Full-service IT provider with family values
Interview with Dr. Benjamin Strehl, Managing Director of USU GmbH
Companies that want to remain competitively viable in the long term must actively shape digital transformation. This involves more than just a technological update; it is about a profound change that affects all areas of the company and requires sustainable changes. USU GmbH, based in Möglingen in Baden-Württemberg, is a software company that designs the digital change together with its customers – competently and always at eye level.
Wirtschaftsforum: Dr. Strehl, you are the Managing Director of USU GmbH, a family-owned business that was founded almost 50 years ago. Have there been any significant developments during this period that have had a lasting impact on the company until today?
Dr. Benjamin Strehl: My father founded the company 48 years ago. I joined in 2010 and am now the Managing Director. We are a very large family business with about 800 employees by now. The family spirit is still a hallmark and is in our DNA. The human aspect, the individual, is always the focus at USU. A key milestone was going public in 2001; looking back, I would describe that time as a peak phase. However, since this was associated with extremely time-consuming and costly reporting and obligations, the IPO was ultimately just a phase. As a family, we made a takeover offer and managed to take USU off the stock market again. This step has shaped the company. Today, we are much more agile in our decisions, which is important given the fast-moving nature of the business. As for our portfolio, we started as a service provider around mainframes and gradually programmed and sold our own standard solutions. This way, we have grown steadily without losing the personal touch. We entered into the AI topic early and have integrated it into our solutions.
Wirtschaftsforum: USU is a complete provider that offers all the services necessary for managing IT. Where do you see yourself in the market with this?
Dr. Benjamin Strehl: If you want to manage your IT in Germany, it's hard to get around USU. We have many customers in the DACH region, as well as in Italy. We want to push internationalization further, seeing especially potential abroad in Europe, but also in the USA. Internationalizing the business requires mainly expertise and investments. In 2024, we found an investor with Thoma Bravo who has the expertise, so we can continue to pursue the path to the international market. Here, we benefit from a network of experts around the world that we have access to.
Wirtschaftsforum: Why is the USA such an important market?
Dr. Benjamin Strehl: The USA is the largest software market in the world; this is where the trends are set. To be able to act on the pulse of the trends, the market is crucial. Additionally, many of our European competitors come from the USA.
Wirtschaftsforum: USU has 800 employees; what is the revenue?
Dr. Benjamin Strehl: We employ 800 staff, plus between 200 and 300 external forces on projects. The revenue is more than 100 million EUR and we are growing in double digits.
Wirtschaftsforum: Will you be able to continue this course?
Dr. Benjamin Strehl: The global software market continues to grow by five to six percent; in this dynamic environment, we want to continue gaining market share. Currently, however, we are sensing a reluctance as far as new investments are concerned. World politics and the global economy are weakening the tailwind we have experienced in the past. We are therefore trying to be well-positioned, both in terms of markets and industries, and are planning cautiously in order to achieve stable and sustainable growth.
Wirtschaftsforum: You have emphasized how important the character of the family business is. Was it always clear that you would follow in your father's footsteps and how do you see your role as Managing Director?
Dr. Benjamin Strehl: Of course, I grew up with the company, but unlike other family businesses, there was no long-term strategic succession planning. I worked for IBM and Roland Berger when my father eventually asked me for help with a difficult project. I gradually got involved in the topic and saw that it works. Today I am the Managing Director, I see myself in the role of a coach trying to enable the team. The team is very important to me. I know most of the employees, try to have a feel for the team, and am at every location every year. It is crucial to talk to the employees on an equal footing; doors are always open here to engage in dialogue. Good cooperation also includes that each individual contributes to the community.
Wirtschaftsforum: Is there a recipe for success?