PBSGEO has made it its mission to digitize cemeteries and public green spaces, helping administrations turn them into navigable, living cultural spaces while equipping local governments, churches, and private operators with modern tools.

The company’s software modernizes how cities and organizations handle these areas -transforming what used to be layers of paper records into smart, searchable systems.

At home, success came fast, as many German municipalities and private clients implemented PBSGEO’s technology and services. But when the company decided to expand abroad, the team quickly learned that internationalization isn’t just about scaling a product - it’s about adjusting your approach and earning trust.

Even with a proven solution, entering new markets meant starting over: building awareness, explaining value, and convincing partners and administrations to take a chance on an unfamiliar name.

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Being a No One Somewhere

The question wasn’t whether the technology worked. It was how to build credibility and connection in markets where PBSGEO had no history.

“The biggest challenge before internationalization was being a no one somewhere,” says CEO Stefan Schumacher.

In practice, that meant investing in market visits, presentations, and countless proposals long before any financial results appeared. Every meeting became a chance to build visibility and relationships - to move, step by step, from anonymous outsider to trusted partner.

Through its participation in the LatAm Market Discovery program, PBSGEO gained more than just knowledge on how to internationalize - it gained a network.

Access to experienced mentors, legal advisors, and local partners gave the team insights into regional business culture and introductions to key decision-makers. The effect was immediate: the company began to transform from a no one somewhere to a someone with the right connections everywhere.

Equally valuable was the peer learning environment. Working alongside other ambitious startups facing similar global challenges created a space to exchange ideas, share what worked (and what didn’t), and learn from each other’s experience. That collective energy helped PBSGEO refine its approach faster and stay motivated through the slow grind of international expansion.

Takeaway for founders: Entering a new market is rarely about instant sales - it’s about being seen, building a network, and proving you belong in the conversation.

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Trust Looks Different in Every Market

One of PBSGEO’s biggest lessons abroad was that trust doesn’t travel easily.

In Germany, credibility is built through structure and precision - clear contracts, certifications, and formal agreements. In Latin America, relationships matter more: people do business with people, not just companies.

That shift required PBSGEO to rethink its approach. Instead of leading with documents, they led with dialogue. They attended local trade fairs, partnered with regional businesses, and showed up - again and again - to demonstrate long-term commitment.

The backing of German Accelerator’s network provided another layer of confidence. Being associated with a respected accelerator helped signal reliability to new partners and public administrations.

“With German Accelerator, we gained social proof and credibility,” says the CEO. And that makes all the difference when entering new markets.

Takeaway for founders: Every market has its own way of building trust. Understand the culture, show up consistently, and partner with organizations that can vouch for you until your work speaks for itself.

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Scaling Is a Marathon, Not a Sprint

Expanding globally can feel like a race - new leads, new markets, new metrics. But PBSGEO learned that sustainable growth happens at marathon pace.

“International business is a marathon, not a sprint,” says Stefan. “We learned to stay patient, build connections, and lay the foundation for future success.”

Instead of chasing quick wins, the company measured progress through relationships, visibility, and learning. Presentations at trade fairs, invitations to speak at conferences, and early partnerships across Latin America became milestones on a longer journey.

Now, PBSGEO is preparing to participate in innovation programs in Brazil and Argentina, aligning its technology with smart city initiatives and government-led digital projects - a direct result of the credibility and connections patiently built over time.

Takeaway for founders: Don’t measure success only in contracts. Measure it in reputation, access, and the quality of relationships. Sustainable expansion takes endurance - not speed.

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Focus on Customer Problems, Not Product Features

PBSGEO’s software is sophisticated, but early on, their pitches leaned too heavily on what the system could do, rather than why it mattered.

Through mentoring sessions, the team learned to flip the narrative. Instead of starting with features, they started with pain points. By reframing the story around the customer’s problems - and showing how PBSGEO solved them - the company’s message suddenly clicked.

“With mentoring, I realized that pitches should not just highlight our strengths but focus on customer problems.”, Stefan says.

Takeaway for founders: The best pitches aren’t about your technology - they’re about your customer. Start with their reality, not your roadmap.

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From Local Success to Global Credibility

PBSGEO’s path from German municipalities to Latin American markets wasn’t fast or flashy - but it was intentional. With a clear vision, a network of experts and mentors, and the patience to grow relationships before revenue, the company is building something more valuable than quick wins: lasting global credibility.