In the interview with Dirk Poschmann, CEO of Subvenio GmbH

The customer is king. A well-known, presumably ancient saying that many companies still fail to truly embrace. At Subvenio, however, it is a central promise. The approach of the digitalization provider based in Reichshof near Gummersbach is refreshingly simple. Whether it's DATEV, transformation, accounting, cloud solutions, data security and exchange, or procedural documentation according to GoBD: the tech expert has set out to systematically eliminate all time-wasters in companies, allowing their staff to focus fully on their daily business. In an interview with DFmag, Dirk Poschmann shares his experiences with the fears many SMEs have about tackling digitalization, provides impetus for breaking out of digital stagnation, and explains why digital invoice verification and accounting are often the key to success.

DIGITAL FUTUREmag: Mr. Poschmann, when you look at the desks of employees in some companies, you often get the feeling that time has stood still there for 30 years. Piles of documents, overworked staff, and digital abstinence. At the same time, many people own the latest smartphone outside of work and have Netflix at home. How do you explain this technological contrast?

Dirk Poschmann: It's easier to introduce technical innovations in private life because there are almost no decision-makers who could prohibit individual use. In companies, however, digital progress is often blocked by hierarchies. The fear of individuals that their jobs might be lost to rationalization also inhibits innovation. Top-down implementation by management often fails to win over staff. Added to this is the fact that the actual processes are not known, which often leads to cost explosions due to a lack of planning when introducing new systems. Many company managers are afraid of this and see their sometimes decades-old IT infrastructures at risk.

DIGITAL FUTUREmag: When you have your first meeting with new customers, what are the biggest doubts you encounter?

Dirk Poschmann: The first questions are about data security and availability. What happens if my DSL fails? Can I still work? Many people are also interested in the definition of the cloud. And as a provider, we want to know: what does the individual understand by the cloud? Because not all clouds are the same.

DIGITAL FUTUREmag: Why do you see digital invoice verification and the associated approval process in companies as the key to a successful start in digitalization?

Dirk Poschmann: Digitalisation costs money. Our solution ecoBillflow minimises the initial costs of digitalisation. This is where the first barriers are broken down. Managing directors deal with processes in their company that may have already been taken care of by the senior boss and continue to be practised. Adhering to cash discount deadlines shows that digital processes can indeed save money and improve liquidity.

DIGITAL FUTUREmag: Do you think this also changes the mindset of decision-makers?

Dirk Poschmann: Yes. The coronavirus pandemic has shown just how vulnerable companies are when managers or business executives are no longer on-site but working from home, often causing the flow of information to grind to a halt. Decision-making processes that used to be handled by a quick trip to the office next door are now time-consuming. This means deadlines are missed or only met with extra effort, cash discount deadlines are overlooked and liquidity is lost. This is just one example of how processes are hindered.

DIGITAL FUTUREmag: What role do the Principles for the Proper Management and Storage of Books, Records and Documents in Electronic Form and for Data Access (GoBD) play in this?

Dirk Poschmann: The financial authorities have issued guidelines on the digitalisation of business documents and their location. The GoBD is not a law. It gives auditors scope for action. Entrepreneurs can use it as a guide to determine what is permitted and not permitted when introducing digital business processes. The following principles apply here, as with traditional bookkeeping:

- Correct and timely booking and recording
- Order and immutability of data
- Traceability and verifiability (§146 para. 1 AO, § 239 para. 2 HGB)
- Completeness (§146 para. 1 AO, § 239 para. 2 HGB)
- Documentation of processes (procedure documentation)

Unfortunately, many companies are unaware of the GoBD and their significance.

DIGITAL FUTUREmag: Could you briefly explain the most important steps in digital data exchange in accounting?

Dirk Poschmann: The process typically begins with an initial assessment of existing upstream systems such as ERP and shop systems. Next, we examine the activation of interfaces to minimize duplicate data entry. Finally, we focus on data transport and how documents enter and leave the company. The most important aspect is introducing meaningful accounting that supports internal business processes. Many companies, for example, maintain separate lists for incoming and outgoing payments in addition to their accounting. In accounting, invoices are posted to various accounts, but no personal accounts are kept for each customer or supplier. This is because business transactions are not recorded in a timely manner. With the extension of deadlines by the tax office, accounting is only prepared six weeks later, by which time the figures are already outdated. Timely recording of business transactions would make additional operational control lists unnecessary, saving both time and money.

DIGITAL FUTUREmag: DATEV serves as the central contact point here. Its applications run in the cloud. How do you help your clients overcome their fear of pushing truly sensitive invoice information into the “data cloud”?

Dirk Poschmann: Since DATEV, as a cooperative, can only deploy its applications with the consent of the respective tax advisors handling the individual companies, the cooperative structure of DATEV already serves as a security guarantee. Implementation is carried out in collaboration with the tax offices, which builds trust on all sides.

DIGITAL FUTUREmag: As part of the transition, you also offer training sessions or workshops for your clients. What has your experience been regarding response and cooperation?

Dirk Poschmann: Suitable time slots are reserved for the respective companies, and they receive invitations. However, once participants realize that we address their specific internal processes and seek solutions tailored to the introduction of digital processes, their initial hesitation often gives way to an intensive dialogue. Previously withheld information is then disclosed, enabling a promising collective implementation of the new workflows.

DIGITAL FUTUREmag: Perhaps we should also participate in such exchange and information offerings. That sounds like a combination of expertise and empathy. Thank you for the conversation.