K. Lips AG

Geschäftsführer

Strategy Manager

I am writing about industrial robots, technology, and a business mindset.

I am a genZ founder and visionary. I am here to inspire people.

At Robonnement, our mission is to make robots accessible for all factories, through an affordable subscription model.

We aim to contribute to a future where jobs are accessible to everyone, not just those who can afford expensive robotic technology.

I hope you find my posts inspiring.

Nimrod Malinas

I was twenty four when I sold my first robotic system. I had no idea where that road would lead.

In September Robonnement  won the Swiss DINNO Award 2025 at SINDEX in Bern. I am still taking it in.

SINDEX is the most important event for automation and digitalisation in Switzerland. It brings together leaders and innovators who shape the future of industry. Seeing our team standing on that stage felt like a full circle moment. 

Robonnement was once only an idea in my head. Now it is something used every day by companies in five European countries.

The moment became even more meaningful when Federal Councillor Guy Parmelin congratulated us. Hearing his words gave me a sense of grounding and responsibility.

We built everything with one mission. Make robotics accessible and useful for companies of any size. 

Today more than one hundred robots work in Switzerland and Germany, helping teams save time, reduce costs, avoid repetitive work, improve safety, and support real ESG results.

For me this award is about possibility. It is a reminder that you can start from zero and still create something that matters.

This recognition belongs to our team. Their discipline and loyalty made it possible.

Thank you to the SINDEX organisers, the DINNO jury, René Brugger, our partners, and our customers. 

If this post resonates with your own journey, it already made a difference.🤗

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After more than 150 robots installed across Europe, I finally understood what founders really get wrong about scaling.

They focus on growth.
The real job is solving harder and harder problems without losing your mind.

This picture is from a fireside chat at Startup Nights where together with Giuliana Breu we talked about robots, scaling and growth tactics.

What I did not say on stage is how much of my life as a founder is just this:
sitting with very ugly problems and forcing myself to solve them in a clean way.

A while ago I wrote a simple note for myself called "Problem solving approach".
I use it whenever something big hits - cash flow gaps, a failing project, a broken partnership, team issues.

Here is how I use it to actually scale Robonnement.

1. I write the problem in one brutal sentence

One sentence. No story. No excuses.

From my own diary:

"Too many opportunities depend on my personal presence, which makes the company fragile."

"Our CRM is a graveyard, not a pipeline. Nobody truly owns it."

"I am still paying for company stress with my body and my relationships."

Once the sentence is on paper, the panic drops by about 30 percent.
The monster is no longer in my head, it is in front of me.

2. I model options before I talk to anyone

I never go into a meeting with only hope that pther have some solutions for me.
I go in with options.

For each big problem I write:

Option A: what we do, what it costs, best case, realistic worst case

Option B: same

Do nothing: the real cost of staying where we are

If I cannot live with the realistic worst case, that option is out. If I can not bring up options, it is Not my problem.

This is how I decide on things like restructuring a team, walking away from a project, changing our financing model, saying no to a shiny partnership.

3. I turn the fix into a system so the problem does not return

A problem that shows up once is life.
A problem that shows up twice is a missing system.

So after we fix something big, we always ask:

What changes in our process so this does not happen again?

Who owns this from now on, with name and surname?

How do we notice early if it starts breaking again?

That is how constant founder firefighting slowly turned into shared ownership in the team.

From the outside, people see 150 robots, big names, growth, tech.

From the inside, it is just me.
A kid who once arrived broke in a foreign country, sitting at a table,
writing one honest sentence about what hurts in his company
and refusing to stop until it gets better.

I do not have everything figured out.
But I know this:

As long as I can look at the truth without running away,
there is always a way forward.

taplio