Techlead Story: Christian Ternek, CEO & Christoph Kokely, Senior Developer von mscrm-addons.com — Inside PTM EDV-Systeme GmbH’s product focus, team culture, and hiring

What we learned from the session

In the session “Christian Ternek, CEO & Christoph Kokely, Senior Developer von mscrm-addons.com” (Company: PTM EDV-Systeme GmbH), the two leaders outline how a pure project shop evolved into a global product organization—and what that means for engineering culture, technology choices, hiring, and day-to-day collaboration.

The journey started in April 1998 with a focus on project development—building software for companies in Austria and supporting larger enterprises in their initiatives. A decisive turn came in 2005: Microsoft introduced a new offering with a strong SDK, open to extensions via .NET and C#. PTM seized the moment and moved decisively into product development. The reception was strong: over time, seven products emerged, now used in more than 50 countries by both large and small customers. The team grew accordingly—around 50 employees across Graz and Atlanta, with roughly half of them working in engineering.

Throughout, Christian Ternek emphasizes a family-like environment with flat hierarchies. In fact, as Christoph Kokely puts it, hierarchies in engineering are essentially non-existent. Expertise matters, but power structures don’t: “Senior, Junior Developer, we don’t work under each other but with each other.”

For tech talent, this talk is a precise, practice-grounded snapshot of what it’s like to work at PTM under the mscrm-addons.com brand: Microsoft-first technology, a straightforward recruiting and onboarding process, tangible autonomy in engineering, and collaboration built on dialogue rather than deadline pressure.

From projects to products: the strategic pivot

PTM started with custom projects and enterprise support. Over time, the team wanted to diversify and develop a second pillar through products. In 2005, Microsoft’s new platform direction—with a capable SDK—opened the door to build extensions in .NET and C#. PTM leaned in and launched product development.

The market validated that shift. Today, there are seven products in total, used across 50+ countries by a broad range of customers. Organizationally, the team scaled to about 50 people in Graz and Atlanta, with around half dedicated to engineering.

This transition also set the stage for the company’s culture: product cadence, iterative improvement, and the imperative to build and share knowledge across the team. The way PTM leads, collaborates, and delegates responsibility flows directly from this product DNA.

Engineering culture: “with each other, not under each other”

Christoph Kokely underscores that the team operates with truly flat hierarchies. Technical competence carries weight, but control structures don’t. The practical consequences are clear:

• Seniors and juniors collaborate on equal footing
• Knowledge sharing over gatekeeping, continuously and openly
• Joint problem-solving and joint product evolution

The cultural tone is intentional: everyone’s “in the same boat”—leadership, product management, senior and junior developers. That doesn’t mean there’s never disagreement; rather, the team has learned “you don’t have to be of the same opinion to get along well.” What matters is alignment on direction—everyone rowing the same way.

Leadership principles: autonomy, trust, and a true dialogue process

What sets PTM apart isn’t only the stack (more on that in a moment), but how the team works with it. Christian creates conditions for “very free working.” The expectation is autonomy: think independently, implement your own ideas—without pressure.

Product development naturally has a different rhythm than project work, and customer customizations can bring time constraints. But the default posture is clear: “It’s a dialogue process, not a ‘tomorrow you’re done’ process.”

• “We basically don’t have deadlines.”
• Where deadlines exist, senior developers typically take responsibility for realistic estimation.
• The aim is balance: no unrealistic promises, but also no endless timelines.
• Ongoing check-ins between seniors and juniors provide transparency on status and next steps.

These principles are reinforced in the everyday flow. Conversations happen not only in scheduled meetings but also informally—over coffee, quick hallway chats, and yes, well-stocked snacks that double as social touchpoints. Culture lives in those everyday junctions.

Technology stack: Microsoft through and through

The tech baseline is unambiguous: PTM operates squarely in the Microsoft ecosystem. The stack and product foundation reflect that focus:

• .NET and C# as core development environment
• Azure as the company continues its shift to the cloud
• Web frontends built with React, TypeScript, and JavaScript
• Data stored on SQL
• Foundation: Dynamics 365—understanding this platform is essential

As Christoph puts it bluntly: “We are Microsoft through and through.” For engineers, that means deep, practical work opportunities in this ecosystem—from cloud backends to modern web UIs—firmly anchored in Dynamics 365 business processes.

Hiring: simple by design, focused on fit

The recruiting process is intentionally straightforward. The flow:

1. Applications arrive via common platforms and get screened.
2. First step: an online appointment to check for general fit—both socially and technically.
3. If that looks good: an onsite visit to meet in person. The key focus is team fit—“one of the very important things,” as Christian emphasizes.

Notably, there are no standardized technical tests. The stance is: “We see the real technical know-how in the first weeks once we actually start working together.” It’s a trust-forward approach that prioritizes real work in context over puzzle-like, decontextualized assessments.

For candidates, this means: if you communicate openly, are curious, and fit the cultural baseline, you’ll have a fair shot. Technical depth emerges in practice; social fit is the first gate.

Onboarding: understand first, then code

The first one to two days are for meeting people and getting to know the “hotspots”—the basics that help you feel at home. Next comes a phase centered on understanding the company and, critically, the products. Dynamics 365 takes center stage here.

Only after this ramp-up do new hires start programming. From our DevJobs.at perspective, that’s a strong signal: PTM invests in context before code. It reduces friction, improves quality, and ensures new colleagues can contribute productively—with a clear mental model of the target system.

Everyday collaboration: steady, collegial, and unforced

The “dialogue process” shows up in many small loops:

• Regular senior–junior check-ins on status, blockers, and next steps
• Informal touchpoints over coffee and snacks that foster spontaneous advice and social glue
• Joint problem-solving—no blame games, but deliberate knowledge building

This is how the flat hierarchy becomes tangible. Decisions follow technical competence and team context—not titles. Disagreements are treated as normal in professional work, not as breakdowns. That creates an environment where engineers can stretch technically without losing sight of product outcomes.

What PTM (mscrm-addons.com) looks for in candidates

From the talk, the expectations are straightforward:

• Willingness to work in a Microsoft-centered stack (C#, .NET, Azure, SQL; frontend with React/TypeScript/JavaScript)
• Interest in Dynamics 365—and readiness to treat the platform as foundational context
• Team orientation in an environment without formal hierarchy: “with each other, not under each other”
• Autonomous working style, realistic estimations, and a preference for dialogue over deadline-driven pressure
• Enthusiasm for knowledge sharing—both learning and teaching

If that resonates, you’ll likely find the ramp-up natural. Processes, culture, and onboarding are designed to help talent do their best work.

Reasons to join

For engineers seeking substance over slogans, this session surfaces concrete reasons:

• Microsoft-first breadth: from cloud backends (Azure, .NET/C#) to modern web frontends (React, TypeScript, JavaScript) and SQL as the data backbone
• International product footprint: seven solutions used in more than 50 countries
• Team size with short paths: about 50 employees, roughly half in engineering—enough diversity for exchange, tight enough for quick decisions
• Two locations (Graz, Atlanta): global perspective with a local team feel
• Flat hierarchies: decisions follow expertise, not org charts
• Structured learning curve: clear onboarding, Dynamics 365 focus, hands-on guidance from seniors
• Realistic planning: “not a ‘tomorrow you’re done’ process,” but dialogue and real estimation
• A team culture that lasts: same boat, room for disagreements, mutual respect

Questions to ask yourself before applying

To gauge fit, consider these prompts:

• Do I feel at home in the Microsoft ecosystem—or want to grow there deliberately?
• Am I motivated by product development with visible impact across many countries?
• Do I enjoy teams without rigid hierarchies—and bring the needed ownership to thrive there?
• Do I prefer a work mode built on dialogue and realistic estimation over tight deadline pressure?
• Am I ready to dive deep into Dynamics 365 to truly understand the product context?

If your answers skew “yes,” you’re likely to find an environment where you can grow and have real impact.

What makes the setup distinctive: product thinking that includes people

Many companies list modern stacks and buzzwords. What stands out here is the consistency of aligning technology, product thinking, and team culture:

• Technology is a means; the end is robust, fit-for-purpose products.
• Culture isn’t ornamentation; it determines tempo, quality, and sustainability.
• Onboarding isn’t a formality; it anchors understanding and effectiveness.

In Christoph’s spirit: technical competence offers direction, but collaboration creates value. You can see that in how PTM hires, onboards, and collaborates every day.

How leadership shows up: giving space, offering orientation

Christian’s role is clear in one regard: he enables “very free working.” Autonomy is not a buzzword but lived practice. Orientation comes through seniority, realistic planning, and ongoing dialogue. That creates a resilient frame in which teams can make decisions without losing sight of goals.

For engineers, it means your judgment matters—and your questions do, too. You’ll have space to pursue ideas without being squeezed by unrealistic mandates, supported by a team that’s both technically strong and willing to share knowledge.

Conclusion: A strong fit for engineers with Microsoft DNA

The Techlead Story “Christian Ternek, CEO & Christoph Kokely, Senior Developer von mscrm-addons.com” presents PTM EDV-Systeme GmbH as an organization that has found its lane: from project work to internationally used products. Technologically, it’s “Microsoft through and through.” Culturally, responsibility truly lives in the teams.

If you’re excited by .NET/C#, Azure, React/TypeScript/JavaScript, and SQL—and ready to treat Dynamics 365 as a core foundation—you’ll find compelling reasons to engage. The hiring and onboarding philosophy matches that stance: get to know the people first, then the technologies in context, then ship together—through a dialogue process that enables outcomes without making pressure the main lever.

In short: for tech talent who take product work seriously and value team-centered collaboration, mscrm-addons.com (PTM EDV-Systeme GmbH) offers substance, clarity, and genuine room to shape outcomes.

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