Korschin/Digital

Walk into almost any mid-sized company and you will find much the same picture.

There is a CRM, usually in place for years, and it has cost a good deal of money. Yet nobody in the building really knows what is going on in the customer relationship. Sales keeps its own records, marketing keeps different ones, service keeps different ones again, and when the managing director wants to know how things stand with an important customer, three answers come back that contradict one another.

The software is rarely to blame. What happened is that a question was skipped at the outset which should have been answered first: how do we, as a company, actually want to deal with our customers?

As long as that question stays open, no system can answer it, because a system can only reflect what has been decided.

We help mid-sized companies answer that question and then put the answer into practice. First the company decides how it wants to lead its customer relationships. Then sales, marketing and service are organised so that they work on the same relationship rather than three different ones. Only at the end comes the technology that carries it all.

That the two belong together, the strategic question and its technical execution, is the heart of this work. Florian Korschin, a business graduate (Dipl.-Betriebswirt DH), advises management teams in the German Mittelstand and at the same time builds the systems those decisions run on. The combination is rare, and it has a practical advantage: nothing gets lost between decision and execution, because both pass through the same hands.

Where we stand

Why nobody else does this work

The CRM provider
sets up the software and does necessary work in doing so. But a tool remains a tool as long as nobody owns what it is meant to serve.
The large consultancy
designs the target architecture, and after that you rarely see them again. The team gets to know your business at the first meeting, the partner takes his leave once the contract is signed, and the execution stays with you.
We
own both at once, the strategy and the system that has to carry it. We understand the engine room as well as the management table, and we stay until it holds. What is decided here is also built here.

Mandates

Companies we work with

What this looks like in practice is shown by the companies we work with today.

Hearing care · NACE 47.74 · 500 employees

since 12.2025

Ongoing

This company's HubSpot landscape had grown over years and been built by an external partner. When that cooperation ended, it was left without anyone at the wheel. The data sat in the United States, and the company was paying for tens of thousands of contacts nobody worked with any more.

Ownership

We took over responsibility for the platform, examined it thoroughly, and then established rules for ownership and collaboration. Since then we have been leading the system both strategically and technically.

Outcome

Today the data resides in Europe, the contact and licence structure has been cleaned up, and the platform is something the company can steer again.

System landscape

HubSpot

Management and insolvency consulting · NACE 70.22 · 8 employees

since 08.2025

Ongoing

Here too, an external provider had set up HubSpot and was no longer reachable afterwards. Instead of one coherent platform there were individually purchased modules, and a small team of eight with no one to turn to for ongoing support.

Ownership

We have since been the sole point of contact for operating and expanding the platform, and in that role reviewed which modules were actually needed and which were simply along for the ride.

Outcome

Individually purchased Professional modules became one coherent Customer Platform that all eight employees now use on the same footing, rather than working across separate partial systems.

System landscape

HubSpot

Alternative practitioner · NACE 86.90 · 20 employees

since 08.2024

Ongoing

A growing practice with twenty employees, where sales, telephony, signatures and internal communication each ran on their own separate tools. Each worked well on its own, but none knew about the others, so the same case could end up recorded more than once.

Ownership

We are responsible for the entire system landscape and for how it works together, from first contact to signed contract.

Outcome

The separate tools have become one connected process: a contact is recorded once and follows the same path through to the signed contract, with clear responsibilities for data protection along the way.

System landscape

HubSpot · Aircall · Scrive · Zoom · Microsoft 365

Working together

How we work

We work in annual mandates, with a small number of companies at a time, and at management level, because that is where customer strategy is decided. We do not sell project work by the hour. Realigning a company around its customers takes time, closeness, and someone who does not hand the responsibility back after the first meeting.

The conversation

It begins with a conversation

Tell us where you stand

Write to us about where your company stands today and where it should go. You will hear back the same day, from Florian Korschin himself.

Request a conversation