One Year of auxalia WESTCAM Group – How Are We Today?

About a one year ago, auxalia GmbH, WESTCAM Group and ICN merged to form the auxalia WESTCAM Group.

The merger marked an important step for all three companies: combining expertise, growing together and supporting customers along the entire digital value chain.

One year later, it is worth taking a look back.
What has changed since then? What opportunities have emerged – and what challenges does such a merger bring in day-to-day business?

In addition to new structures and an extended service portfolio, one thing is particularly evident: a merger always means bringing people together, creating new connections and rethinking collaboration.

The auxalia WESTCAM Group

The auxalia WESTCAM Group brings together three established companies in the field of digital planning, design and manufacturing solutions.

While the companies previously operated with their own individual focuses and markets, the group now pursues a shared vision: to offer digital solutions along the entire process chain – from planning and design through to manufacturing and quality assurance.

Opportunities, Development and Challenges in the First Year

The group’s greatest strength lies in its combined expertise. Each company brings its own experience, specialisations and industry knowledge, creating a significantly broader range of capabilities.

Projects can now be approached more holistically – for customers, this primarily means gaining access to broader perspectives and expertise within a single network.

With locations in multiple countries, the group is now more broadly positioned than before. This international setup creates new opportunities for collaboration, knowledge exchange and a stronger presence across different markets..

At the same time, a merger of this scale brings organisational change, as different systems, processes and ways of working come together. Project structures, internal tools and CRM systems have evolved within each company and are tailored to their specific needs.

For this reason a key goal in the first year was to make these structures transparent and to jointly identify what works best, where synergies exist and how processes can be made more efficient in the long term.

In some areas, such as marketing and other central functions, there are still parallel roles across the different companies. The focus here is on reorganising collaboration and aligning competencies in a meaningful way.

Such a process takes time and requires thoughtful change management. Changes should be rolled out in a transparent and structured way, involving employees step by step rather than disrupting existing structures too abruptly – even if this slows progress and involves transitional phases.

At the same time, cross-group exchange formats are increasingly emerging. In regular discussions and working groups, topics are identified that affect several companies within the group – for example sustainability and ESG or shared strategic questions.

In addition to processes, corporate culture also plays a central role. With locations in different countries, different languages, dialects and ways of working come together. Not all locations speak German, so digital translation tools support everyday work. At the same time, presentations and documents are increasingly created bilingually in German and English to make them usable across the entire group.

Voices from the group – How do employees experience the merger in their day-to-day work

To better answer this question, we asked colleagues from the three companies of the group for their personal perspective.

Judith works at WESTCAM in internal sales, focusing on CAD and data management for the DACH region and South Tyrol. The interview was conducted in German and translated into English for this article

How has your daily work routine changed and where do you notice the merger of the aWG?

Through the merger, my day-to-day work has evolved. Certain tasks, particularly in marketing, are now more clearly defined, allowing me to focus more on my core responsibilities in sales.

There have also been significant improvements in our systems: through close collaboration within the group and the sharing of best practices, new tools and aligned processes have been introduced that support our daily work more efficiently.

Closer collaboration across the different companies has also proven particularly valuable. The various areas of expertise complement each other well, enabling us to support our customers more holistically. This not only creates added value internally, but is also increasingly recognised and appreciated by our customers.

What was a highlight of your past year?
A personal highlight for me was the noticeable improvement in efficiency and structure in my day-to-day work.

The transition in the Autodesk area was also a longer process, but has become significantly easier to manage as a result of the merger.

Where do you see opportunities and possibilities for the future?
I see great potential in further strengthening collaboration – both within the group and with our customers. By combining our expertise, we can offer services more effectively from a single source while continuing to deepen our consulting capabilities.

In addition, the group creates new opportunities to support customers more holistically and to expand into additional areas. At the same time, we also benefit internally from continuous exchange: different perspectives, experiences and ideas enable us to keep developing and to bring innovative approaches into practice more quickly.

Last but not least, the group also offers attractive opportunities for employees – whether through more flexible working models, broader development opportunities or access to a wider knowledge network. All of this helps us remain competitive in the long term and position ourselves clearly in the market.

Michael works in New Business at auxalia, is responsible together with his team for acquiring new customers and additionally takes on a team leadership role. The interview was conducted in German and translated into English for this article

How has your daily work routine changed and where do you notice the merger of the aWG?
In day-to-day work, not much has changed directly, but the merger is particularly visible in joint projects with WESTCAM and ICN. For example, we were able to achieve initial successes with a shared key client last year and plan to further expand the collaboration this year.

Through this collaboration, my customer base has grown, creating new opportunities through joint meetings and coordinated sales activities. At the same time, I have expanded my knowledge – both in the Autodesk environment and in technical areas.

Organisationally, there have also been significant developments: the DACH region has grown closer together, areas of responsibility have expanded, and teams are now more clearly structured by expertise. After some initial challenges, roles and responsibilities are now clearly defined, which has made collaboration much easier.

What was a highlight of your past year?
A definite highlight was the One Team Event. The personal exchange and getting to know each other across locations made a real difference – not only professionally, but also on a personal level. It was a unique experience to meet colleagues in person whom I had previously only known online.

The opportunity to visit another location – for example the WESTCAM office in Mils – was also particularly exciting for me. I studied in Innsbruck, so it was great to return there for professional meetings.

Where do you see opportunities and possibilities for the future?
I see great potential in cross-selling. Customers from one area can increasingly be introduced to other services within the group.

In addition, the group offers the opportunity to build broader expertise and make even better use of synergies.

Mark is a Developer at ICN, focusing on the development of the Revit add-in application “3B Tools”, structuring applications, and creating custom solutions for platforms such as Revit and AutoCAD.

How has your daily work routine changed and where do you notice the merger of the aWG?
As a result of the merger with aWG, my daily work routine has changed noticeably. I am now increasingly working on projects together with the entire aWG development team.

In this context, I contribute not only my technical expertise but also my knowledge of software solutions and the specific standards used in the Netherlands. The collaboration within the Revit ProjectBox for the Netherlands, as well as the ongoing exchange with the aWG development team across different projects, has significantly strengthened knowledge sharing and enriched our work.

What was a highlight of your past year?

One of the highlights of the past year for me was the Development Team Meeting in Darmstadt last fall, where all team members came together to exchange ideas on projects and share knowledge.

A close second was the One Team Event, which gave me the opportunity to meet many of my aWG colleagues in person and build stronger personal connections.

Where do you see opportunities and possibilities for the future?
Looking ahead, I see many exciting opportunities for the future, both for myself and for our customers.

In particular, I am interested in creating AI-based online solutions for Autodesk web applications and expanding the use of Revit ProjectBox for clients in the Netherlands. At the same time, I am eager to further develop my knowledge in the field of artificial intelligence and gain a deeper understanding of how AI tools work and can be effectively applied.

Looking Ahead

The first year of the auxalia WESTCAM Group has demonstrated the significant potential of bringing the three companies together.

At the same time, it is clear that building shared structures and a common culture is a process that takes time. Many developments are still in their early stages – and that is precisely where the opportunity lies to continue growing together. The focus is not only on organisational growth, but also on the personal and professional development of employees. Exchange within the group creates valuable opportunities to learn from one another, expand knowledge and further develop individual expertise.

A particular focus is the idea of cross-location rotation. This could enable employees to work temporarily at other locations within the group, get to know colleagues on site and gain insights into different ways of working, projects and markets. At the same time, this strengthens mutual understanding, encourages personal exchange and can provide new impulses for collaboration across the entire group.

Ultimately, a successful group is not built on organisation and technology alone – but above all on the people who shape it.