(Translated with MistralAI without further editing)
In this double interview, we speak with Knut Ofterdinger (Weimako) and Steffen Grämer (VUCASUPPORT) about innovative solutions for the challenges of tomorrow. The focus is on two perspectives: sustainable material innovations and digital transformation for SMEs.
Mr. Ofterdinger, with your company Weimako, you are successfully active in the field of bio-based materials for packaging. What does Weimako offer, and what makes it special?
Andreas Mayrginther and I both come from the cosmetics industry as technicians. We found a unique selling point with the idea of bio-based, sharpenable plastic sleeves that no other company in this niche offers. In cooperation with compound manufacturers, we process wood-based fiber materials from sawmill and carpentry waste into a new plastic. This avoids the “food vs. fuel” debate, as we do not use food-based raw materials. The CO2 bound in the wood chips remains bound, and we give this “waste” a new product life cycle. Our idea and products are therefore very sustainable. In principle, we can transfer mineral oil-based packaging to bio-based packaging for all industries using our bio-based raw materials. In addition to cosmetics, we already have our first customers in the NEM and pharmaceutical sectors. All our packaging solutions are Food, REACH, and FDA compliant.
Mr. Grämer, you are the founder and managing director of VUCASUPPORT. What is your idea, and in what form do you support SMEs?
The idea behind VUCASUPPORT actually came from a very simple observation: Most companies do not have a problem with knowledge—they have a problem with implementation. They know they need to adapt faster and faster, often driven by external factors such as regulation, competitive pressure, or technological developments. Topics like digitalization, new business models, skilled labor shortages, or sustainability are omnipresent. But in practice, what is often missing is the crucial element: clarity about where they really stand, a focus on the right issues, and a structured implementation.
And that is exactly our starting point. Our core idea is to make transformation measurable, comparable, and manageable. We help companies move away from gut feelings and individual opinions and create an objective decision-making basis. At its core, it is about making complexity tangible and translating it into clarity.
The entry point is our VUCASUPPORT 360° Self-Assessment. This gives companies a structured view of their maturity level in key future fields. For many, this is the first moment when it truly becomes visible where they stand and where there is a concrete need for action.
And that is where the real work begins. After the assessment, we set priorities together and deliberately avoid trying to tackle everything at once. Instead, we identify the few topics that really make a difference. Based on this, the next steps are clearly structured—with concrete measures, realistic timelines, clear responsibilities, and measurable goals. This does not create a theoretical concept but an actionable roadmap that guides companies step by step through the transformation.
Mr. Grämer, which areas are most frequently identified as “critical” or “in need of improvement” in the Self-Assessment? What is the approach after identifying these elements, and how long does it usually take for a company to see results?
When we look at the results from the VUCASUPPORT Self-Assessment, it often becomes clear: SMEs rarely have a single problem; they usually struggle with a lack of strategic clarity. Many are already active, have launched projects, or introduced tools, but without a clear target vision. This often leads to actionism rather than real impact. At the same time, processes are being digitalized without further developing the business model, and existing data is hardly used for management. Often, implementation fails because structures and responsibilities are not clearly defined.
This is exactly where we come in. We consciously focus on the few topics that make the biggest difference and translate them directly into concrete, actionable measures. Companies receive a clear status assessment just a few days after the assessment and know where to start. Initial improvements are usually visible within eight to twelve weeks, while larger changes, such as in the business model, take more time.
The assessment itself is simple to carry out but very well-founded in content. We work with clear topic clusters based on scientific studies and Eurostat data—precisely the areas that are truly relevant for the future of SMEs.
In each of these areas, companies answer 25 specific questions. These are rated on a scale of one to five, so it quickly becomes clear where they really stand.
The evaluation is not based solely on their own assessment. AI supports the process by recognizing patterns, classifying evaluations, and creating an objective overall picture. In the end, the company can clearly see where the biggest levers are—and, above all, where they should start. The biggest advantage is clarity. Instead of getting scattered, companies can focus their energy on the few topics that really make a difference.
What it requires is, above all, honesty and a willingness to accept the results. This is where the real added value comes from: better decisions and a stronger understanding across departmental boundaries.
Mr. Ofterdinger, Weimako focuses on material innovations and the green transformation. With the VUCASUPPORT Self-Assessment, you use digital tools to identify improvement potential for your own company. What convinced you, and what benefits have you derived from it?
The idea of taking the manageable time to answer the VUCASUPPORT questionnaire has already paid off for Weimako. The practice-oriented questions and the derived answers are a great help for self-help. We did not need to hire expensive management consultants. The Self-Assessment questionnaire can be adapted to customer requests. The answers are well-structured into short-, medium-, and long-term solution proposals. This allowed us to start working on short-term solutions immediately.
Mr. Grämer, how does the Self-Assessment work in concrete terms? What advantages can a company derive from it, and what does it need to contribute itself?
The Self-Assessment is deliberately kept simple but is very well-founded in content. We work with clear topic clusters based on scientific studies and Eurostat data—precisely the areas that are truly relevant for the future of SMEs.
In each of these areas, companies answer 25 specific questions. These are rated on a scale of one to five, so it quickly becomes clear where they really stand.
The evaluation is not based solely on their own assessment. AI supports the process by recognizing patterns, classifying evaluations, and creating an objective overall picture. In the end, the company can clearly see where the biggest levers are—and, above all, where they should start. The biggest advantage is clarity. Instead of getting scattered, companies can focus their energy on the few topics that really make a difference.
What it requires is, above all, honesty and a willingness to accept the results. This is where the real added value comes from: better decisions and a stronger understanding across departmental boundaries.
What is your joint conclusion?
With the help of the already available AI offering, the “Vucca Method” can generate an AI-based solution for SMEs at reasonable costs. Through the questionnaire, every entrepreneur reflects on their current status themselves and receives a benchmark of where their company stands compared to other companies in the industry. All of this without having to spend hours being interviewed by consultants. Try it for yourself.
About Knut Ofterdinger and Weimako
Mr. Ofterdinger (58) is a co-founder and current managing director of Weimako GmbH in Peißenberg. He brings extensive professional experience from his previous fields of work in pharmaceuticals, food, and cosmetics.
Weimako GmbH is 11 years old and specializes in the development, production, and marketing of sustainable packaging solutions for the cosmetics, stationery, and nutritional supplement (NEM) industries. The company uses bio-based, biodegradable, and compostable materials as well as recycling solutions (recyclates) for both bio-based and mineral oil-based materials. Their product portfolio includes, among other things, pen casings, lipsticks, dosing dispensers, and screw-top cans.
About Steffen Grämer
Steffen Grämer (49) is the founder and managing director of VUCASUPPORT, a consulting firm focused on transformation and future viability for companies. Over many years in international leadership positions, he has gained extensive global experience in transformation and crisis management, particularly in complex supply chains.
Today, he primarily supports small and medium-sized enterprises in implementing changes in a structured way and remaining capable of action even in uncertain times. His focus is on creating clarity, setting priorities, and consistently translating transformation into action.
