As a joint venture between two AI incubators, AI NATION brings together the Munich and Berlin startup ecosystems, providing AI startups across Germany with comprehensive support for their ventures. In this context, the current stage of the startup is irrelevant: AI NATION accompanies companies from their very first steps through to complex scale-up processes. Last week, AI NATION hosted the Welcome Days, where startups at various stages of development—including AI NATION GRANT and AI NATION ACCELERATOR teams—gathered from all over Germany.

Over the coming months, the teams will undergo an intensive program: The GRANT teams will focus on validating ideas, developing prototypes, achieving product-market fit, and recruiting their first test consumers. Meanwhile, the ACCELERATOR Teams will engage in a period defined by growth initiatives, optimizing efficiency and quality, increasing revenue, and strategic development.

AI NATION’s Welcome Week marked the official start of the upcoming development period. The event featured team gatherings, insightful Fireside Chats, and the ACCELERATOR Demo Night, where the Autumn 2025 batch presented the results of their hard work from the past few months.

This year, the regular networking event BarBQ, hosted by leap.berlin and OpTecBB e.V., coincided exactly with World Quantum Day. Every few weeks, this event brings together students, founders, scientists, and enthusiasts to exchange ideas on topics within the field of quantum science and industry.

As the innovation hub of BERLIN QUANTUM, leap.berlin—together with the Berlin University Alliance, Humboldt-Innovation GmbH, OpTecBB, and Berlin Partner for Business and Technology—is dedicated to promoting Berlin as a globally recognized, collaborative research community that drives innovation in quantum science and technology.

To achieve this, it is crucial that researchers and quantum entrepreneurs experience Berlin as a hub for an interactive and diverse scientific community with excellent talent development so that events like BarBQ are a vital cornerstone of this mission.

Der Beitrag Week 16: AI NATION Welcome Week, Quantum Hotspot Berlin erschien zuerst auf Humboldt-Innovation Insights.

Weekly Wrap-Up: Highlights of week 11

The Berlin University Alliance (BUA)—Germany’s first excellence alliance comprising Freie Universität Berlin, Humboldt-Universität zu Berlin, Technische Universität Berlin, and Charité – Universitätsmedizin Berlin—successfully passed its evaluation on March 11, 2026, as part of the Excellence Strategy of the German federal and state governments.

With this result, the alliance secures continued funding in the millions, marking a significant victory for the scientific landscape of both Berlin and Germany. The positive assessment confirms that the BUA has achieved its 2019 objectives and possesses a robust vision for the future.

On March 10, 2026, OpTecBB hosted the “Female Leadership in Quantum” edition of its BarBQ event at Leap Berlin. Deep tech experts Isabella Douzoglou Muños, Dr. Franziska Greinert, Maria Ksenia Witte, Eda S., and Jana Lehner took the stage as speakers and panelists to share their extensive leadership experience.

The discussion centered on how diversity acts as a catalyst for the quantum industry, yielding exclusively positive results: more resilient teams, better decision-making, and stronger companies. Inclusion improves performance—especially in a field characterized by uncertainty, high complexity, and lengthy innovation cycles. Another topic of discussion was the advancement of women in the quantum industry. The panel concluded that systems that enable female leadership benefit greatly from this. More about the event: BERLIN QUANTUM BBQ April 2026 | Quantum technology from Berlin

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Weekly Wrap-Up: Highlights of week 10

On International Women’s Day, celebrated annually on March 8, FLINTA individuals once again took to the streets worldwide to fight for women’s rights and gender equality. On this day, Science & Startups published figures that serve as yet another reminder that equality and equal opportunity are still not a reality in the startup world. In Germany, only 19.8 percent of startup founders are women. In general, women are less likely to envision themselves becoming founders: In a student survey, 40 percent of men stated that they could see themselves as founders in the future. In contrast, only 21 percent of their female classmates said the same. Founders Dr. Adiba Maignan and Stine Hecht, with whom Science & Startups spoke on Women’s Day, say that scholarships and institutional support were crucial in their decision to ultimately start a business. Furthermore, research shows that role models and the ability to balance work and family life are essential for closing the gender gap in the startup industry.

The performance of quantum computers far exceeds that of classical models. Quantum computing is considered a key technology of the future, as it enables fundamentally new approaches to highly complex problems in business, mobility, energy, and medicine. The potential of the technology became clear at the awards ceremony for the first Berlin Quantum Hackathon 2026. Charité and Berliner Verkehrsbetriebe had tasked six development teams with challenges in the fields of medicine and mobility, which they were to solve using quantum computing. All teams arrived at practical solutions. Three of them received awards from State Secretary Severin Fischer: First place went to Team Mayo Clinic, second place to The Depth Compressors, and third place to Beerantum. The project demonstrates how quantum computing is increasingly being put to practical use and solving complex societal problems. The 2026 Hackathon was funded through the Zukunft Berlin project of the Senate Department for Economics, Energy, and Public Enterprises, as well as with EU funding. It was organized by Kipu Quantum in collaboration with BERLIN QUANTUM. “The impressive number of applications for the hackathon has once again shown how important the quantum computing scene is for Berlin!” emphasizes HI Managing Director Volker Hofmann.

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Last week, Science & Startups relaunched the EXIST Women program. This initiative supports FLINTA individuals* from the scientific community who are ready to take the leap into entrepreneurship. Participants are equipped with the necessary tools, provided with financial funding, and integrated into strong networks to bring their ideas to life. Consultation sessions are available until December 15, and applications are open until December 31, 2025. The initiative is funded by EXIST, the Federal Ministry for Economic Affairs and Energy, and Project Management Jülich. More info: EXIST Women Science & Startups.

On December 4, 2025, Volker Hofmann, Managing Director of Humboldt-Innovation GmbH, was elected to the Board of Directors of the Humboldt-Universitäts-Gesellschaft (HUG). The society bridges research and teaching with businesses and organizations, serving as a vital link between Humboldt-Universität and the general public. The honorary board supports young researchers in their projects and helps them present their work to a wider audience.

Last Thursday, the startup factory JUNI (formerly “UNITE”) hosted its UNITE Science Day, where association members came together to advance UNITE’s shared mission as a central catalyst for academic spin-offs. The event opened with welcoming remarks from State Secretaries Dr. Henry Marx and Tobias Dünow, as well as Olaf Schulz. Following this, Managing Directors Laura Möller and Christoph Krüger presented the UNITE strategy, leading into a panel discussion moderated by Stefanie Molthagen-Schnöring. Panelists Thomas Heilmann, Laura Möller, Christian Segal, and Matan Beery discussed how UNITE can serve as a bridge between science and industry. To conclude, participants joined deep-dive workshops to develop concrete next steps for the hub, which will guide UNITE’s future direction. One of UNITE’s core goals is to facilitate the creation of 365 startups per year.

Der Beitrag Week 48: Board Position for Volker Hofmann 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.

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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.

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.

Contract management costs companies and employees a lot of time. In most cases, contracts need to be printed out for signing, which not only wastes paper but also harms the environment. Missing a cancellation deadline can be expensive for private individuals and even more so for companies. INHUBBER offers a solution for the digitalization of contract management, saving resources, money, and nerves.

Our solution is based on innovative technologies such as blockchain and artificial intelligence. With two-factor authentication and end-to-end encryption, we ensure the highest security standards for our customers. Our electronic signature is based on blockchain technology and is therefore unique. It can digitally sign all common file formats, such as Excel spreadsheets or videos.

Artificial intelligence extracts metadata from contracts, sets the corresponding deadlines, and automatically reminds users of important dates. INHUBBER combines ease of use with a wide range of functionalities related to document management, helping customers focus on their core business.

With us, trust becomes the standard. Instead of legal jargon, our artificial intelligence explains contract content in a way that is clear and automated for everyone. At the same time, we are constantly working on further raising the security level in handling contracts. Our goal: to develop INHUBBER into the most trustworthy and secure contract management platform in the world.

Der Beitrag Digital contract management – eco-friendly and safe erschien zuerst auf Humboldt-Innovation Insights.