The Competence Paradox: How My Entrepreneurial Journey Changed My Perspective on University Startup Consulting

As a consultant at a university, I thought I had all the answers. I knew the best strategies for developing startup ideas, improving pitches, and securing initial investors. But when I started my own business, I realized something fundamental: advising someone is entirely different from going through the process yourself. That’s when I encountered the Competence Paradox – the paradoxical experience of providing clarity to others while standing in the fog yourself.

For years, I worked as a consultant for aspiring academic entrepreneurs at universities such as Technische Universit?t Darmstadt and the Universit?t Heidelberg . Over the years, I secured more than 10 million euros in funding for startup projects. My job was to help founders from various scientific disciplines define their visions, overcome obstacles, and move forward with solid strategies.

I was good at my job.

A shaky business model? - No problem, I knew how to fix it.

A pitch that didn’t land? - I had the tools and tricks to convince investors.

The successes of my clients continually validated my abilities. But everything changed when I decided to start my own training & consulting business in 2023.

This decision not only pushed me out of my comfort zone but also out of a system that, despite its strengths, often frustrated me.

As public institutions, universities face unique pressures: every decision is carefully evaluated to avoid reputational damage and to safeguard the public interest. However, this intense fear of making mistakes often led to paralysis and a slowdown of processes – exactly the opposite of what a dynamic and fast-growing startup needs.

Of course, my experiences cannot be generalized to all universities. There are also pockets of courage – bold and visionary individuals within universities who have managed to overcome this paralysis and implement creative solutions. But unfortunately, these pockets remain the exception.

With a large professional network and years of consulting and training experience, I felt well-prepared for my entrepreneurial journey. After all, I had advised countless founders and knew exactly what to do. But when I stepped into the role of a founder, I made an unexpected discovery: I lacked clarity about my own path.

What emerged was a vacuum – a paralyzing feeling I hadn’t anticipated. I called it

The Competence Paradox.

While I could always see the next step clearly for my clients, I was literally blind when it came to my own decisions. Suddenly, everything felt uncertain, and every decision was accompanied by doubt.

It was as if the emotional intensity of the entrepreneurial process blocked my access to my own expertise. The strategies I had so effortlessly imparted to others now seemed inaccessible to me. My emotions took center stage, overshadowing objective analysis and leaving no room to implement the clarity I desired. I knew what needed to be done – and yet, I hesitated because the emotional challenges of entrepreneurship felt overwhelming.

The turning point came when I admitted to myself that I needed to actively go through the process. The realization that you just have to do things – as simple as it sounds – was transformative for me. It is through action that we step out of our comfort zones, and it is in those moments that true learning begins.

I compare it to learning how to ride a bike. As a consultant, I could clearly explain how to ride: how the pedals work, how to use the bike, and how to gain momentum to get from A to B. But what I couldn’t teach – and what no one can teach – is the process of finding balance.

The balance in cycling is like the emotional side of entrepreneurship. Neither can be learned theoretically – you have to feel it. And you can only feel it by doing it. It was only through this experience that I learned how to navigate the uncertainty, doubt, and pressure that are inseparable from starting a business.

This experience showed me that university startup consulting has immense potential when strategic support is combined with emotional guidance. Entrepreneurship is not just a rational process – it’s an emotional journey filled with uncertainty, doubt, and pressure.

During my entrepreneurial journey, it wasn’t just strategies that helped me. The people who stood by me and provided emotional support were invaluable. This network was an incredibly valuable resource, and I remain deeply grateful for it. Their support showed me how crucial human connection and trust are in challenging moments.

University consultants often don’t have the opportunity to start their own businesses – and that’s not necessarily a disadvantage. But they can take on a role that goes beyond pure strategic consulting. In uncertain phases, founders don’t need perfect answers; they need someone who empathizes with their struggles, shares their concerns, and gives them confidence.

My advice for university consultants is this: Focus on rapid responsiveness. It’s not necessary to have personal entrepreneurial experience to be an effective consultant. But fast and reliable support builds the trust that makes all the difference. This trust gives founders the confidence to move forward, even in difficult moments.

Reflecting on my own time as a consultant, I realize that I often acted intuitively. As a young professional, I didn’t reflect as much as I do today, but I was always there for my clients when they needed me. Despite my 9-to-5 job, they could always reach me. Sometimes, an EXIST - Existenzgründungen aus der Wissenschaft #Gründerstipendium or EXIST-#Forschungstransfer funding application was written late at night without recording the hours (not that it was even possible ??). But it was exactly these moments of spontaneity and reliability that built the trust that sustained our collaboration.

Founders don’t need perfect answers, but they need someone who is present – especially during uncertain phases. This quick and reliable support bridges the gap between strategic expertise and emotional guidance. It is the key to successful and trustworthy startup consulting.

University startup consulting has immense potential when strategic support is combined with emotional guidance. The question of how startup consulting can be developed further and made more emotionally supportive is central to providing founders with both professional and human support. How can the gap between strategy and emotion be bridged? What approaches can help consultants be present and build trust during uncertain phases?

I’m happy to share my experiences as a consultant and entrepreneur in workshops, lectures, or one-on-one coaching sessions. Together, we can explore ways to make consulting even more impactful and sustainable – for consultants and founders alike.

Let’s start a conversation and build the trust that makes the difference!