The other side of success

Mr. Schausten, you are one of the leading entrepreneurs in Germany’s market for pre-owned software licenses. Some time ago, you strategically expanded s2-Software beyond the German-speaking market into Europe. Looking back, was that the right decision?

 Absolutely! Expanding into the European market was an important and logical step for s2-Software. Our goal has never been to pursue international growth for its own sake. Rather, we wanted to offer our specialized expertise in pre-owned Microsoft volume licenses in a market with the right legal and economic conditions – and Europe fits that profile perfectly. The trade in pre-owned, perpetual software licenses operates within a clear legal framework in the European Union – at least when the origin of the licenses, the chain of title and the proof of deinstallation by the previous owner are properly documented.

For us, it was important to reduce our dependence on the DACH market without compromising our quality standards or our proximity to customers. Europe allows us to broaden our business model, build new customer and partner relationships, and operate within a market whose regulatory framework we understand very well.

This focus creates stability. It allows us to grow in a controlled manner, to understand regional differences and to consistently align our processes with transparency, legal certainty and reliability. That is what sustainable entrepreneurship means to me: not entering as many countries as quickly as possible, but entering the right market with expertise, structure and a long-term perspective.

 What do you see as the biggest change the software industry has undergone in recent years?

The biggest change has been the shift from traditional, perpetual software licenses to subscription-based cloud models. Many software providers are now focused on predictable, recurring revenue. For businesses, however, this often means higher ongoing costs, less long-term predictability and greater dependence on individual providers. That is precisely why the market for pre-owned, perpetual Microsoft licenses is becoming increasingly relevant. Companies are recognizing that not every IT requirement necessarily calls for a cloud subscription. For stable environments, such as Windows Server, Office or certain server products, pre-owned volume licenses can be an economically very attractive and legally secure solution.

The European market is based on a clear legal framework in this respect: under certain conditions, perpetual software licenses can be resold within the EU and EEA. What matters is complete documentation, a traceable license origin and proof that previous users have made their copies unusable.

I also see three clear drivers: cost optimization, sustainability and digital sovereignty. Companies are determined to use their IT budgets more efficiently, make better use of existing software assets and avoid being automatically pushed into new subscription models whenever they make a technology decision. Pre-owned software is therefore no longer a niche product; it has become part of a professional, modern IT procurement strategy.

Entrepreneurs also evolve as their companies grow. What have you learned about yourself in that process?

Entrepreneurship constantly confronts you with your own limits – professionally, personally and emotionally. As responsibility increases, decisions become more significant, challenges more complex and the internal pressure often greater. I have learned that you cannot permanently separate these different dimensions. Our internal state has a direct impact has a direct impact on how we lead, make decisions, communicate and develop our companies.

Over the past seven years, I have therefore devoted considerable time to personal development and self-reflection. For me, this was never about superficial self-improvement or becoming a “better version” of myself. It was about taking an honest look at who I am — including old beliefs, emotional patterns, triggers, and experiences that had shaped me, sometimes without me even realizing it.

The process was not always comfortable. Many insights emerge not in moments of ease, but when you are willing to take responsibility for your own challenges. Yet this is precisely where I found a great opportunity: I was able to lead with greater clarity, make decisions with more composure, and free myself from patterns that might otherwise have limited both me and, consequently, my company.

For me, the growth of s2-Software is therefore not merely an economic achievement. It is also an expression of personal development. When an entrepreneur becomes more self-aware, this can have an impact throughout the entire organization – on its culture and communication to decision-making and the quality of relationships with employees, customers and partners.

Was this personal and entrepreneurial development one of the reasons why you now support other entrepreneurs as well?

Yes, it was certainly an important factor. I have experienced firsthand that financial success alone does not automatically create fulfillment, inner peace or clarity. Many entrepreneurs perform at a very high level, carry enormous responsibility and achieve excellent results – yet still feel that something essential is missing: direction, energy, purpose or a healthy relationship with themselves, for example.

That is why I combine entrepreneurial practice with personal development in my work with clients. I know firsthand what it means to manage growth, lead employees, carry responsibility, navigate crises and make difficult decisions. At the same time, I know how critical an entrepreneur’s mindset is for long-term success.

As a business mentor, my aim is not to force people into a rigid model of success. I support entrepreneurs in finding their own clear path: one that is economically effective, personally authentic and built around a business that aligns with their values, energy and vision for life.

Does your approach differ from traditional business coaching because you have built a multimillion-euro company yourself and remain actively involved as CEO?

I believe the key difference lies in combining genuine entrepreneurial experience with personal depth. I do not support people solely from a theoretical perspective. I am still actively involved in my businesses every day and continue to carry direct responsibility for companies, teams, customers, strategic decisions and growth.

That means I know not only the opportunities entrepreneurship can create, but also its more challenging sites know what it feels like when cash flow, personnel issues, markets or critical decisions create pressure. And I know that there is rarely one perfect strategy. Entrepreneurs do not need standard solutions. They need clarity, new perspectives and decisions they can actually put into practice.

That is why my work combines strategy, leadership, positioning, growth and self-awareness. In the long term, a company rarely grows beyond the capacity of the entrepreneur leading it. When you understand your own patterns, communicate clearly and lead consciously, you create a stronger, more resilient business

As an entrepreneur, you set yourself clear goals. What vision do you have for your coaching and mentoring business?

My vision is to rethink entrepreneurship. To move away from a system driven solely by pressure, comparison, control and the constant pursuit of more – and towards entrepreneurship that is conscious, responsible and fulfilling.

For me, it is about standing for something rather than simply standing against something. For clarity instead of chaos. For responsibility instead of blame. For growth that does not come at the expense of your health, family or inner freedom. And for companies that are economically successful while also making a positive contribution to people and society.

I am convinced that this new era demands more from entrepreneurs than expertise and a willingness to work hard. It requires self-awareness, conviction and the ability to stay connected to yourself. Those who take personal development seriously can build more than a successful company. They can build a life that genuinely feels aligned with who they are and what matters most to them.