sander

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.

In the Cockpit

Marco has a technical background but entered the field through account management and sales training. Today, he guides organizations in the Netherlands and beyond with methods such as Clients for Life, Value Based Partnerships, and Fresh Eyes Reviews. His starting point: customer expectations define value. That’s what you need to gain grip on.

Belgium – Netherlands: Two Airspaces

We quickly noticed the cultural differences. In Belgium, sales management often remains informal, sometimes even amateurish in its approach. In the Netherlands, the maturity is clearly higher: more structure, more professionalism.

Still, both markets face the same issue: how do you ensure sales and account management are not just an individual trick, but an organizational capability (Workman et al., 2003).

Methodologies That Provide a Handhold

Clients for Life: Originally developed in the U.S. for large enterprises with complex stakeholder structures. Workshops in which both teams make expectations explicit and set priorities.

Value Based Partnerships: A derivative for SMEs and less complex customer relationships. Here a one-on-one conversation suffices, but the principle remains: value starts with explicitly stated expectations.

Both models align with academic research emphasizing that customer expectations are dynamic and must be managed proactively to retain loyalty (Homburg et al., 2010).

Fresh Eyes Reviews – Looking Through the Customer’s Lens

Marco elaborated on the Fresh Eyes Reviews: qualitative customer interviews at senior level, often with strategically important clients. They go further than NPS scores or standard satisfaction surveys. Here, the customer decides what matters.

The insights are often confronting: sometimes it turns out decision-makers hardly have contact with their supplier, or that expectations were never explicitly discussed. The result: concrete improvement actions and a sharper picture of what is truly valuable in the collaboration.

Christensen’s “Jobs to be Done” theory resonates strongly here: customers “hire” a supplier to make progress in their own context (Christensen et al., 2016). Only by explicitly understanding those jobs can a supplier sustainably add value.

AI as Co-Pilot

Innovation was also on the table. Marco is currently developing CCO Insights, an AI-driven tool that collects feedback on won and lost proposals through short chat conversations.

The data is translated into dashboards with patterns and recommendations. This ties in with my own experience: AI accelerates the analysis of conversations and reports. It makes commercial learning not only faster but also more objective.

Research shows that AI in account management mainly adds value in analysis and decision-making tasks, as long as human interpretation and relationships remain central (Davenport et al., 2020).

Conclusion – Setting Course with Tenacity

Tenacity lives up to its name: persistently working on customer relationships, not with loose tips & tricks, but through processes that make expectations measurable and discussable. From the cockpit, I see the same focus I apply at Add Business: strengthening human relationships by systematically working on trust, value, and control.

And at the same time, I keep learning. Because alongside my role at Add Business, as co-founder of Companyonwise and the NBB HUB, I see the value of combining methodologies and tools. Marco and I may start from different angles, but we land at the same destination: helping organizations grow sustainably—with grip on what truly matters.

References

Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Competing Against Luck: The Story of Innovation and Customer Choice. Harper Business.

Davenport, T. H., Guha, A., Grewal, D., & Bressgott, T. (2020). How artificial intelligence will change the future of marketing. Journal of the Academy of Marketing Science, 48(1), 24–42.

Homburg, C., Müller, M., & Klarmann, M. (2010). When should the customer really be king? On the optimum level of salesperson customer orientation in sales encounters. Journal of Marketing, 74(2), 55–74.

Workman, J. P., Homburg, C., & Jensen, O. (2003). Intraorganizational determinants of key account management effectiveness. Journal of the Academy of Marketing Science, 31(1), 3–21.

In the cockpit

In this conversation, I sat next to Wouter, an entrepreneur who built a company with nineteen employees and more than a hundred clients in just four and a half years. His mission: to unburden sales departments with campaigns that look surprisingly simple, but are highly effective.

The Leap of Faith

Wouter started in the middle of the COVID period. While many companies saw their sales grind to a halt, he built an alternative. Not call centers or anonymous lead factories, but personal, hyper-targeted emails sent in the name of the account manager.

The idea arose almost by coincidence but turned out to be gold: 40% response rates, up to 70% open rates, and above all – warm contacts that the account manager could personally follow up on.

Research confirms this: personalized outreach significantly outperforms generic campaigns because relevance and timing are crucial factors in breaking through commercial noise (Bhatia & Yetton, 2020).

The Flywheel of Growth

His approach works best with traditional companies, where sales often still run “on gut feeling” and with little structure.

That is where Wouter and his team make the difference: manually built lists, carefully chosen words, and always a human tone. No generic messages, but a first contact that inspires trust.

Trust is the key here. Studies show that the first minutes of a customer relationship disproportionately affect the course of collaboration (Cialdini, 2016). That makes such a first email not a detail, but a flywheel moment.

Two Worlds, One Cockpit

What stays with me from our conversation is how his story aligns with what I do at Add Business. Where my focus is on improving the actual client conversation – the moment where trust is made or broken – Wouter ensures that there are more conversations in the first place. Two sides of the same cockpit: he turns on the radar, I help with the landing.

Lessons from the Sky

• Wouter shared how he learned that “wanting to be liked” can sometimes stand in the way of growth.
• Making choices, daring to ask for prices, while staying true to the belief that you cannot outsource the first contact – that is what sets him apart.

Interestingly, this aligns with research on assertive selling: salespeople who set clear boundaries experience more sustainable customer relationships than those who focus mainly on being liked (Schwepker & Good, 2021).

Conclusion – Charting a Course with Complementary Strength

In the cockpit of commercial growth, it is not the technology or the channel that makes the difference, but the way people connect.
Wouter shows that cold acquisition can become warm again – if you approach it with humanity and intelligence.

References

Bhatia, A., & Yetton, P. (2020). Personalization in B2B sales outreach: Effects on engagement and response rates. Journal of Business Research, 116, 375–386.
Cialdini, R. (2016). Pre-suasion: A revolutionary way to influence and persuade. Simon & Schuster.
Schwepker, C. H., & Good, D. J. (2021). Improving sales performance through ethical assertiveness. Journal of Business & Industrial Marketing, 36(13), 76–88. 

In the cockpit

That’s what I discussed with Ines Feytons, cofounder and CEO of Nascent. After six years as a legal consultant at Deloitte, she chose entrepreneurship. Her mission: helping founders find the right co-pilot so that teams can fly further than the first thermal lift.

The leap from the runway

“It was now or never,” says Ines. In April, together with her cofounders, she launched Nascent, a matchmaking platform that helps founders find a cofounder—or, conversely, step into an existing team. She saw the problem up close: team fit is underestimated—and that is precisely where Nascent wants to make the difference.

The platform: balancing supply and demand

Two sides, one goal: better matches.

Demand side: start-ups actively looking for a cofounder.
Supply side: often experienced professionals eager to embark on entrepreneurship, without their own idea, ready to step in.

The first users often come from accelerator programs, where the importance of a strong cofounder becomes immediately visible. On the other side: professionals who want to apply their experience in a new adventure. Active seekers, not casual browsers.

Navigating a complex airspace

Ines experiences the Belgian ecosystem as fragmented: there are many valuable initiatives, but players often work within their own programs and communities. Referrals between initiatives occur less spontaneously than in the Netherlands, where collaboration emerges more easily. On top of that, the geographic reality plays a role: Flanders and Wallonia each have their own networks and funding structures. This makes the landscape rich but sometimes less transparent for those navigating through it.

Internationally, she sees opportunities, especially in Scandinavia, where the human side of entrepreneurship takes center stage. Partners remain crucial: without a ground crew, there’s no safe landing.

Flying beyond the first customers

The biggest challenge is awareness: many founders realize too late that their greatest risk lies in the collaboration itself.
That’s why Nascent relies on partners who help carry the story and integrate the platform into their communities.

• Focus for the coming months (as Ines sees it):
• Setting up and testing international partnerships.
• Further refining the target audience and sharpening positioning.
• Developing a recurrent check-in for teams so collaboration becomes measurable and discussable.

Lessons from turbulence

“We should have probed willingness-to-pay more quickly. Enthusiasm didn’t always turn into a paying user,” Ines reflects.
That is entrepreneurship in unexplored airspace: iterating, adjusting, and staying on course. Impact over volume remains the guiding principle.

Conclusion – choosing course with the right crew

Nascent is more than ‘Tinder for cofounders’: it makes the often underestimated factor of human fit tangible and discussable. From the cockpit I hear in Ines the same pattern I see in many growth companies: technology and market are necessary, but without the right crew you won’t get past the first turbulence.

What stays with me from the conversation with Ines: clear choices, sober measurement, and smart use of partners—that’s how you climb safely.

That’s how our collaboration with Rethink, a digital agency from Tallinn, began. Their founder, Lars-Erik Hion, captures it perfectly:

“Complexity happens naturally. Simplicity is something you have to fight for every day.”

What started as a spontaneous conversation grew into a journey where Rethink, through our DNA Discovery approach, sharpened its unique identity — and became our very first client outside the Benelux.

Who is Rethink?

Founded six years ago in Estonia, Rethink has become one of the leading service design agencies in the Baltic region. Their expertise? Guiding organisations through the design phase of better digital services — long before the first line of code is written.

“We try to shine in the preparation phase of a software development project. Anything with a digital touchpoint — that’s what we do on a daily basis.”

What truly sets them apart is not just what they do, but how they do it: human-focused, crystal-clear, and with a near-obsessive focus on simplicity.

“We try to make technology as human as possible.”

Simplicity as DNA — and as daily discipline

Rethink’s DNA statement impact through simplicity might sound light, but it’s anything but superficial. In a world where digital complexity keeps growing, simplicity is not an aesthetic preference — it’s a conscious, daily choice.

“It’s a constant reminder of what we need to be.”

During the DNA Discovery sessions, we uncovered what was already there — but had never been named. Not as a slogan, but as an anchor for how they work, communicate, and grow.

The click in Helsinki

I’ll admit it: I arrived at the Nordic Business Forum with sweaty palms. It was our first time there with Companyonwise, and I couldn’t help wondering: Do we even belong here?

Then, during one of the speed-date sessions, I found myself across from Lars-Erik. That one conversation changed everything. No sales pitch. No bravado. Just a shared sense of curiosity, clarity, and trust. Two entrepreneurs with a love for simplicity, for the people behind the organisation, and for clarity that goes deeper than any tagline.

“Everything is about human connection,” Lars said later. “We met the Companyonwise team and immediately felt something. You brought experience and empathy — and that’s rare.”

For me, it was the turning point. Yes, we belonged there. Not to prove ourselves — but to truly connect.

From boardroom to shared story

The power of the process lay in the dynamic. Hierarchies dissolved. Titles disappeared. Everyone spoke as a person, not a position.

“It put management and the rest of the team on the same level. We got rid of the usual roles — founder, new joiners, owner — and simply listened to each other.”

It gave the process oxygen, created openness, and built shared ownership. And it helped Rethink realise that impact through simplicity wasn’t external advice — it was an internal truth.

DNA before strategy

For Rethink, DNA is not a strategic document. It’s the foundation everything else rests on.

“The DNA should come even before strategy, mission, or vision. When we hire, a DNA match is more important than alignment with our mission.”

DNA became their touchstone for decisions, dialogue, recruitment, and collaboration. Because simplicity only becomes powerful when you name it — and protect it.

Exporting Baltic simplicity

Estonia is a digital frontrunner. What’s still a future goal elsewhere is already reality there. But for an agency like Rethink, the local market has its limits.

“Estonia has been punching above its weight. But for a company our size, the local market becomes small quickly.”

That’s why they’re deliberately looking beyond their borders. Their mission: to export Baltic simplicity. Not as a visual style, but as a way of thinking. And their DNA became the anchor for that ambition.

What stuck?

The sessions with Companyonwise weren’t about branding or positioning — they were about reconnecting with who they had always been.

“It helped us rethink ourselves a little — and that was valuable.”

No glossy language. Just an open process that proved once again: simplicity doesn’t happen by accident. But once you name it together, it lives on — in every detail.

From Helsinki to the Baltics

What began with one conversation in Helsinki became our first DNA Discovery project outside the Benelux. Rethink became our pioneer in the Baltics. And it confirmed what I felt in that first meeting: simplicity works. Connection works. And even when the work is serious, it should still be fun.

Ellen Dupont, founder of Online ED, is at a crossroads. Her agency is doing well, clients keep coming, and the reputation is solid. But under the hood, she’s making some serious adjustments.

“What we do works, but it no longer feels right. We deliver quality, but the model we’re working in is wearing out. Margin pressure is increasing, clients expect speed and strategy, yet still think in hourly rates. I don’t want to become a factory. Or a stress machine. But meaning? Yes, please.”

Positioning: from production to purpose

“We’re at the table for the content plan, but also for strategic decisions. The problem is: that role often isn’t priced. Or even seen.”

Ellen notices she’s increasingly contributing to direction, not just visibility. But this kind of strategic thinking rarely shows up in the pricing.
According to Moenaert & Robben (2022), lasting client value only emerges when the service provider takes on the role of co-creator. That role isn’t granted – you have to claim it and prove it.

Best practices

• Start every project with a role conversation: Is this about content or about course-setting?
• Make strategic contributions visible: with templates, roadmaps, or reflection notes.
• Offer phased services – from strategy to execution – to make your value more explicit.

Pricing: when speed makes you seem worth less

“A good video edit used to take three hours. Now? Thirty minutes with AI. And clients expect it to be cheaper.”

So, efficiency gains are immediately translated into lower pricing expectations. But according to Liozu et al. (2020), value-based pricing is all about the ability to define and anchor impact – not the number of hours.

Best practices

Link output to results: brand clarity, click-through rates, or conversion.
• Productize your work: “Brand campaign with intake and output test” sounds different than “18 hours of work.”
• Use examples: show how your work accelerated results or provided clarity.

Trust: the invisible contract

“Sometimes I just feel it: this is going to work. And then everything flows. But sometimes… I have to prove myself every step of the way. That’s when things get hard.”

For Ellen, trust is everything. It determines whether clients give her space – or second-guess every move. According to Zeithaml (1988), it’s the process – not just the outcome – that defines how valuable the collaboration feels.

Best practices

• Use visual journey models with clear phases and decision points.
• Schedule regular check-ins – even when things seem ‘fine.’
• Set clear expectations from the start: feedback, approvals, and iteration loops.

AI: accelerator and pitfall

“We use AI a lot. For copy, subtitles, structure. And it helps. But it also makes our work invisible. And therefore… vulnerable.”

AI saves time, but it makes the creative process less tangible. Clients only see fast output and forget the thinking behind it. According to Huang & Rust (2021), value is shifting from execution to interpretation and choice – that’s the real differentiator.

Best practices

• Position AI as a quality booster, not a replacement: “We make better choices faster.”
• Show your interpretation: why this tone? Why this order?
• Offer packages that combine AI efficiency with a human touch.

Choosing the right clients

“Sometimes I know in advance it’s going to be tough. But I still say yes. Because the calendar needs filling. And then it costs me twice: time and energy.”

Ellen speaks from experience: not every client fits your way of working. Yet saying “no” remains difficult. According to Porter (1985), defining who you don’t serve is key to sustainable positioning.

Best practices

• Define your ideal client – and name who isn’t a fit.
• Use an intake form to assess rhythm, feedback style, and collaboration habits.
• Plan a reflection moment after each project: are we continuing or was this one-off?

Conclusion

“I want to do meaningful work. Not grow for growth’s sake. But tighter, cleaner. With clients who fit us. Then it flows.”

Ellen’s story will likely resonate with many service providers.
Not doing more, but doing it better.
Not running harder, but choosing more consciously.
In times of acceleration, hourly rates, and AI, purpose may be the strongest compass we have.

Sources

Moenaert, R. K., & Robben, H. S. J. (2022). Strategic Market Management. Leuven: Acco.
Liozu, S. M., Hinterhuber, A., & Somers, K. (2020). Value First, Then Price: Quantifying Value in Business Markets. Routledge.
Zeithaml, V. A. (1988). Consumer Perceptions of Price, Quality, and Value. Journal of Marketing, 52(3), 2–22. https://doi.org/10.1177/002224298805200302
Huang, M.-H., & Rust, R. T. (2021). A strategic framework for artificial intelligence in marketing. Journal of the Academy of Marketing Science, 49(1), 30–50. https://doi.org/10.1007/s11747-020-00749-9
Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.

In conversation with Rafaëlle De Troeyer

Rafaëlle De Troeyer—who brings over 20 years of HR experience at companies such as ERM and CLdN, including 10 years in L&D, and a broad background in leadership development and organizational change—shares her insights on how to prepare employees effectively for this challenge. Her perspective resonates strongly with my own methodologies at Add Business.

1. The Core of L&D: Practice-Based and Co-Creative Learning

For Rafaëlle, learning is above all a dynamic and human process. She explains:

Learning is not a checklist, but a continuous process. It’s about creating space to experiment, to make mistakes, and to learn from each other. Only then does the trust emerge that’s needed to truly make a difference in conversations.

She strongly believes learning only becomes valuable when it’s immediately applicable:

Learning is only valuable when it can be applied directly in practice. That’s why I always make sure any training aligns closely with the participants’ daily reality.

Mistakes, in her view, are not a sign of weakness, but essential:

Making mistakes is not just allowed—it’s necessary. It’s a vital part of the learning process and helps employees gain confidence in new conversation techniques.

Reflection plays a central role in her approach:

Reflection is the key to growth. Without consciously pausing to consider what you’re doing, development remains superficial.

And on ownership:

Ownership arises when employees are involved in shaping their own learning journeys. That makes learning personal and relevant.

This vision translates into three powerful pillars:

• Practice-based cases – Training with real-world scenarios
• Reflection – Joint reflection on both successes and failures
• Co-creation – Involving employees in designing their own learning paths

2. The EDIP Methodology: From Experience to Action

A key element of Rafaëlle’s approach is the EDIP methodology, a framework rooted in leadership development and military training. She explains:
The four steps of the EDIP methodology, illustrated with an example of applying the DISC model in a sales context:

Explain
This step introduces the theory or concept. It covers the goal, benefits, and required steps for execution.
For example: explaining the theory of DISC, including the four personality types (Dominant, Influential, Supportive, Conscientious), and how this knowledge helps improve sales conversations.

Demonstrate
Here, you show how to carry out the task. This can be done through a live demo or a video.
In the example: the sales manager demonstrates a conversation with each DISC type. They show how communication is tailored—being direct and to the point with a Dominant type, or taking time and building rapport with an Influential type.

Imitate
In this phase, the sales professional practices the demonstrated techniques. This allows them to rehearse in a safe, structured environment.
In our example: the sales professional practices conversations with colleagues simulating different DISC types. Feedback is given to refine the approach for each type.

Practice
Independent application and repetition
The final step is autonomous practice. As the saying goes: the three keys to mastery are practice, practice, practice. This method breaks complex tasks into manageable parts and reduces the ‘firefighting’ behavior that comes from getting lost in the process.

By combining theory and practice, supported by reflection, this learning becomes sustainable and effective—firmly connected to the reality of commercial work.

3. From Training to Growth: The Role of Co-Creation

For Rafaëlle, co-creation is essential for ownership and long-term development:

Employees themselves know best what challenges they face. Involve them in the design of training and case studies. That’s the only way to create ownership and keep learning relevant.

Co-creation ensures buy-in and enables continuous improvement of training based on real-world feedback.

And about the learning environment:

A learning organization doesn’t happen by itself. It requires a culture where making mistakes, giving and receiving feedback is the norm.

Scenario-Based Learning in a Commercial Context

I like to use scenario-based learning to train commercial teams with realistic, tailor-made cases.
We start by identifying typical customer challenges and critical moments in customer conversations.

The power of scenario-based learning:

• Safely practicing decision-making
• Learning to recognize and handle resistance
• Understanding complex customer dynamics

Scenario-based learning helps employees deal with unpredictable situations and prepares them for the complexity of real customer conversations. – Rafaëlle

4. Learning as a Strategic Pillar

By using practice-oriented learning, co-creation, scenario-based methods, and smart tools, we’re building a culture where learning leads to engagement, improved performance, and sustainable growth. That transforms L&D into a strategic lever—not a cost center.

A conversation with Kasper Albers

Kasper, who are you and what does Borro do?

I’m Kasper Albers, based in Brussels. About a year and a half ago, I co-founded Borro with Glen Verhaeghe, a product developer from Antwerp. I handle the commercial and financial side. Borro enables large-scale reuse through a digital deposit system, focusing on football stadiums, concert venues, and theme parks—places with high volume, closed environments, and recurring events.

When did you decide to go full-time with Borro?

Kasper: After being accepted into the IMEC iStart accelerator program, we had to make a choice: continue part-time or go all in. We opted decisively for the latter. At the same time, we made a strategic shift: away from foodservice and toward large-scale events, where the potential is much greater.

How did that shift come about?

Kasper: In foodservice, we worked with reusable bowls, but the volumes were too low. Large events like festivals and football matches demand speed and scale. When we joined IMEC iStart, we saw the opportunity to validate our digital system with football clubs—and it worked.

How did you and Glen start working together on Borro?

Kasper: Glenn is the original creator of the concept. We had previously worked together in a non-profit at the start of the COVID crisis. After a break, he reconnected with his idea, and I joined to help build the commercial side. Our skills complement each other well.

How did you test whether the idea worked?

Kasper: We started from real-world frustrations. Three criteria were essential to us: intuitive, simple, and affordable. Many existing systems failed on at least one of those points. We conducted interviews with clubs and ran a successful pilot at Anderlecht. That gave us confidence—and helped with our first investment round.

Did you raise funds via ‘friends, family & fools’?

Kasper: Not really. We received startup capital from IMEC iStart but worked without pay for the first six months. Later, we raised capital through Seeder Fund, another IMEC fund, and four private investors from our extended network—not direct friends or family.

What’s your growth strategy?

Kasper: We focus on venues with high volumes, closed settings, and recurring events. Think stadiums, concert halls, theme parks. We approach customers directly—through connections or LinkedIn. We position Borro as a digital layer between the cash register and the cup supplier—in collaboration, not in competition.

What defines your ideal customer?

Kasper: Customers with clear pain points: frustrated visitors, manual handling, hidden costs from fraud or refunds. They have high volume, repetition, and an open mindset toward innovation and sustainability.

How do you approach customer acquisition?

Kasper: Through various channels: warm introductions, LinkedIn, inbound leads. Always with a focus on mutual reinforcement, not as a threat. We want partnerships, not traditional sales relationships.

What are the biggest challenges for further growth?

Kasper: Staying focused and choosing the right partners. We get many interesting inquiries but need to be strict in our selection. Building long-term partnerships that really add value is also crucial.

Are you ready for international expansion?

Kasper: Yes. We already ran a successful pilot in the Netherlands. For us, Belgium and the Netherlands are really one market. We’re also seeing interest from other European countries.

How do you ensure partnerships don’t become non-committal collaborations?

Kasper: By offering a product that strengthens the partner without undermining their core business. The collaboration must provide strategic value for both sides.

How do you maintain your lead over the competition?

Kasper: By developing faster and working with the right partners. In addition, we’ve developed and protected our own technology, which makes copying more difficult. But we’re aware that competitors will still try.

What are possible risks of failure?

Kasper: Bad hires at an early stage. The first five people you hire determine whether you accelerate or slow down. We’re being very sharp about that.

Kasper, any final message about entrepreneurship?

Kasper: Although I have a background in innovation and entrepreneurship studies, much of what we did was based on intuition. We’ve learned that you need to be comfortable with uncertainty, act fast, and learn along the way.

Lessons Learned from the Conversation with Kasper

The 5 Key Lessons from the Cockpit Conversation

1. Focus on real customer problems and simplicity

Borro started from concrete frustrations voiced by customers and users. By focusing on intuitive, simple, and affordable solutions, they managed to become relevant and impactful quickly. Customer-centric thinking and action form the foundation for sustainable growth.

2. Validate iteratively and learn fast

The team tested their solution directly in practice with major clients (like Anderlecht), which not only built confidence but also provided instant feedback. By working iteratively and learning from pilots, they were able to improve quickly and accelerate growth opportunities.

3. Complementary team with clear roles

The collaboration between the founders—with each having their own area of expertise (commercial/financial vs. product development)—formed a strong foundation. A complementary team with clearly defined responsibilities is crucial in the early growth phase.

4. Strategic partnerships as leverage, not a threat

Borro deliberately chooses partnerships that offer mutual benefits. By positioning themselves as the digital layer between the cash register and the cup supplier, they strengthen existing players instead of competing. This opens doors and speeds up adoption.

5. Focus and discipline in decision-making

Although many opportunities exist, Borro remains loyal to its core market and consciously says ‘no’ to distractions. That focus—on large, closed, and recurring events—ensures that resources are used efficiently and growth is structural.
These five lessons capture the essence of the cockpit conversation and provide a practical framework for other entrepreneurs looking to grow strategically.