring entrepreneurs with a platform for exchange, networking, and empowerment. Participants can look forward to inspiring keynotes, safe spaces on various topics, and informative workshops. Additionally, future female founders will have the opportunity to present their startup ideas on an open pitch stage, allowing them to practice presenting in front of potential partners and investors. Participants can also look forward to an engaging panel discussion featuring personalities from politics, business, and academia.

With this event, we aim to inspire and encourage women to start their own businesses, as female entrepreneurship still remains rare: the startup rate for women is only 17.7%, nowhere near that of men. To change this, the university’s stated goal is to make female founders and their companies more visible. That’s why this year’s theme is “Visibility.”

Aspiring female entrepreneurs need role models to take the step into entrepreneurship. Two such role models are Elena Margulis and Nijuscha Gruhn, who have been supported in their company foundations by the startup service of Humboldt University and who we had the opportunity to ask some questions.

Elena has been active in the digital startup scene for over 10 years and has co-founded three companies. After studying in Vienna, London, and Copenhagen, Elena was drawn to the Berlin startup scene, where she quickly took on management responsibilities. After brief stints in the corporate and consulting worlds, Elena founded her first company at the age of 29. She works as a mentor within the Humboldt Innovation Mentoring Program and is a strong advocate for more women in the entrepreneurial world.

Nijuscha is a Berliner who studied engineering and biotechnology in her hometown and earned a PhD in molecular biology. After some time in employment, she realized something was missing and continued the development of her startup DermaDigital UG. However, this time she changed her perspective and decided to participate in the startup life as a business angel. Nijuscha is also an ambassador for Health Tech at the Humboldt Founders Club, the business network for founders from the Humboldt University environment.

Nijuscha: I believe the role of a business angel is to help. For me, it means supporting founders during this hectic phase, reassuring them that others have succeeded before them and that they will too. Additionally, I help them with various issues and encourage them to build a good network so they always have someone to ask and trust.

Nijuscha: Yes, it’s not always my comfort zone, but that doesn’t stop me from acting as I see fit. I don’t attend every networking event because I don’t always feel comfortable or think I need to wait to see what’s happening in the startup scene and economy. I prefer to move forward patiently and strategically rather than investing a lot of money in countless tickets. But I believe that female founders deserve support, which is why I am a business angel. I have always been supported when I had questions, so this is my way of giving back.

Elena: Put perfectionism aside. There will never be a moment when everything is perfect, and no one needs perfect. Learn to make decisions quickly and not dwell on them. We need to set aside the high standards we usually have for ourselves because otherwise, we won’t have the capacity to focus on the essentials. Another important thing I would advise female founders is to build a company that is much more than just a good product. Always keep an eye on your finances, thoroughly understand your brand, and don’t neglect hiring – bring in good people and don’t compromise here!

Nijuscha: My tip is: just do it. I’m a list person, and if a task seems too big, I create a list of small steps and then get started. That’s the key to moving forward. The time for pondering is over, the time for action begins. There’s a planning phase and an execution phase, and if you clearly separate the roles of planner and executor, you are more productive.

Elena: The startup world is still a man’s world. Most founders and investors are male. So, it’s not surprising that we still bend over backwards—albeit unconsciously—to fit into this world. We think we need to be louder, tougher, less emotional. That takes a toll on the psyche.

And founding a company is already tough enough, so we need all the energy to focus on it. I firmly believe that women lead and found companies differently. But if the ideal remains quick “scaling up”: lots of employees and lots of venture capital money, then it will be much harder for different approaches to prove themselves in the market. I also underestimated the importance of networking. What I observe is that it’s often more difficult for women to build a network and then use it. I see many “boys’ clubs” that were formed during university or early career stages, and they take every opportunity to help each other climb the career ladder.

Nijuscha: I don’t think I’ve overcome the biggest hurdle. What I did was consciously seek out a partner who I knew would be well-received in the male-dominated business world. That worked, but the downside was that I held back parts of myself. I didn’t finish my thoughts, and that was deliberate because I thought it would work better if I adapted. But I’ve realized it’s not my game.

Elena: What I can actively contribute to being a role model is sharing my personal experiences and offering support to those who could benefit from it. I try to do this in both my private and professional life. And if I can alleviate a little fear and give some courage, then it’s an amazing feeling.

Elena: I should have listened to my intuition more often. Your intuition tells you more than you think. I tend to be very analytical, overthink things, and compare myself to others. Trusting and believing in yourself can work wonders. And experience has shown that the little moment when you actually feel that it’s not a good decision but do it anyway, especially in interpersonal matters like hiring, finding investors, or co-founders, is usually right in the end. Also, sometimes a bit more patience and perseverance wouldn’t have hurt: it’s important to give things time.

Nijuscha: Hmm, oh yes, I think I would have paid more attention to the statutes of our company’s agreement. In fact, we chose a very linear form where no exits of co-founders were considered. Agree on what to do in worst-case scenarios while you still get along well.

Elena: I wish the profession of “entrepreneur” was introduced to children already in school. This needs to be pointed out early on so that it changes the awareness of children and thereby society. Especially for children who don’t come from entrepreneurial families or have a migration background, these opportunities need to be placed early. I wish for much more support from politics here. Also, starting a business shouldn’t be so hard, especially financially. More synergies between the private sector and politics need to be created. How great would it be if employers promoted and subsidized the entrepreneurial spirit? And very importantly, Germany needs to develop a failure-positive culture.

Nijuscha: Well, that can be anything. I think I wouldn’t just want to make all successful people in business women, because that alone wouldn’t change much. There are both men and women who lead in different ways, either competitively or cooperatively. So far, the competitive leaders dominate the business world, regardless of gender. But I wish that the cooperative approach, which is increasingly being adopted in management, is also promoted in the startup scene. If I could use magic, I would make those who lead competitively also adopt cooperative approaches, as these often yield better results.

Elena: The state can do a lot: make it easier to return to work after parental leave, ensure equal rights to parental leave for everyone, increase the number of women in politics, pursue feminist policies… and so much more.

Nijuscha: I don’t think there’s just one thing that needs to be done. The challenges are very different, having a flexible budget for female founders would be great. It could be used as needed, like for paying a babysitter, giving a few more minutes for work. For example, I spent extra money to influence the team’s mood by bringing food, which I could have also paid from such a pot. Unfortunately, it’s difficult to change the minds of established decision-makers (like partner companies), so it’s more effort for women.

Elena and Nijuscha, thank you for your answers!

Der Beitrag Role Models Nijuscha Gruhn and Elena Margulis erschien zuerst auf Humboldt-Innovation Insights.