Gelato for Future: Klaus Purkarthofer supports the Awareness campaign for Social & Green Entrepreneurship

Klaus Purkarthofer (Purkarthofer Eis), the renowned visionary in the field of business development, has taken on the role of advocate for the awareness campaign ‘We are saving the world – are you in?’ focused on social entrepreneurship. In the interview, we learn more about his impressive journey in a traditional industry and how he transformed from a classic restaurateur to a visionary social entrepreneur.

What significance does your family history have for the development of your company as it is today?

Klaus Purkarthofer: I come from a family with over 300 years of history in Fernitz. Our family has always succeeded in adapting to the changing needs of the times and society. This background has been incredibly valuable to me, as it allowed me to engage with food and its value chain from an early age.

Initially, you took over your family’s confectionery in Fernitz: What led to the decision not to continue the business in its original form?

Klaus Purkarthofer: In 2010, at the age of 28, I took over my parents’ confectionery, a traditional family owned business with no modern mindset at all. The ‘2052’ report from the Club of Rome and my own experiences led to a personal and inner transformation and the desire to take on more impact and responsibility. In 2019, after my father had an accident, and furthermore, we received the news ‘We are expecting a child,’ I made the decision to close the confectionery. A decision that was confirmed just three months later by the pandemic.

How did you feel when you made the decision to close the confectionery, and how did you prepare for that step?

Klaus Purkarthofer: It was a long process of transformation over nine years until the ‘Kairos’, as I refer to it, the right time, finally came. Perhaps it was also the news of us expecting a child that made me realize: ‘I want to be there for this child.’ We faced reactions like ‘This is no way to honor tradition!’ and ‘You can’t do this!’ – which made me realize how deeply people were connected to the business and it made clear that ‘Tradition creates identity’, furthermore, it’s about security. For me, tradition isn’t about worshiping the ashes, but about passing on the fire.

How did you manage to establish a year-round model in an industry that typically operates seasonally and provide your employees with security and predictability?

Klaus Purkarthofer: I focused on understanding the challenges and finding solutions, especially when it came to managing employees and the skills shortage that was already evident before the pandemic. The key question was: ‘What do we do with these people during the winter?’ That’s when I started thinking about purpose-driven entrepreneurship, a year-round model, as well as a social enterprise to offer people stability and predictability.

How do you implement impact-driven management in your company, and what specific benefits, including those being business related, do you see in considering sustainability as an integral part of the core business?

Klaus Purkarthofer: We have realigned ourselves to target a new audience. The ultimate goal is to ’cause no harm at all’ and, ideally, to positively impact the living systems of the world. We are transforming from conventional ice cream to regenerative ice cream, which we call ‘Gelato-for-Future,’ it is made with regenerative products and healing agricultural practices. I am also preparing myself for the day when my children ask me, ‘Dad, what did you do to make a difference? ’ I want to be be able to give them an answer.

Is it true that the employees play a significant role in determining their salary, and what led you to choose this approach? Did you seek external support in this process?

Klaus Purkarthofer: It’s not about fulfilling the employees’ ideal salary, but about paying them fairly. For many years, I’ve asked myself, ‘What exactly is a fair wage?’ However, this belief also comes with the understanding that I cannot define it on my own. I think it’s a valuable process when you show vulnerability and say, ‘I need your help,’ an invitation that hardly anyone can resist.

Could you elaborate once more on the benefits of this approach, where the challenges lie, and how it is put into practice? Do you work on the business strategy during the winter and sell ice cream in the summer – what does the day-to-day look like with this approach?

Klaus Purkarthofer: During the winter months, we focus a lot on organizational development and raising awareness to understand fundamental ecological issues and bring everyone to a common understanding. I often jokingly say that within the organization, we ‘irritate’ the employees so that the world doesn’t irritate them. They learn to apply reflection in a strong way, something we’ve largely forgotten as a society.”

What are the first steps and requirements that both the management and the employees need to meet in order to start making changes within the company?

Klaus Purkarthofer: There are fundamental questions that need to be asked, such as, ‘Is there a problem that needs to be solved?’ I started buying chocolate, bananas, and coffee only organic and Fairtrade because that’s the only way to align with ecological awareness. Nature is disturbed, but it doesn’t send us bills. I see us as an experimental platform, where ice cream serves as a tool to achieve a purpose, rather than the purpose itself, and where profit isn’t the main focus at any cost.

Since you are in an experimental phase and continuously working on your approach, how do you see this model for other companies, and who would you recommend to follow this path as well?

Klaus Purkarthofer: I would recommend a similar approach to companies facing challenges such as employee turnover, skill shortages, or those undergoing a transition. This is particularly valuable for SMEs dealing with generational differences or varying expectations. I see it as especially relevant for young entrepreneurs who interpret the current trends differently than older generations. We are now delivering lectures on our process and could potentially share this knowledge, even monetizing it, for example, through an educational platform focused on New Work or transformation.

Social entrepreneurs in a pioneering role, like yourself, are often confronted with the pressure of perfectionism and the ‘halo effect,’ which can discourage others. What would you say to those who think they could never achieve this?

Klaus Purkarthofer: The most important thing is to take the first step and simply begin. It becomes easier to look back and acknowledge that we were once part of the problem, but by taking action, we’ve made progress, and that feels increasingly rewarding. I believe this is crucial if we want to protect ourselves from the visions of the future that are currently popping up.

Anyone who wants to learn more about Klaus Purkarthofer’s impressive journey from a traditional restaurateur to a visionary social entrepreneur can do so in our >>podcast!