“Incremental improvements are not enough” – Interview with Frank Desiere, CEO of CorTec

With the second successful in-human implantation of a fully implantable brain-computer interface system, Freiburg-based medtech company CorTec is sending a strong signal for the next generation of stroke therapy.

The technology addresses patients beyond the limits of traditional rehabilitation and opens up new functional potential. In this interview, CEO Frank Desiere talks about scaling, the role of long-term investors and mindset issues for medtech founders.

The second implantation of CorTec’s brain-computer interface is an important milestone. For which patients is the system suitable?

Our system is intended for stroke patients who have not made any progress after years of intensive rehabilitation. Our device makes it possible to restart and accelerate therapy for these people, so to speak. The initial results are very promising.

How can your technology change rehabilitation in the long term?

Around 15 million people worldwide suffer a stroke every year. 80% of them suffer from paralysis, especially of the arms and hands, and 40% struggle with long-term limitations. That’s a real problem. Traditional neurorehabilitation helps for a certain period, but after six to twelve months, progress stagnates. This is exactly where we come in: our technology is designed for patients who no longer benefit from traditional therapy. We ensure that these people can regain their mobility and independence.

The two implantations were carried out in collaboration with the University of Washington School of Medicine. How did international scientific expertise and research influence the further development of your technology?

This is extremely important. We operate globally and collaborate with leading scientific partners in the USA, Europe and Japan. In addition to the University of Washington in Seattle, where we are advancing stroke treatment, we collaborate with the Mayo Clinic in the field of epilepsy, with Utrecht University for ALS patients and with the University of Freiburg in the field of depression. These networks accelerate innovation and ensure that we are always working at the cutting edge of research.

How far along is development for the other indications?

Stroke is our main indication and clear focus. In collaboration with the Mayo Clinic in the field of epilepsy, a very promising clinical trial involving 13 patients to date is already underway. This trial focuses on the early detection and prevention of epileptic seizures. Unlike with stroke patients, our device is used externally and is not implanted.

HTGF is an early investor – since 2011. What role did this support play in the development of CorTec?

Long-term investors such as HTGF are crucial for supporting and developing truly groundbreaking ideas. The investment managers at HTGF deserve great credit, because it takes a high level of expertise in various areas to recognise promising innovations. It also requires a clear vision and decision-making ability. Caroline Fichtner and Marco Winzer are to be congratulated for demonstrating this foresight. It is now becoming apparent that brain-computer interfaces are set to become a huge topic.

Where do you see yourself in the international competition?

We are not only on a par with our international competitors in the USA and China, but even ahead of them. Our unique selling point is that we can not only read the brain, but also write to it, i.e. send targeted signals to the brain. This opens up possibilities for neurological therapies of the future that others are not yet able to address.

Can you already give us an idea of what the next steps will be – especially in the area of stroke treatment?

We are now preparing the next round of financing. The next studies will be larger and more complex and will require more capital because of that. Europe is well positioned in the early stages, but when it comes to financing and conducting larger studies, we have a gap in the financing landscape. That is why we are also looking specifically at options in the United States and China to raise additional capital. Developing a medical technology product costs around €100 million, and we are in an area with many uncertainties.

So far, we have been very capital-efficient as a company. We have also raised public funds and have come a long way with them. Many competitors have raised significantly more capital and are still nowhere near as far along as we are.

What advice would you give to medtech founders?

You have to think big and long-term: incremental improvements are not enough. It is important for founders to address issues that can make a real difference for patients. This creates a genuine medical and social impact and market potential that attracts investors.

The right partners in academia are very important. You want to work with the best in the field to be at the forefront of implementing the latest ideas and findings.
Partners from industry should ideally complement your own skills to really move forward in an innovation ecosystem.

Finally, you need a team that is not only technically strong but also shares a common vision and drives an idea forward in an interdisciplinary manner.

Thank you for the interview!

HTGF 2025: Tailwind for Europe’s Wirtschaftswunder 2.0 – Romy Schnelle, Dr. Achim Plum and Sebastian Borek in conversation

For HTGF, 2025 was a year that demanded many things at once: ensuring stability in the early-stage market, creating internal clarity and giving the starting signal for the next 20 years. In an environment of geopolitical tensions and subdued capital markets, we mobilised follow-up financing volumes in the billions and began to rethink HTGF, transforming it from a classic seed investor into a public-private VC platform that reliably supports founders across all growth phases with capital, networks and expertise.

In our conversation, HTGF managing directors Romy Schnelle, Dr Achim Plum and Sebastian Borek look back on the lessons learned from 2025, talk about AI as a productivity lever, Europe’s opportunities in the global technology race, and why the next economic miracle 2.0 is not just a vision but can become reality through bold investment and consistent scaling.

What were your HTGF highlights in 2025?

Romy Schnelle: Despite a challenging market environment, we delivered strong results in new business. HTGF IV made 40 new investments in 2025 and we are fully on track with a total of around 110 investments in Fund IV. I am particularly proud of the substance of our portfolio. This is also reflected in twelve strong investments by our HTGF Opportunity Growth Fund, from Sdui as the digital backbone for schools to ADCs in cancer therapy, with Tubulis as the European benchmark in life sciences. It shows what we stand for, from AI to nuclear fusion, from robotics to space travel. These are key technologies that will make a difference tomorrow and contribute directly to the high-tech agenda.

Achim Plum: New business was challenging, but our role was clear. To provide stability and enable financing, especially when markets are hesitant. I am particularly proud of the follow-up rounds in our portfolio, which are once again at record levels. We are currently talking about around 1.2 billion euros, almost 90 per cent of which is private capital. For me, this is more than just a number. It shows that we are mobilising private capital on a large scale and thus having a real impact on the ecosystem.

Sebastian Borek: My personal highlight is our enormous potential. As a new member of the management team, I have witnessed first-hand the expertise and competence of HTGF and its team. With our high level of motivation and expertise, which is both broad and deep, we are very well equipped to meet future challenges. With the right attitude, we can do more than just talk about the next economic miracle — we can make it happen.

2025 has not only moved the market, but also HTGF. What has been reorganised and further developed internally?

Achim Plum: 2025 was a turning point for us. After 20 years, we have rethought HTGF. With the management team now complete, we have set out to actively shape the next 20 years. This spirit of optimism is palpable within the organisation. Our value proposition is being redefined, and that’s the right thing to do. We asked ourselves very consciously who we are and what we stand for. This has given rise to our strategic ambition. With new mandates, we are developing HTGF into a venture capital platform that brings together innovation from idea to scaling.

Romy Schnelle: For us, transformation is not just a question of structures, but above all of culture and attitude. We have worked specifically to create clarity in communication, in decision-making processes and in the demands, we place on ourselves. Speed and reliability are not mutually exclusive. Especially in turbulent times, founders and our partners need both.

Sebastian Borek: What particularly convinced me was the substance of the fund and its future viability. It’s about taking the business to the next level and constantly questioning ourselves. For me, this willingness not to rest on our laurels is one of the strongest signals from 2025.

Geopolitical tensions and uncertain markets. What does this mean for start-ups, industry and investors?

Sebastian Borek: We are experiencing the transition to a new industrial era. This creates uncertainty but also opens up enormous opportunities. For us as investors, this means identifying technologies early on that can not only improve existing processes but also transform entire industries. AI is a good example of this because it has an impact across industries. Finding and supporting these technologies at an early stage is part of our responsibility as HTGF.

Achim Plum: Historically, both Germany and Europe have tended to seek social consensus before scaling up. In individual technological fields, such as genetic engineering, this has meant that opportunities have sometimes been missed. Today, however, innovation cycles are too fast for that. What is needed is innovation-friendly regulation and a pragmatic approach that exploits opportunities and manages risks instead of blocking progress out of caution. In times of geopolitical tension, technological and economic sovereignty is becoming increasingly important.

Romy Schnelle: For companies, this means developing expertise and actively seeking partnership opportunities. Those who work with start-ups, research institutions and industry partners from the outset learn faster and can grow more robustly. Data expertise, AI integration and clear processes are key prerequisites for this.

AI is developing rapidly. How do you view the opportunities and challenges?

Sebastian Borek: AI is primarily a question of mindset. It is crucial that we seriously take advantage of its potential. Used correctly, AI can make our work more productive and efficient. Teams that use AI in analysis, product development or operational processes significantly shorten development times and can focus more on value creation. We have seen how a team used AI to produce a market analysis and presentation in one hour instead of two weeks. We must actively help shape AI. That’s clear.

Achim Plum: AI addresses key challenges of our time, from demographic change and productivity to climate change. It acts as a catalyst that accelerates and scales existing approaches. Much of the progress made in the life sciences and medical technology would be inconceivable without AI. In this sense, AI is our superpower.

Romy Schnelle: For founders, it is crucial to use AI responsibly from the outset. Data quality, transparency and clear ethical guidelines create trust. It is precisely this trust that is the prerequisite for sustainable scaling and thus a real competitive advantage.

Apart from AI, which technologies or trends have you been particularly interested in for 2025?

Achim Plum: We see great momentum in the life sciences, from synthetic biology to new forms of therapy. One example is Tubulis. Europe’s largest Series C life science round shows how smart approaches can significantly reduce the risk in drug development. There is also a lot happening in medical technology, for example in neural interfaces and smart prosthetics. AI is often the decisive lever that enables these developments.

Romy Schnelle: Deep tech is experiencing a renaissance. Whether it’s fusion energy, quantum computing and infrastructure, or New Space, the potential for innovation is enormous. Often, it’s not so much the technology that fails, but rather critical financing and the courage to truly scale up. Smooth transitions from research to validation to industrial cooperation are particularly important. That’s exactly where we come in.

Sebastian Borek: In the space tech sector, we are seeing companies that are not only developing products but can build entire industries. This is more than just a market. It is infrastructure for the future. With co-investments, partnerships and a clear platform approach, this can be scaled up across Europe.

HTGF and DTCF are joining forces. What opportunities does this platform open up?

Achim Plum: Our goal is to build an end-to-end venture capital platform that supports technologies from the idea to scaling. Through the close integration of HTGF and DTCF, we are creating a public-private structure that efficiently finances key technologies and gives them the opportunity to stay in Europe and grow here. The decisive factor is supercritical financing, i.e. capital that really supports growth. To achieve this, we rely on flexible models that also enable larger rounds and mobilise private capital.

Sebastian Borek: The DTCF has quickly established itself in the market and demonstrated the importance of strong growth financing. Strong investments such as The Exploration Company or Cylib give companies in the early growth phase time and substance for development and scaling. At the same time, we see how well seed and growth perspectives work together in joint investments by HTGF and DTCF, for example in Proxima Fusion, node.energy or FMC. We are now systematically expanding this integration.

Romy Schnelle: The integration of DTCF and its further development into a platform gives founders the necessary tailwind to build boldly and for the long term. Together with strong private partners, we are creating a financing architecture that supports companies from start-up to scaling, thus enabling new industrial substance in Europe.

Finally, what does the start-up ecosystem need now to turn the tailwind of 2025 into a real economic miracle 2.0?

Romy Schnelle: Above all, it needs consistent cooperation within the ecosystem. When research, start-ups and industry work more closely together, resilient bridges are created from the idea to scaling. This is exactly where new industrial substance grows.

At the same time, we must ensure continuity in the early phase. Looking ahead, we are preparing the fifth generation of seed funds, which is set to seamlessly follow on from HTGF IV in mid-2027. To this end, we are starting to prepare the fundraising process in order to offer existing and new private fund investors from SMEs and corporations unprecedented access to the HTGF ecosystem and genuine value add.

Sebastian Borek: We need optimism about the future and the courage to tackle things decisively and scale up. Capital, talent and technology are available. Now it is important for founders to create an environment that supports and reinforces this spirit.

Achim Plum: Be bold. Think big. We need to mobilise private capital on a completely different scale and structure financing in such a way that growth becomes truly possible. Then the current tailwind can give rise to Wirtschaftswunder 2.0.

The biggest bottleneck in the AI stack and FMC’s solution – Interview with CEO Thomas Rückes

With a €100 million financing, FMC recently completed one of the largest investment rounds in the European semiconductor sector. The capital will be used to commercialise a novel memory chip technology that is expected to significantly reduce the energy consumption of AI data centres and set new standards for performance and efficiency. In this interview, CEO Thomas Rückes explains why memory has become the central bottleneck in the AI stack, how FMC is addressing this technologically, and what role Europe can play in the global competition for the next generation of AI infrastructure.

Congratulations on the successful completion of the financing round! What does this financing mean for FMC and your growth strategy?

With the fresh capital, we can consistently implement our product roadmap. We develop highly advanced computing systems – from our own chips to complete hardware and software solutions to integrated computing systems for AI data centres and edge applications.

The recent financing not only enables us to bring these technologies to market, but also to build on them to establish revenue and corresponding P&L structures. This allows us to build targeted business units and thus drive FMC’s growth in a sustainable manner.

Memory chips are considered the biggest bottleneck in the AI stack. Why are they so crucial for AI data centres – and how is FMC addressing this problem?

In the hardware architecture of an AI data centre, processors such as GPUs and CPUs – from NVIDIA or Intel, for example – work closely with the memory. Within a server, these computing units are connected to DRAM via electrical connections. This memory is very fast, but volatile.

Optical connections are then used to access NAND storage, some of which is also located in the cloud. This is significantly cheaper and non-volatile, but much slower. Every time data is moved between chips, compute, memory and storage, the available bandwidth decreases, latency increases and energy consumption rises. In data centres in particular, very large amounts of data are constantly being moved back and forth. This chip-to-chip communication is therefore one of the central bottlenecks for both the performance and energy efficiency of modern AI data centres.

Your DRAM+ and 3D-CACHE+ technologies are designed to increase system efficiency by more than 100%. What makes your solution fundamentally different from established products?

The key point is that we achieve the required computing power without having to constantly move data back and forth between different chips. The more information that remains in the same chip, the faster the overall system becomes and the lower the energy consumption. This is exactly where our technology comes in.

With our chip, we make DRAM memory non-volatile. This results in significantly less data traffic between compute, memory and storage. Since our memory can also perform more functions directly in the chip, we massively reduce chip-to-chip communication. This leads to a significant increase in performance and efficiency in AI data centres.

There is currently no such solution on the market in this form. Our approach is correspondingly disruptive, especially with regard to AI data centres, which are currently the most complex and powerful computer systems developed by humankind.

Many existing approaches attempt to improve communication between chips or between memory and storage via photonics or optical interconnects. While this reduces bottlenecks, it does not solve the underlying problem. Our approach goes one step further: we address the root cause and can actually solve the problem.

Europe has hardly any memory chip offerings of its own, while the market is dominated by the US, South Korea and Taiwan. How important is FMC for Europe’s technological sovereignty?

The problem is even more complex. The headquarters of the major manufacturers are mainly located in the US, South Korea and Taiwan. Although production also takes place in other regions, such as Taiwan, Singapore, Japan and China, there is virtually no corresponding manufacturing capacity in Europe.

FMC wants to play an important role here. We plan to launch our product on the market next year and then scale up in a targeted manner. Our clear focus is on AI data centres, and we are already in talks with European data centre operators and technology companies where we would like to introduce our storage solutions.

Our technologies can make a relevant contribution to value creation in Europe. They enable the construction of AI data centres with world-leading energy efficiency, i.e. very high performance with significantly reduced energy consumption.

What advantages does your Dresden location offer for your development?

Dresden offers us a major strategic advantage, and we plan to further expand our activities here. The region has the most advanced semiconductor ecosystem in Germany and one of the leading ones in Europe. Large fabs such as GlobalFoundries and Infineon are located here. This is very valuable because it makes it easy to hold face-to-face discussions and pragmatically advance issues.

Added to this is the high density of excellent research institutions, such as several Fraunhofer Institutes. With them, we can work on modular solutions in a very targeted manner. At the same time, the entire supplier ecosystem is in place: packaging companies, developers of sampling boards, software companies and many specialised smaller providers.

This interplay between industry, research and specialised service providers makes the location particularly strong. In other parts of Germany, there are individual elements of this, but in our view, the complete package with this depth and density can only be found in Dresden.

FMC was founded in 2016 and has developed into a leading player in less than ten years. What hurdles did you have to overcome on the way from research to global commercialisation – and which milestones were decisive?

I myself was not involved yet when the company was founded, but joined FMC a few years ago with the clear mandate to transform the developed technology into marketable products and build FMC as a global semiconductor company. FMC was founded as a spin-off from the university and was strongly influenced by a research mentality in its early stages.

We had to learn important lessons in the early projects. Just because a device works well technically, it does not mean that it will automatically result in an attractive product that customers are willing to pay for. On this basis, the technology development approaches were adapted and steered towards much clearer, market-relevant technology tracks.

Such pivots are almost the norm for hard tech and emerging memory companies. The focused development of a technology into a new, clearly defined application takes time.

Over the past two years, we have been able to develop specific products. However, this also requires significantly more capital. That is one of the main reasons for the large financing round that we have now completed. At the same time, we are building a team of highly experienced semiconductor experts and product professionals who are not only capable of developing these highly complex systems, but also of bringing them to market in a cost-effective manner. This is precisely where we are now taking the next decisive steps.

What role did HTGF play as an early investor in your development?

HTGF was the first institutional investor in FMC and played a key role, especially in the early stages of the company. Yann Fiebig closely supported the founding team as a member of the advisory board and, among other things, assisted with the structuring and negotiation of the IP agreement with the university: a crucial step for later scaling.

In addition, HTGF contributed significantly to laying the foundation for further financing rounds. This led to contact with the lead investor of Series B at the HTGF Family Day, which marked an important milestone in our growth phase.

HTGF has closely accompanied FMC from the early technological idea onwards, and with the current financing round, DTCF and other strong partners are now joining us to drive forward the next phase of our growth and global scaling.

What’s next after the €100 million financing?

The focus is now on product qualification and the cost-efficient commercialisation of our technologies. The goal is to achieve our margin and revenue targets and, building on that, to consistently scale the company. This will lay the foundation for establishing FMC as the world’s leading provider of memory solutions from Europe for the global market.

What have you personally learned from this journey as a start-up CEO in a deep tech industry?

This isn’t my first rodeo. I try to consistently apply the experience I have gained in the global semiconductor industry since 2001 to build FMC in the best possible way. I have learned my lessons and now it’s a matter of putting them into practice and building a really good company, and so far, this path is going according to plan.

What advice would you give to other founders who want to start up in deep tech sectors?

Deep tech is significantly more complex than many traditional software products, for example. Unfortunately, it is very easy to invest a lot of capital and end up with limited results because you are navigating a technological maze where you have to think many steps ahead.

The development of deep tech and semiconductor products in particular is extremely capital-intensive and requires close cooperation between many internal and external partners. Building such a product is about as complex as developing a new car. It requires a clear plan, strong structures and professional project management. Structures that are more commonly found in larger companies. At the same time, you have to establish these processes in a start-up without losing the necessary flexibility and speed.

My advice to founders is therefore: work with maximum commitment, but surround yourself early on with the right experts who really understand the industry and learn from them. It is crucial not only to work on problems, but to work on the right problems and with the right timing.

Thank you very much, Thomas, for your time and insights!

Networking over a meal: VC Lunches organized by the HTGF Investment Team 

What began in Hamburg in 2021 is now an established fixture in the German venture capital ecosystem: VC Lunches. The idea was simple: bring together investors from VCs, CVCs, family offices, and active business angels in a relaxed atmosphere—without an agenda. Pure networking, but with a clear goal: exchange beyond the major hubs of Berlin and Munich. Topics range from deal flow and investment trends to private matters. 

The first VC Lunch took place on July 9, 2021, at Café Paris near Hamburg City Hall – under Covid-19 restrictions and with just 14 participants. The initiator and organizer in Hamburg is Johannes Weber, now a principal at HTGF. Today, around 35 investors meet regularly in Hamburg, supported by partners such as DTCP and T. Capital. 

The following year, Maurice Kügler and Johannes Dierkes launched the format in the Rhineland as a self-funded event in a Cologne brewery. Now held every three months, VC Lunch Cologne has become THE established industry gathering for investors in the Rhineland and, with up to 100 participants regularly attending, the largest of the VC Lunches organized by the HTGF Investment Team. Thanks to sponsors such as Gateway Uni Cologne and KölnBusiness, it was possible to create a relaxed atmosphere for informal exchanges in a larger space with bar tables instead of restaurants. 

Münster and central Germany also have their own editions. In Münster, Christian Arndt and Ann-Christin Kortenbrede (Gründerfonds Ruhr, formerly eCapital) have been organizing lunches with around 20 guests since 2023. Martin Möllmann of the Berlin team has been bringing together investors from central Germany since 2023, so far in Leipzig, Erfurt, and Halle—permanent partners are Spinlab, Occident, and SI Ventures, and depending on the location, local partners such as bm-t or Investforum Halle are also involved. “With our VC Lunch in central Germany, we bring together the growing scene in Saxony, Saxony-Anhalt, and Thuringia and create an active exchange between the various investors,” says Martin. “It’s simply a great platform for the participants.” 

The VC Lunches are more than just lunch. They are a platform for deal flow. They strengthen regional ecosystems and create connections that would not otherwise arise. What began as a small group in Hamburg is now a growing community in several regions – and proof that networking is not only alive and well in the big hubs. On LinkedIn, participants are always full of praise for the events, which have developed into a permanent platform for exchange. 

Interested in joining us next time? Contact Johannes Weber, Maurice Kügler, Johannes Dierkes, Christian Arndt, or Martin Möllmann on LinkedIn to secure an invitation. 

“Complex work becomes a simple voice command” – Interview with Julian Wiedenhaus on Plancraft Series B 

Amidst a shortage of skilled workers in the construction industry and increasing demands due to climate targets, plancraft is focusing on digital solutions that make craft businesses more efficient and rethink processes. We spoke with Julian Wiedenhaus, CEO of plancraft, about AI in the skilled trades, European expansion, and scaling after the €38 million Series B. 

TL;DR: Plancraft after Series B – The 5 most important insights 

• Expansion into 5 countries (NL, IT, ES, PL, DE) with dedicated teams. 
• The Netherlands is the most experimental – tradespeople across Europe have the same pain points: too much paperwork, lack of overview. However, the mentality regarding innovation and its adaptation varies.  
• Culture needs active leadership – leading by example, fixed rituals, and constant investments (events, workations) allow #stoked #together #humble to scale as a culture. 
• Digital foremen coordinate the business – AI co-workers will take over quote, invoices, telephony, time recording, and construction site documentation for ~20,000 craft businesses in the future, saving up to 8h weekly. 
• Vision 2028: European standard – Plancraft as the backbone for construction and crafts, digital foremen on every construction site, measurable climate impact through efficiency gains with AI, and greater adaptation of technology through generational change 

Congratulations on your Series B! What specific milestones has Plancraft already achieved before and after the €38 million Series B? 

Thank you! Looking back, there were three clear successes: the biggest milestone was that we exceeded 20,000 customers, for whom we create freedom every day in the skilled trades. In addition, we scaled plancraft dramatically and allowed it to mature, so another important milestone for us was reached when our organization was complete. We filled all positions in our management team – including the VP layer – and built a strong go-to-market team with four heads of sales, marketing, customer success and revenue operations. This was crucial in transforming Plancraft from a fast-growing startup into a scalable company. 

At the same time, we started our European expansion: we now have our own employees in the Netherlands, Italy, Spain, and Poland. This has laid the foundation for establishing our trades software as a truly European platform for the construction and trades industry. 

You focus strongly on AI. Which application will be the first to really help tradespeople in their everyday work? 

For trades businesses, every minute spent in the office means lost value creation. Our greatest leverage therefore lies in the digital foreman—an intelligent co-worker who takes over office work, thinks, and learns along the way. Just as we have two core user groups—back office and construction site—the tangible benefits also vary: 

In the back office, the digital foreman takes care of routine tasks such as quotes, invoices, telephony, documentation, and digital time recording. It thinks along with you, automatically structures projects, and thus saves many hours of administrative work. 

For construction site users, the digital foreman should literally be on call in their pocket: craftsmen can use voice commands to generate reports on their working day or call up information from their projects – for example: “What material is specified in the service specifications for the vapor barrier on the roof?” 

This turns complex office work into a simple voice command – and that’s a real relief in everyday life. What’s particularly exciting is that in the skilled trades, the best specialists are often also managing directors or master craftsmen who already have too much responsibility. By reducing their overhead hours, we free up valuable time for the construction site, the team, and customers. 

So, you are now active in countries such as the Netherlands, Italy, and Austria. How do craft businesses in Europe differ in their attitudes toward digitalization and AI? 

Yes, especially in terms of openness to new technologies. We see the greatest willingness to experiment in the Netherlands, where things are quickly tried out and scaled up if they work. In Germany, the demand for accuracy and data quality is higher, which often makes implementation more thorough, but also somewhat slower. 

Despite these differences, the same applies everywhere: everyone realizes that they need digital solutions. The problems are very similar—too much time spent in the office, complex planning and organization of teams and construction sites, and a lack of overview in everyday life. And everyone wants the same thing: simple, easy-to-learn craftsman software that really reduces the workload. 

When you talk directly to tradespeople on the construction site, what specific insights do you gain? 

Above all, how different the challenges really are – depending on the trade, size of the business, or technical openness. I listen carefully to where time is still being lost, despite digital support. These conversations are invaluable to us because they show whether our ideas really work in everyday life. 

But I also learn a lot about how companies involve their employees, what media they consume, and which influencers they follow. This helps us understand who they trust today—and how we can best reach them in their reality. 

Ultimately, tradespeople don’t want new tools for the sake of tools, but peace of mind—and construction software that noticeably saves them time. 

Your team has grown massively in a short period of time. How did Plancraft scale its team from 40 to over 100 employees within a year? What specific mechanisms do you use to preserve your corporate culture? 

Culture doesn’t just happen on its own – it has to be actively lived and consciously nurtured. That was one of the biggest insights we gained during the last growth phase. Even though culture often sounds vague, we make it explicit: through clear values, fixed rituals, and constant reference to our strategy and goals. 

The most important thing remains: leading by example. Culture stands and falls with the behavior of the leadership team – but it only comes alive when each person takes responsibility for it. 

We constantly invest in culture – with team events, workations, and workshops that create space for connection and exchange. Because the bigger we get, the more important it is to consciously maintain closeness, trust, and our vshared energy. 

What role do you want Plancraft to play in achieving climate goals? Where do you see the trade and construction industry in three years? 

Our customers are the biggest lever for climate change. They build, renovate, modernize – and thus make direct decisions about energy efficiency and resource use. 

When our craftsmen’s software reduces office work, avoids empty runs, and minimizes construction errors, we create space for precisely this work. Every hour we give back to craftsmen can be put into climate-friendly construction. 

In three years, we see Plancraft as the European standard for construction and craft businesses – and the digital foreman as an integral part of every construction site. The generational change that has already begun will lead to the closure and consolidation of craft businesses, but also to their faster digitalization. We see this as a great opportunity.  

About Julian Wiedenhaus and Plancraft 

Julian Wiedenhaus is CEO and co-founder of Plancraft, an AI-first craftsman software company based in Hamburg. Founded in 2020, the company completed a Series B financing round of €38 million in 2025, led by Headline, HTGF, and Creandum. Plancraft employs around 120 people and serves approximately 20,000 skilled trades businesses in Europe. 

Plancraft positions itself as the “European Contractor Operating System” – an AI-first SaaS platform for tradespeople. The software digitizes key processes such as quote calculation, digital time tracking, construction site documentation, and team communication. With its “digital foreman,” Plancraft relies on an AI co-worker that automates office work and gives tradespeople more time for their core work. The company is active in Germany, the Netherlands, Italy, Spain, and Poland with its own employees and continues to expand in Europe. 

Using AI for smart property management: Interview with casavi CEO Peter Schindlmeier on the acquisition of MANAGBL.AI  

With the acquisition of MANAGBL.AI, casavi is taking an important strategic step toward even smarter and more efficient property management. In this interview, Peter Schindlmeier, CEO and co-founder of casavi, explains how a successful partnership turned into an acquisition—and how artificial intelligence is set to bring about lasting change to processes in the industry in the future. 

He talks about the background to the integration of MANAGBL.AI into the casavi platform, the benefits for customers, and the vision of fully automated property management in Europe. 

The key takeaways from our conversation: 

• Strategic acquisition: A successful partnership between casavi and MANAGBL.AI led to the logical next step – an acquisition to combine AI expertise and platform strength. 
• Technological integration: MANAGBL.AI’s AI will be gradually integrated into the casavi platform and will automate communication and service processes across multiple channels in the future. 
• Added value for customers: Administrations benefit from direct AI access via casavi, including an integrated Lite version that provides immediate relief in day-to-day business. 
• Vision for the future: casavi sees artificial intelligence as the key to fully automated, round-the-clock property management – and aims to become the leading platform for digital property management in Europe. 

How did the acquisition of MANAGBL.AI come about? How has the collaboration developed? 

The partnership with MANAGBL.AI began in 2023. From the outset, we were convinced that we were pursuing the same mission: to relieve the burden on property management companies through digital solutions. Together, we were quickly able to support over 150 customers with AI-supported call answering and automated process creation. 

In everyday use, it became clear how well the technologies complement each other and how positive the customer feedback is. This led to close cooperation, which has now resulted in a takeover as the next step. 

For us, this was the logical next step: we are combining the AI expertise and speed of MANAGBL.AI with our platform and market experience to offer our customers even more added value in the future. 

What were the decisive reasons for you to acquire MANAGBL.AI? 

MANAGBL.AI demonstrated early on that its AI solution provides real relief in the day-to-day work of property management companies. In addition, our joint customer group clearly confirmed the benefits in large numbers. For us, it was the ideal complement: scalable technology, high market fit, and a team that shares our vision. 

How are you integrating MANAGBL.AI’s technology into the casavi platform?   

MANAGBL.AI’s AI technology will be integrated into the casavi platform step by step. This will make it even easier for customers to automatically capture calls, WhatsApp messages, or emails and transfer them directly to casavi processes. The goal is to gradually be able to make case-closing suggestions, regardless of the communication channel. 

At the same time, MANAGBL.AI will remain available as a standalone solution, so that existing integrations and product development for non-casavi customers will continue seamlessly. 

 What are your next steps? 

For our customers, the acquisition means one thing above all: MANAGBL.AI’s AI will be available directly through casavi. Contracts and service will continue to run as usual through casavi, making access particularly easy. 

Existing customers will also receive an embedded Lite version in casavi so they can immediately use initial AI functions in customer service with minimal setup effort. In the next steps, we will actually connect additional channels. These include WhatsApp and web chats. At the same time, we are also focusing even more strongly on the automatic triggering of workflows, ideally leading to the fully automated resolution of tenant issues. 

What role does artificial intelligence currently play in real estate management—and what potential do you see in the coming years? 

Today, AI primarily helps to record and correctly classify inquiries more quickly. This already saves a lot of time in day-to-day business and improves service. In the coming years, we see the greatest potential in processing cases from start to finish – from the receipt of an inquiry to an automated solution. This not only makes service significantly more efficient, but also available around the clock. For property managers, this creates a whole new level of service that consistently exceeds the expectations of owners and tenants. 

What is your vision for the future of digital property management in Europe? 

We are convinced that buildings will be much more automated in the future than they are today. From digital tenant support to predictive maintenance, artificial intelligence plays a central role in this. However, this requires a comprehensive database and digital accessibility for the various stakeholders in order to truly automate end-to-end processes. We therefore believe that casavi is in an excellent position to become the central platform for this modern form of real estate management. 

Thank you so much for taking the time to talk to us! 

Thinking digitally about school: How paddy wants to take the pressure off teachers

The founders of paddy know the challenges of everyday school life from their own experience. From the perspective of former students and with deep insight into the pressures faced by teachers, Matty Frommann, Lukas Portmann and Tobias Schröder have developed an AI platform that saves teachers time and enables more individualised support. We talked to Matty and Felix Assion, Investment Manager at HTGF, about the beginnings of paddy, the market potential of EdTech and a vision for the school of the future.

Matty, how did you come up with the idea for paddy? Were there specific moments during your school days that made you realise, “Something is wrong here, we need to change this”?

Matty Frommann: We actually started giving training courses for teachers when we were still at school. Most of us come from families of teachers. My co-founders’ parents are teachers, and so are some of my relatives. This meant that we were always aware of the challenges posed by digital media, but also issues such as workload and teacher shortages, especially during the coronavirus pandemic.

Many teachers now downright hate the topic of digitalisation because they say it’s an add-on that doesn’t help them. The existing software doesn’t solve the actual problem – and that was basically the founding idea behind paddy.

The pandemic was an accelerator. That’s exactly where we came in.

How did you meet? What was your first impression, Felix, when you met Matty, Lukas and Tobias?

Felix Assion: Matty had been in contact with HTGF for some time.  My first conversation with Matty was at the beginning of March, and shortly afterwards we had our first joint pitch round. My first impression was that Matty is extremely professional, already has a great deal of domain expertise in the EdTech sector and showed healthy self-confidence throughout the whole process. A little later, I visited the team in Bielefeld and noticed the energy the guys had and how much structure they had already built up, especially in areas such as sales and go-to-market. For me, this visit was a game-changer and I knew that I definitely wanted to make this deal happen. After that, our collaboration picked up speed.

Matty, was it challenging to build trust, especially as young founders? Were there any reactions from teachers along the lines of, “What do they want to teach us?”

Matty Frommann: At first, we had a healthy naivety that drove us forward. That was great for getting started, and even afterwards, we actually benefited from being so young. People always believed that we had experienced the pain points ourselves as students, that we weren’t far removed from the situation, and that we could increasingly connect the two target groups – teachers and students. That was more of a door opener.

How do you see the market potential for paddy, Felix?

Felix Assion: That’s not an easy topic. EdTech or education, especially when it has a B2G component, is a difficult field – particularly from a VC perspective. The big hype of the Corona years is over. Statistically, there has been a sharp decline in investments or investment volume in this area year over year since 2022. But if you look at the education market, it is similar in size to insurance, health or even mobility. Historically, the market has also been quite capital-efficient. The ratio between valuation and the capital required is very positive in the education sector. I believe that paddy has extremely good timing. Teachers have gained initial experience with AI tools and are realising that the perfect dedicated solution for them does not yet exist. At the same time, pressure on this professional group is increasing enormously, as recent studies – such as those by the German Bitkom^[1] – show. Matty knows more about this, but it is only since the coronavirus pandemic that we have had a situation where the hardware equipment is virtually ideal for such business cases. This means that everything is actually coming together perfectly. Personally, I am therefore very bullish about the next few years with paddy.

Matty Frommann: Historically, two types of EdTech cases have always worked well: either you go into a very niche market – for example, with a training platform for dentists – or you cover a wide range, such as with a cloud system for schools that everyone can benefit from.

I believe that with paddy and AI in general, we now can combine both and tap into a huge market. Every teacher supports each student individually as best they can, while at the same time reaching the masses.

What advice would you give to young founders? Are there any particular hurdles in the EdTech sector?

Felix Assion: In EdTech, perhaps more than anywhere else, having a great product just isn’t enough.

From an early stage, including in fundraising, you realise that the focus is shifting towards distribution, sales and go-to-market, and that you are expected to have experience and a clear strategy from the outset. This is why I advise teams to spend more time on this than they would in other industries, where an MVP and a pitch deck are often sufficient.

Saying that Paddy “raised €1 million in six months” is only half the story – there’s usually a long phase beforehand where the business model and dynamics have to be developed, and where schools and teachers have to be understood.

Once you’ve reached that point as a team and are ready for financing, you should take the time to research which investors are a good fit. What added value can help us beyond capital? There aren’t many investors who can offer this, but I think the team solved this issue very well in the end.

All of that was part of the journey. So my main piece of advice would be: take your time, build structures – and that doesn’t just apply to the product itself.

Matty Frommann: My advice: focus everything on sales, start as many test pilots as possible and – very important in the EdTech sector – acquire paying customers. That should be the core objective. Marketing becomes exciting when you scale up to a critical mass of customers and establish various channels. But the most important thing is the first 50 customers. We also started with our first 50 paddy customers – and that didn’t happen in two months. It took years to find the right contacts, be represented on the relevant committees, attend the right networking events and understand the market.

Thank you very much for your time and insights!

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[1] “50% of teachers have used AI for School” Bitkom Research (German) – Bereits jede zweite Lehrkraft hat KI für die Schule genutzt | Bitkom Research

HTGF Deep-Tech Matrix: Navigating the Growth Path of Technology-Driven Startups

Deep-tech companies develop technologies that can transform entire industries. That makes them exciting – especially for investors. Yet many startups struggle to clearly explain their potential.

Often, what’s missing is a consistent and compelling story. HTGF experts Dr. Gernot Berger, Dr. Olaf Joeressen, and Yann Fiebig have tackled this challenge. In a recent paper, they outline what really matters for deep-tech startups – and present a practical tool to help: the HTGF Deep-Tech Matrix. 

Deep tech stands for innovation rooted in science and engineering. Whether it’s AI, robotics, new materials, or biotech – deep-tech startups aren’t solving small, everyday problems. They tackle major societal and industrial challenges. The current momentum in deep tech is more than a trend. For many, it represents hope – hope that we can keep innovating at a high level. And for investors, it’s an opportunity to support radical change with the potential for significant returns. 

The Deep-Tech Disconnect: why great tech alone is not enough to convince investors 

Despite their promise, many deep-tech founders face a tough reality: investors hesitate. It’s not about quality or potential – it’s about a mismatch in expectations. This gap is called the deep-tech disconnect. It refers to the structural difference between how tech-heavy companies evolve and how most VC investors think. 

Investment models of the past two decades have been shaped by software startups: fast Minimal Viable Products (MVPs), early user feedback, and low capital requirements. Deep tech doesn’t follow that path. These companies need years to develop, require substantial funding, and only reach market readiness much later. 

That’s why deep-tech startups need a different kind of pitch – a well-crafted equity story. It has to go beyond standard slides and metrics. It must clearly define a big, unsolved customer problem. It must show why a scientific or technological breakthrough is the right – or only – way to solve it. And it must explain why this specific team is the one that can turn the idea into a product. A convincing story makes the technology tangible: with patents, deep expertise, and a realistic roadmap that connects lab to market. 

The HTGF Deep-Tech Matrix: Navigating a Complex Journey 

So how do you describe a startup’s progress if it’s not measured in revenue or MVPs? That’s where the HTGF Deep-Tech Matrix comes in. It’s a hands-on tool to plan, explain, and communicate the path from scientific idea to scalable business. It helps founders build a clear equity story – and creates a shared language between them and investors. 

The matrix is based on two key dimensions: technology readiness and certainty for a huge market. Tech readiness is assessed using standard TRL scales – from early research (TRL 1–2) to proof-of-concept (3–4) to market-ready solutions (8–9). Successful founders know where they are, what comes next, and what they can already show. 

The second dimension – the market – is often underestimated. But for fundraising, it’s crucial. Is the market proven? Is there strong growth potential? Is the problem clearly defined and validated by real customer demand? The matrix helps assess these questions, too. 

Each cell in the matrix represents a unique combination of technology and market maturity. Ideally, a startup moves step by step to the top right corner – a scalable product in a large, validated market. Along the way, typical phases can be identified: from early concepts with no clear market (“No Money Land”) to Pre-Seed, Seed, Series A and B – where scalability and repeatable revenue come into focus. 

Putting the Matrix to Work 

An example from the field of engineering simulation illustrates how the matrix can be applied in practice. The company developed an early cloud-based prototype aimed at a previously underserved target group: engineers without access to traditional, high-cost CAD tools. While the technological feasibility was promising, the market potential had not yet been validated. The company’s development began at a medium technology readiness level and in a market environment that was still largely unexplored. 

What proved decisive was a clearly defined go-to-market strategy, combined with systematic product management and increasing customer engagement. This allowed the company to make continuous progress toward scalability. A coherent and well-structured equity story – one that connected the customer problem, the unique technological approach, and the commercial roadmap – played a central role in gaining investor confidence and securing funding for further growth. 

Conclusion: Building a Shared Understanding from Day One 

The HTGF Deep-Tech Matrix is more than just an analysis tool – it’s a compass. It helps founders structure their story, define key milestones, and communicate their journey. It also creates mutual understanding between startups and investors – with shared expectations, clear language, and realistic planning. 

For investors, the matrix provides clarity: what tech maturity and market development are realistic at each funding stage? It turns uncertainty into informed decisions. In short: the Deep-Tech Matrix brings structure to complex ventures – and lays the foundation for successful fundraising and sustainable growth. Because even the next deep-tech unicorn starts with a well-told story.