The Vienna startup wants to revolutionize the culture of feedback in companies

Sebastian Kuerber and Gabriel Heimel work in organizational development and always get enthusiastic feedback on their training. However, they need to realize time and time again that it is not easy for participants to implement change processes in everyday working life. An additional complication is the lack of a corporate feedback culture, which often leads to misunderstandings. According to Gabriel Himmel, this makes the change processes long and difficult. In this episode In the Start-up-of-the-day series Tells how the program seed Problem can be solved:

What is the problem of feedback culture in companies?

The basic problem is that hardly anyone can distinguish between constructive negative reactions and destructive negative reactions. Through constructive-negative feedback, feedback recipients are given growth, even if it is related to pain. On the other hand, with destructive negative feedback, pain is only added to the feedback recipient. What is lacking is a noble motive. Attitude makes all the difference. When I am well-meaning, I am interested in the growth and progress of others. Even two pieces of comments with identical content can go in a constructive direction as well as in a destructive direction due to the divergent attitude of the feedback provider. We define a situation based on criteria such as wording, word choice, and emotion.

Corporate feedback culture, incorporation, organizational development,
Seedback founders from left: Gabriel Heiml and Sebastian Körber (c) Seedback

At the leadership level, we often see people who don’t want to help each other and use feedback to cause each other pain. This situation has been eliminated by our Seedback program. The concept is based on standards that anyone can improve and that contribute to the positive culture of the company. If the seeds are used frequently, the development becomes measurable and visible.

What drives you?

We want to establish sustainable employee development in companies. Every employee deserves to be given exemplary support and to reach their full potential. This also leads to increased employee satisfaction. Many companies pride themselves on great corporate culture and commentary, which is rarely lived up to. In fact, only 20% of employees are satisfied with the feedback culture at work. This leads to increased conflicts and volatility. Here we create more transparency and enable positive development. Our software can be managed internally. So that companies can extract tangible actions from the results, we have created additional packages to support personal operations.

Was there ever a moment when you wanted to give up?

Two points come to mind: We worked with an external project partner to program the software without assigning relevant IT skills internally. As a result, the cooperation was very difficult and in the meantime it also led to an escalation. But in the end, the project was successfully completed. Since then, we’ve known that in-house IT skills can greatly improve the outcome of this collaboration. That’s why we’ve now brought IT skills into the company.

The second defining moment occurred when I was working with co-founder Sebastian. We had a struggle that I didn’t give due importance – until it escalated. We were also able to solve this problem by shortening the feedback loops by a few months so that no more misunderstandings arise. It also boosted our confidence. Mainly because we have learned not to let the connection break even in stressful situations and conflict and to constantly give each other feedback.

What are the achievements you are proud of?

We built the software from scratch and that’s a beautiful thing – especially when it’s accompanied by satisfied customers who see value in it. The accompanying process in which I wanted to change the parameters of the feedback sessions and participants against it, otherwise they wouldn’t be able to tell if they had really developed further, was particularly memorable. From this I read the interest in our program – and the will to further develop it. The latter is what we want to see at the end of the day.

What are the conditions in the Vienna site?

If you want to transfer the company shares that have accumulated after the establishment of a limited company into employees, Austrian law is very limited. at Employee stock optionsAustria still has a lot of room for improvement when it comes to limited liability company law. These are the things that Austrian startups and other interest groups operating where policy is required.

Where do you want to be with your company in five years?

In five years we want to be the point of contact for cultural development and feedback in Europe.

What makes Seedback special?

We not only offer the software, but we provide comprehensive support. This means that we have experience in developing culture, constructive empirical psychological foundations and provide concrete recommendations for action so that companies can evolve. We take full responsibility for the entire process and make changes visible and measurable. While other service providers run pure barometric surveys, we focus on the personal development journey of employees. As a result, our results are not abstract, but very concrete. In short: with us, clients will find a contact for all things: IT tool, strategy consulting and coaches.


We still have room for a late co-founder. Although there is no clear profile yet, anyone interested in the areas of organizational development, information technology, and corporate feedback culture can send us an unsolicited request or contact us on LinkedIn.

Want to read more posts about startups? You can find more episodes of this series here.

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