First big project. First big lessons.

Today, elio realises sophisticated e-commerce projects with customers from all over Germany. But even we started out small - and our first major customer project was more than just a milestone. It was a real learning moment over 15 years ago.

In this interview, Sascha Vorderstemann, CEO and founder of elio, tells Alicia Weigel, Online Marketing Manager at elio, how it all began, what went surprisingly well 15 years ago, where things got stuck - and what has remained to this day.

Alicia: When you think back to elio's first major customer project, what is the first thing that comes to mind?

Sascha: Two key words: efficiency and consolidation. That's exactly where we were able to help the customer enormously. The project was a milestone in many respects - for them and for us. It was about bundling different shops and processes to make everything much more efficient. It was a huge challenge for us at the time - but also a great opportunity. We were able to show what we were made of.

Alicia : What was the aim of the project and what exactly was implemented at the time?

Sascha: The customer had three self-developed online shops in use, all connected with Microsoft Dynamics Navision - and was also planning a fourth shop. Our task was to consolidate this landscape: In other words, to replace the three shops with a multi-shop system that also offered space for a fourth brand. At the same time, the previous three interfaces to Navision were to be reduced to a single one. This not only massively reduced the potential for errors, but also significantly increased efficiency. At that time, the concept of a multi-shop system was almost unheard of - it was really new to the market. But then Shopware came along.

Alicia : The project was over 15 years ago. What was particularly challenging back then?

Sascha : Firstly, the technology. We were working with Shopware for the first time - the system was still brand new on the market at the time. And to be honest, it still had a few teething problems. But that's exactly where we started. We not only developed solutions for the customer, but also analysed many bugs directly, fixed them and actively fed the feedback back to Shopware. This enabled us not only to use the system, but also to help shape it.
Secondly, the physical distance. The customer was based in Munich, we were in Giessen. Today, many things are done via video calls, but back then this was hardly common. So we showed our presence - we held workshops on site, worked closely with the customer and were always in dialogue.
It was also special that HP - i.e. Hewlett-Packard - was involved in the project. Not directly our customer, but indirectly involved. And of course a large corporation like that takes a very close look when a young company like ours suddenly gets involved. That was quite something - and motivated us even more to deliver.

Alicia: I can imagine. What did you particularly enjoy about this project?

Sascha: Our speed. The fact that we familiarised ourselves with a completely new system - and still kept to the schedule we had set ourselves. That was a great feeling. You just realised that we work as a team. We were solution-orientated, motivated and got the job done together. It was precisely this energy that characterised elio from the very beginning - and still does today.

Alicia: What might have gone wrong - and what did you learn about elio or yourself?

Sascha : We were already using our own interface software back then - it was still called eliobase, now synQup. And to be honest, there was definitely room for improvement. We put in far too much effort and realised that we needed to work more efficiently. Looking back, this experience was extremely valuable. It showed us where we needed to start - and was a real starting signal for further development into what synQup is today, for example.

Alicia: Are there things from this project that you still use or pass on today?

Sascha: Absolutely. I learnt from this project how important real independence is for our customers. That was also a cornerstone for my independence back then. My aspiration was and still is: The customer must be able to ensure their success independently of me or elio. Only then can a collaboration be truly sustainable. In the project back then, the dependencies were huge - and it was a great success that we gradually resolved them. That shaped me and has stayed with me to this day.

Alicia: And when you look back from then to now - do you recognise certain patterns, challenges or developments?

Sascha: Definitely. I still see many companies today that are strongly rooted in old ways of thinking and systems in their IT structure. Although we live in the age of AI, ChatGPT, Gemini and the like, many still work with outdated ERP systems, static e-commerce platforms or even home-made solutions. Sure, "never change a running system" is a common thought - but it can also get in the way. It's not about redoing everything, but recognising the potential. This is exactly where we come in today: We help to create sustainability - in a very practical and tangible way.

Alicia: To summarise, what is it about this project that still makes you so proud today?

Sascha : The trust. The customer didn't know us at the time, and yet he chose us. That was a big deal for us as a young company - and I think we more than justified this trust.

Alicia: A leap of faith that gave you quite a boost back then, didn't it?

Sascha: Absolutely. It's motivating - and an obligation.

Alicia: And if you could look at your former self again - what advice would you give him?

Sascha : Clearly, I would advise my former self to invest in project management much earlier. We've always been strong in terms of technology - many companies would lick their fingers at that. But technology alone is not enough. We should also have focussed on structures and processes earlier. That would have saved us work - and our customers too.
Today we know: It doesn't work without professional project management. Together with our customers, we define clear goals - both short-term and long-term - and consider from the outset what is needed to ensure that the customer does not reach its limits again in a few years' time.
This strategic approach is a big part of our further development: away from pure developer thinking and towards more structure, more focus, more team play. And this is particularly important for me to emphasise: Success doesn't lie with individuals - it lies in the team. Without my team, I am nothing. You should always be aware of that.