Young, focused, and unstoppable
Their engine? DNA as a filter: they only select companies that match their values. Fun, team spirit, tangible impact, and local relevance are the criteria steering every decision.
From coincidence to strategy
Is it coincidence that these three companies ended up in their hands? Not at all.
Toon Missotten: “In the process, we looked at the same criteria: region, traditional businesses (instead of tech companies), our own DNA. And fun is an important one. If it doesn’t give us energy, we don’t do it.”
Paintball Leuven was their learning ground, ’t Galetje the first real acquisition, followed by Brabanthal and Belgotap through networking and proactive outreach. The pattern shows how they deliberately translate their background and values into choices.
At the family kitchen table, this mentality was instilled. One of the fathers is an entrepreneur himself, and the stories shared there—about taking risks, seizing opportunities, and building something together—still form the foundation today.
A friendship team as foundation
The trio is no random team. Their roots lie in childhood friendship, shared studies, and a common entrepreneurial outlook.
Toon Missotten: “We know each other inside out. We’re not afraid to challenge or correct each other. That makes us stronger and faster in decisions.”
That trust is their buffer. It gives them the courage to run multiple companies simultaneously.
Growth challenges and further growth
Belgotap – declining beer market
The beer market is shrinking, and Belgotap is indirectly affected.
Toon Missotten: “Being a small team open to growth allows you to pivot flexibly and seize new opportunities with the resources you already have. That’s a huge advantage compared to cumbersome multinationals that first need consensus among decision-makers.”
Further growth: Beyond consolidating our market position, we’re exploring opportunities in the broader beverage and logistics market, where untapped potential exists to leverage our expertise and services.
’t Galetje – capacity limits
The ice cream shop is running at full speed but is slowly hitting physical limits.
Toon Missotten: “We’re almost at the maximum of what we can do with this team and this location.”
Further growth: requires removing the current physical and staffing constraints. There are certainly opportunities—renovating the shop could increase capacity in the long run.
Brabanthal – renewal
The event location has a strong reputation and is reinventing itself.
Toon Missotten: “We want to attract more public events again. At the same time, we want to refresh the image with more digitalization and flexibility.”
Further growth: lies in attracting more public events and strengthening the image through digitalization and flexibility to win ‘new’ customers. Again, customer experience is central.
People as the key
Their employee selection is sharp and decisive.
Toon Missotten: “Those who work with us show they can come up with their own solutions. If someone brings three proposals for a problem, we know it’s good.”
Autonomy and resilience are the decisive criteria.
Growth & ambition
Their growth and ambition are not about quick profits but about consolidation and impact.
Toon Missotten: “We want to show that you can transform classic companies. We’re not after short spikes but sustainable growth.”
Academically underpinned entrepreneurship
Their cockpit story directly connects to insights from literature:
- Acquisition entrepreneurship leverages succession issues in SMEs as a growth engine (Drexler & Clarke, 2025).
- Jobs-to-be-Done helps formulate propositions that address real customer needs (Christensen, 1997).
- Team fit and resilience are crucial for scalability and innovation (Blank, 2013).
- Network expansion requires conscious choices rather than hockey-stick thinking (Blank, 2013).
Conclusion
Their path is not the usual start-up hype. It is the choreography of acquisition, renewal, and DNA. A cockpit with three engines, manned by entrepreneurs who turn tradition into scalable growth.
The next step? Developing new first customers and moving beyond the familiar network. Not by chance, but by deliberately building an ecosystem of partners, clients, and connections that reinforce one another. That is where their real growth potential lies: beyond their own circle, toward a broader market that recognizes and embraces their energy and approach. But always with fun at the core 😊
References
- Blank, S. (2013). The Four Steps to the Epiphany: Successful Strategies for Products That Win. K&S Ranch.
- Christensen, C.M. (1997). The Innovator’s Dilemma. Harvard Business School Press.
- Drexler, J., & Clarke, T. (2025). Entrepreneurship Through Acquisition in the Digital Age: Exploring Strategies for Sustainable Growth. SSRN Working Paper.