We built Veloworx because we needed it ourselves

Veloworx did not start as a product idea. It started in the daily routine of a bike workshop with 17 employees.

The moment it became obvious

One of our best mechanics told us he wakes up at night and writes things down. So that nothing slips through the next day.

He was not badly organised. He was carrying too much in his head: which customer is waiting for an answer, which bike is missing an approval, what someone promised on the phone. None of it was written down anywhere. It was in him.

That was the point where we understood: a business must not depend on what individual people happen to remember.

How we got here

In August 2025 we gave up bike sales and have run the business as a pure workshop since. That changed our economics fundamentally. Success now depended on how efficiently we repair and how well we use our capacity.

At first we assumed the biggest lever was in the repair itself. It was not. A substantial share of our unproductive time came from everything around it: arranging appointments, moving them, cancelling them. Follow-up questions. Approvals. Status updates. Internal coordination.

And the same four questions, over and over:

  • Who is responsible for this?
  • What did we promise the customer?
  • Why is this bike still standing here?
  • Who has to act next?

We went looking

We looked at workshop software, inventory systems and scheduling tools from other industries. None of them fit.

Much of it needed local installations. Much of it was built for large screens and unusable on a phone. Much of it modelled workflows from a time before smartphones. And some of it created more work than it took away.

For us it was clear: software has to work everywhere, be understandable without training, take load off the team, and follow a workflow that actually happens on the floor.

So we built it ourselves

We first had software developed for our own workshop. The second generation of it still runs in our shop today.

It made our workflows more transparent and cut down the back-and-forth. After one larger update, our billed labour units per hour rose by roughly 50 percent in our own internal comparison.

At the same time we saw how much more there is in a solution built properly from scratch. That is where Veloworx came from.

Who is behind it

Pitt Wagner

Managing director and workshop manager

Pitt runs a bike workshop with 17 employees and knows the daily routine first-hand. At Veloworx he owns product vision, workshop processes, market understanding, and above all the question of whether a feature holds up in real operation.

LinkedIn

Christoph Pelz

Software development

Christoph is a software developer with more than 15 years of product experience - from enterprise work (Metro, 25+ countries) to founding a startup that was acquired by C. Bechstein. He has built systems from first idea to scale. Today he works full time on Veloworx and owns architecture, development and scalability - a keen road cyclist building for road cyclists.

LinkedIn

What we are after

Our goal is not for workshops to spend more time with software. Our goal is for them to lose less time to searching, chasing and chaos.

Software that helps on day one, grows with the business, and still stays out of the way once two people have turned into ten.

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