Klaus Brzezek

You founded exccon in 2005. What was the idea behind starting the company?

The idea was to combine the expertise of large consulting firms with the sense of community typically found in smaller consultancies.  After many years of experience in different consulting environments, I wanted to create a company where people could work independently, take responsibility, and still move in the same direction together. For me, it was never just about founding a company. I wanted to create a professional home for people who are not only highly skilled but also a good fit on a personal level. A team where people can rely on each other, communicate openly, and keep their sense of humor even in challenging situations. That feeling has been a core part of exccon from the very beginning.

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How has exccon developed since then, and what were the most important milestones for you?

We started out very small in Munich in 2005. During the first years, the focus was primarily on classic software development. We developed backend systems and custom software solutions. From around 2009/2010, the infrastructure sector became more prominent, particularly topics related to data center operations, virtualization, and Windows server environments.

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An important milestone was our move from Aventinstraße to Prälat-Zistl-Straße. This marked the transition from a very small startup phase to a real office with our first employees. In 2013, we moved to our office in Tal 11. Staying close to the Viktualienmarkt in the heart of Munich throughout all these years has become part of exccon’s history and identity.

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The acquisition of ncc Management Consultants GmbH in 2012 was a major milestone. It added our training department and process consulting, which significantly changed our business. We welcomed more clients into the office, created more interaction and exchange, and entered an entirely new market environment.

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2016 was another major turning point because the ServiceNow business was added. This meant that process consulting and technical implementation became increasingly aligned. ServiceNow expertise has existed within the company since 2009, and over the years it has grown into one of exccon’s core business areas.

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The most recent major step was the strategic realignment in 2026. Infrastructure competencies were consolidated within the newly established exccon infrastructure services GmbH. This allows exccon AG to position itself even more clearly as a specialized partner in the ServiceNow environment in the future, while infrastructure topics are developed with a dedicated focus within their own company.

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In your view, why has exccon been able to successfully remain in the market for over 20 years?

Change has always been part of our DNA. Technologies change, markets shift, and customer needs continue to develop. We have never shied away from these changes; instead, we have consistently asked ourselves: What does the market need? What do our customers need? And how must we evolve to remain relevant? Looking back, we have reinvented ourselves several times: from software development to infrastructure and process consulting, and ultimately to a strong specialization in ServiceNow. This adaptability has been, and remains, a key reason why exccon continues to be successful in the market today. This ability to reinvent ourselves without losing our core identity has been crucial. We have continuously adapted our portfolio, developed new areas of expertise, and made bold decisions. At the same time, it was important to stay true to who we are. To this day, exccon stands for professional excellen ce, reliability, and a very personal approach to collaboration.

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What do you particularly like about exccon and your colleagues?

I love the team spirit. I appreciate that at exccon, even in difficult situations, there is still room for laughter. Of course, it’s not always sunshine and rainbows. We have our share of conflicts, friction, and challenging periods. But what matters is that we try to resolve issues rather than giving up on people too quickly. I also highly value the fact that we have an international team with colleagues from different cultural backgrounds.  It gives us perspectives that we might otherwise take for granted. This open, honest, and warm way of working together is something I have always wanted for exccon.

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Many employees refer to exccon as the "exccon family." What does this term mean to you?

For me, the exccon Family becomes visible in those moments when people meet again after a long time and realize: there is still genuine joy and connection. It’s not about everyone having to meet up privately or get along perfectly all the time. But there is a team spirit, a willingness to stand up for one another, and a fundamental level of trust that sets us apart.

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What role does personal interaction play in an increasingly hybrid working environment?

A very significant one. Remote work offers many advantages and has become an essential part of today's working world - there’s no turning back. But I believe the right balance is essential. I firmly believe that personal interaction remains irreplaceable. Office Days, team events, and face-to-face meetings are therefore not just "nice to have". They are essential for trust, collaboration, and company culture. A team that knows each other personally collaborates differently, even when working remotely. When you’ve sat in the office together, had lunch, or shared a laugh at a team event, a different quality of collaboration emerges.

Personal interaction is especially important for new employees. Anyone joining a company needs to learn not just the processes and tasks, but also the people, the culture, and the ways of working. That is far more difficult in a fully remote environment. Technical knowledge can be taught, but attitude, professionalism, values, and team spirit are often learned through observation, shared experience, and participation.

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What is important to you as a leader and what should people bring to the table to fit in at exccon?

Honesty is the foundation of everything. Without honesty, collaboration cannot work, whether within the team or between managers and employees. I also believe it is important for people to maintain a positive mindset, even when things become challenging. That’s why in job interviews, I’m not just interested in someone’s technical skills, but also in how they handle unexpected situations. Consulting means change: new tasks, new customers, new working methods and constantly shifting conditions. That’s exciting, but sometimes demanding. Anyone looking to do exactly the same thing for ten years probably won’t be happy here. You have to stay curious, take responsibility, and be willing to grow.

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How do you balance family and career, and how does exccon support you in that?

For me, it has always been important that the company provides flexibility as long as responsibilities are fulfilled and the work gets done. This attitude applies not only to me but to all our employees. I believe that work and private life cannot always be separated rigidly. What matters is that we treat each other fairly and in a team-oriented way, that we remain reliable, and find solutions together that work for both the company and the employees. Trust is a two-way street. As a company, you have to give employees space. At the same time, employees must use that space fairly. When both sides do that, everyone benefits.

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Describe exccon in three words.

Open. Honest. Reliable.

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What is important to you for the future of exccon?

That we do not lose our heart. For me, that is the most important point. exccon has never been a company that is solely about making money. Of course, a company must be economically successful. But when former employees say years later that they would like to come back, it shows that something more than just a workplace has been created. I hope that this family approach will continue: that people enjoy working together, that they feel comfortable, take responsibility, and remain human despite growth, change, and new structures.

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At the same time, exccon must continue to evolve. You can't run a company today in the same way you did in 2005. Markets change, working methods change, and customer expectations change. The key is to actively shape that change while staying true to our core values: professional excellence, reliability, openness, and genuine sense of togetherness.