Episode 2: Self-Denial, Growth and Crises: The Second Phase of Sirvaluse – And of Tara

„Innen wie außen“ - A Podcast Series About Change, Responsibility and Self-Discovery

Tara Maria Bosenick is not only one of the founders of ReSight Global and uintent, but also a long-standing driving force in the UX industry in Germany. Her personal story is closely linked to the development of our company – from its beginnings as SirValUse, through her time at GfK, to the founding of uintent. In this special podcast series, Tara opens up her personal and professional archives: she talks about successes and doubts, repression and change, entrepreneurial turning points and her transition from male to female.

These stories are personal – and at the same time stories of change, courage and new beginnings. They show how identity and entrepreneurship are intertwined – and how both can grow.

Self-denial can take many forms. In the second special episode of beyond your business, Tara Bosenick describes a phase in which personal and professional growth diverge radically. While the SirValUse company expands rapidly, her own identity falls by the wayside. The years from 2000 to 2010 are marked by innovation, expansion – and consistent repression.

From Sir Data to SirValUse: Building a business in an industry without a name

After its founding in 2000, Sir Data wins its first customers: Nivea, Audi, T-Online. The term ‘user experience’ is still largely unknown in Germany. It takes not only persuasion, but also improvisation: inadequate technology, unclear business models, growing demand – and then a legal dispute with a Taiwanese company that forces a name change.

The new name, SirValUse, is a compromise – and at the same time an example of how pragmatic corporate identity often emerges. The projects gain momentum, the business grows. The living room start-up becomes an office with soon over 60 employees. And suddenly, usability needs to be explained – but it is no longer a niche topic.

Growth without a plan – and without pause

The period from 2003 to 2006 was characterised by massive growth. Major clients such as Vodafone, T-Mobile, Telekom and automotive companies shaped the business. New employees joined every month. Tara describes this period as structurally unprepared: training took place internally, recruiting was based on interest rather than experience, and every hire was a gamble.

Success brings visibility – but also initial structural overload. The innovative power is high, e.g. through the development of combined UX tracking and survey tools with Otto. But with growth come rising fixed costs – and risk.

Crisis and counterstrategy: The attempt to stay ahead technologically

2006 marks the beginning of a critical phase: A major customer pulls out at short notice, while at the same time high investments are being made in new tracking technology. There are no staff adjustments at first – a decision that Tara now considers to have been a mistake.

The result: personal liability, existential uncertainty, a daily struggle to keep going. The team perseveres for over 18 months. Ultimately, they succeed: an investor comes on board, GfK takes notice, and the software attracts interest from large market research institutes – even beyond traditional UX issues.

In 2008, the situation eases. But it comes late. And it comes on the back of ten years of excessive demands.

Personally in reverse gear

As SirValUse grows, Tara withdraws into herself. Work becomes a protective shield – 70 to 80 hours a week. There is hardly any therapy, and even less room for self-reflection. Tara – still visible as Tim at the time – describes it as a phase of inner stagnation.

Only small, sometimes curious outlets emerge: the purchase of hundreds of women's shoes on eBay, for example, as a covert expression of something that has long been there – but has no name. Self-harm remains part of everyday life, albeit hidden.

At the same time, family life is present: two children are born. Tara's wife works in the company – as human resources manager and managing director. At home, the rule is not to talk about operational details. But of course, everything is palpable.

GfK and a temporary respite

In 2010, after lengthy negotiations, SirValUse is taken over by GfK. It marks the end of a journey characterised by euphoria, overload and technological advances. The notary appointment in Nuremberg brings real relief for the first time in years.

But as is so often the case, there is a personal price to pay for the business deal. For Tara, this phase represents a step backwards. For ten years, she distances herself from herself – while at the same time sensing that things cannot go on like this forever.

Listen to the podcast: The second stage – professional advancement, personal break

This episode of beyond your business highlights a phase in which a company becomes successful – and an identity is put on hold. An impressive look at the tension between growth and self-denial.

🎧 To the episode: Special episode 2 – Growth & Repression

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