Sensodrive

We have brought the drive technology of DLR lightweight robots to industrial and medical robotics in the form of products and services. Our drives are particularly light, compact and safe.

You were a research assistant at the institute: how did the idea come about and was it clear from the outset that you wanted to set up a company?

Exactly. I was responsible for the development of lightweight robots at the institute for many years. At some point, I was at a crossroads in my career and asked myself the question: should I continue in science or go into industry? I have often seen my research colleagues switch to industry, and with this step they had to leave behind what they had originally developed. That was out of the question for me, because I thought our development was very important and I really enjoyed the work. I was lucky: even back then, the institute actively promoted and supported spin-offs – not least with further training and good conditions and licence terms for acquiring the technology. That is not a matter of course. If you work in a company and want to set up your own company, it's not uncommon for your computer to be locked the next day and you're suddenly unwanted. I really appreciate this attitude at DLR.

Another important point for my decision was the mindset: I think I've always been more of an entrepreneur than a scientist at heart. So, it was exactly the right decision for me.

What happened next? What was there to do after the decision?

Then it was time to get to work: Writing a business plan, attending further training courses on the subject of entrepreneurship and start-up training courses. I'm a fan of making a decision and following through with it. So it all happened quite quickly: after about a year we were already operating as an engineering office, and about two years later with our current company.

Since then, a lot has happened at DLR in the area of company start-ups: as a founder, you hardly need to rely on external training any more, and DLR offers its employees a wide range of support services and further training on the subject of spin-offs.

Were there any major hurdles in the phase leading up to the spin-off?

What we actually noticed was the attitude of investors and banks at the end of the dotcom bubble. We were founded in 2003 and nobody wanted to invest in high-tech anymore. The banks wished us every success and suggested that we use our own capital. That had advantages and disadvantages. It was a hurdle because we couldn't grow so quickly at the beginning, but it is also thanks to these circumstances that Sensodrive is still family-owned and we therefore have more freedom.

How did the story continue? How big is the company today?

We currently have 50 employees. We have continued to develop and earn money, which we have then reinvested in the company. About three years ago, I was at a crossroads and asked myself where the journey should take us. Do we continue like this or do we focus on growth? It was clear to me: I want to go one step further. It was exciting and felt like a new start-up phase: I wanted to shake up the dust that had accumulated over the years: there were new product development ideas, a new business plan including a development roadmap and we invested a seven-figure sum in a new product generation. The aim was to rethink everything and generate growth amounting to twice the turnover. Of course, the high investment also comes with a high risk, but it is exciting and a great pleasure.

You sound enthusiastic. Developing a new product and launching it on the market, just like in the early stages of your company's history – is that what motivates you?

Well, what motivates people? For me, there are two alternatives: one motivation is the "away from", the other is the "towards". I've always been the "towards" type – I want to achieve something and make a difference. The financial aspect is the success that can be expressed in figures – that's a nice side effect, but it's not what motivates me. My motivation is to create something new that didn't exist before. I really enjoy that.

What is special about the new product?

These are pre-certified plug-and-play robot drives that are used in cobots in industry and in medical robotics in stands or surgical robots. We have not developed everything from scratch, but have optimised it to a high degree: increasing performance and safety as well as reproducibility in order to be able to build in large quantities. Our robot drives have an extremely high level of sensitivity. They can not only move from a to b, but also exert targeted forces, recognise collisions and actively dampen vibrations. The original idea still comes from the DLR.

From the foundation until now: What has been the biggest success? Or were there several?

The fact that large corporations got involved in realising innovations with a small company like us was a great success for me. Certain milestones also count as successes: we developed the fastest robot and licensed it to Stäubli. Or innovative tripods for neurosurgery to position surgical microscopes. But the really big success for me is the team spirit in our company. We have an incredibly good working atmosphere, which is very important to all of us. There are many attractive companies in Munich and the surrounding area, but people stay with us. Retaining employees and having motivated employees is a valuable asset. Of course, economic success, innovative products and developments and high quality are very important. But when in doubt, we prioritise honesty over profitability.

This closes the circle for me: the motivation that ultimately leads to good economic results comes from honesty and appreciation...

Yes, that's exactly how it is. And that's what you have to exemplify as a manager. Criticism is also necessary, but it must be open and constructive. We need a well-functioning error culture. Mistakes are allowed to happen, they should just not be repeated if possible. That is very important for me as an entrepreneur. I feel comfortable in such an environment and so do my employees.