20 Years of EUROSOFT: “I never thought about giving up.”
30. 1. 2026
This year, EUROSOFT celebrates 20 years of its existence—twenty years of growth, change, challenges, people, and stories that have shaped not only the company but also its culture. We talked with its founder and managing director, Martin Pašek, about how EUROSOFT was founded, what was the hardest at the beginning, what he is most proud of today, and where he wants to take the company next.
Martin, this year you are celebrating 20 years of EUROSOFT. How did the whole company story actually begin?
In fact, the story has even deeper roots—my entrepreneurial journey spans about thirty years. I started as a programmer and PLC technician at Intersoft Automation. Ten years later, the then director and co-owner, Braňo Mozer, asked me for help.
At that time, Intersoft was not in good shape, so the idea emerged to establish an independent company to which part of the people and projects would gradually be transferred. EUROSOFT was essentially born out of friendship and a desire to help someone I deeply respected.
What vision did you have when you started?
My vision was perhaps a bit unconventional. I saw Braňo spending 12–16 hours a day at work, and I really cared that a company shouldn’t take people’s lives away from them. I wanted to prove that business can work differently—that you can build a company that doesn’t “boil you alive,” but instead gives you space to live.
What was the hardest part at the beginning?
Definitely money. Braňo had no capital at the time, and we had to put everything together so the company would have a solid foundation. I already had my own business and was combining IT with construction—that’s something I’ve had in my blood since childhood thanks to my father, who was a bricklayer.
Were there moments when you doubted it would work out?
No, honestly—never. I was convinced it would work. Intersoft had a successful history, Braňo was a great director, and I had no reason to doubt the cooperation. I went into it with full confidence.
Do you remember EUROSOFT’s first project?
Yes, it was the company ISIMAT, and it had project number 003—deliberately not 001, so it wouldn’t look “beginner-level.” It was my very first customer, for whom I had already programmed before, and I still have a strong personal relationship with them.
What were the key moments in the company’s history?
Definitely the founding of the company itself. Then the period around 2011–2012, when we had to admit that we didn’t understand people as well as we thought. We went through major management training and changed our entire approach to running the company.
The year 2012 was a turning point—we started building the company on leadership principles instead of directive management. We set up processes, decentralization, and corporate culture. Those were wonderful years full of enthusiasm.
What are you most proud of after 20 years?
That I never even thought about giving up. Even in crises, I never considered selling or ending the company. I always believed we would make it—and it always proved true.
How has EUROSOFT changed over the years?
At the beginning, we were amateurs. We thought a company could be run with common sense, without lawyers and systematic people development. Today, we operate professionally—we use psychological tools, regular feedback, and monitor the state of our people and the company. We’ve moved from intuition to conscious and professional management.
On your website, you talk about humanity and decency. How important are people to you?
Crucial. People are everything to me. I try to make sure they are happy not only at work but also at home. And they feel it—and give it back to the company.
What makes EUROSOFT different from the competition?
People’s motivation. We don’t “kick anyone in the backside.” Most of the team is internally motivated thanks to the atmosphere and trust. And that’s something many companies don’t understand—that it can work even without pressure.
Would you do anything differently today?
Yes. I would trust lawyers more. People are unpredictable, and it’s important to have things legally covered, even if you think relationships are strong.
What helped the company last this long?
Great people. I’ve always had a good sense for selecting people—not perfect, but very good. Today we also use professional tools, but the foundation is still the same: the right people.
What are the company’s current priorities?
To ensure the company can function without me. To be stable, independent, and prepared for the future—including generational succession.
Where would you like to take EUROSOFT in the coming years?
Growth, yes—but not at the expense of culture. I want the company to remain what it is today—just bigger.
What role will innovation and artificial intelligence play?
It’s a huge challenge. We have an opportunity, but also respect for it. It’s important to keep up with the times and not be afraid of innovation.
What still excites you after all these years?
People.
What advice would you give your younger self 20 years ago?
“Don’t be so naive, Martin.”
And finally—what would you like to say to colleagues, customers, and partners?
I like you. I’m glad we’re together and pulling in the same direction. Let’s remain human even in difficult times and be proud of ourselves.
