Van WAW naar WOW: Wat we kunnen leren van startups die vanaf nul begonnen zijn

Every week, De Tijd publishes their WAW section: Where Ambitions become Reality.

A showcase of young Belgian companies that grow, innovate and win customers without resources, without budget, without massive teams. These startups do not appear in the newspaper by accident. They generate revenue. They show traction. They make choices that stand out.

I look at these companies with curiosity. How do they win their first customers? How do they grow beyond their first ten, fifty, one hundred deals? How do they pivot without crashing? And above all: what can I learn from this, what can I bring to the clients I work with?

That is why I invite WAW-founders for cockpit conversations. Side by side in the cockpit. We talk about their challenges, their choices, their turbulence. What works? What does not? Why? I have now spoken with WAW companies such as BiometriQ, Belgotap, Nascent, Borro and FiftyFivePlus.

What stands out is that these young companies, starting from zero and with minimal resources, make courageous choices, take action, pivot, focus and grow. Without unnecessary fuss. Every conversation with them was a WOW-experience.

This blog shares seven lessons from those cockpit conversations, complemented by insights from 119 WAW startups I analysed.

Lesson 1: The founder sells. Always

No sales director, but founders who open doors themselves

In my conversation with Nicolas from FiftyFivePlus, this surfaced immediately: he makes the calls himself. He starts the conversation himself. Not because he cannot afford a sales team, but because personal contact is his strongest lever. His target group, people 55 and older, value direct contact. They want to talk to someone who understands them, not to someone reading a script.

At BiometriQ it is no different. The data-driven nutrition platform grew to 300 dietitians in Belgium and the Netherlands through direct relationships. No marketing automation. No lead generation campaigns. Just founders who start the conversation themselves, co-create and build trust. The flywheel runs on personal contact.

You see this pattern across the entire WAW list. Not a single startup talks about hiring a VP Sales in year one. They talk about founders winning their first ten, fifty, one hundred customers themselves. HighSail? The co-founders brought in the first customers themselves. Maurice & Nora? The founders spoke directly with seniors and young families.

This is not a “because they have no budget yet” story. This is strategy. Founder-led sales creates authenticity, direct feedback and speed that no sales team can match.

Rackham’s research on consultative selling has shown this for decades: the best salesperson is the one who truly listens to the customer, not the one who follows a script (Rackham 1988).

What mature companies can learn:
Let your leadership sell again. Minimum one customer conversation per month. Not for show, but to learn. Christensen’s jobs-to-be-done theory is built on understanding what customers are really trying to solve (Christensen et al. 2016). You do not learn that from a dashboard. You learn it by sitting next to your customer.

Action:
Schedule a customer conversation next week. Not via sales. Just sit, listen and feel where the friction is.

Lesson 2: Bootstrapping is not poverty. It is discipline

72% of WAW startups report no external funding

In my conversation with Borro, this hit hard: every euro counts. They grew out of cash flow, not funding. That forces choices. No features no one uses. No team of twenty before you have your first customers. No projects that continue “because we already invested in them.”

Of the 119 WAW startups, 72% report no external funding. That does not mean they have no money. It means they earn it themselves. Beego makes 335,000 euros net profit. Ray Care 0.7 million euros. Souvereyns 0.8 million euros operating profit. They grow from cash flow, not funding.

Vanacker’s research on bootstrapping shows it clearly: companies that grow from cash flow stay lean and pragmatic (Vanacker et al. 2011). They build what works, not what looks cool.

What mature companies can learn:
Introduce a “bootstrap mindset” in one business unit. Give them a limited budget and ask: grow from this. No extra resources until they show traction. It will discipline, focus and accelerate.

Action:
Pick one project. Three months. Limited budget. Prove it works or stop.

Lesson 3: Sharp focus on who you do serve (and who you don’t)

Uncompromising choices create trust

Nicolas from FiftyFivePlus made a choice that feels radical: he serves only people aged 55 and over. Period. No attempt to be “for everyone.” This sharp choice requires courage but creates trust. With customers and with the target group itself. Nicolas shared how difficult it can be to say no to projects outside his target group, but how that clarity is a lever. If you try to be everything for everyone, you end up being important to no one.

Belgotap shows the same pattern: local drinks in reusable packaging. Not for everyone, but for a specific group that values sustainability and local products. That focus makes their story powerful.

This aligns with Morris, Schindehutte and LaForge’s research on entrepreneurial marketing: successful startups win through customer intimacy and proactive opportunity recognition, not by pretending to be bigger than they are (Morris, Schindehutte and LaForge 2002). They choose a niche, serve it excellently, and only then grow further.

What mature companies can learn:
Stop with “we serve everyone” or “we focus on SMEs.” Start with “we serve this specific group, and for them we are the best choice.” That clarity builds trust and strengthens your story.

Action:
Identify your ideal customer. Not in broad terms, but in sharp criteria. And dare to say no to the rest.

Lesson 4: Pivot based on customer contact, not strategy sessions

Adjust within weeks, not after months of boardroom debate

In my conversation with Nascent, this became clear: they test, receive feedback, adjust. Within weeks. Not after months of strategy meetings. They are in the cockpit with the customer. They feel the turbulence in real time.

Of the 119 WAW startups, 7.6% explicitly pivoted. But what stands out is how: within weeks of customer feedback, not after months of internal analysis. Beego shifted from consumers to governments to companies. Qontact.ai emerged because the founders noticed that contact center agents barely receive feedback. Maurice & Nora discovered that young families have just as much need for flexible care as seniors.

Research on customer intimacy underscores that organisations prioritising direct customer feedback adapt and innovate faster (Moenaert and Robben 2022). Mature companies often have too many layers between leadership and the customer. Feedback arrives filtered, summarised, translated. By the time decisions are made, the market has moved on.

What mature companies can learn:
Make direct customer conversations mandatory for the leadership team. At least once per month. Not via reports. Just sit, listen, feel.

Action:
Stop projects that do not produce customer feedback within three weeks. No debate. Just stop.

Lesson 5: Purpose as DNA, not PR

Sustainability is their business, not their marketing

Belgotap is the perfect example. They make local drinks in reusable packaging. That is not their marketing layer. That is their business. Sustainability is in the DNA of their product, their story, their choices.

Of the 119 WAW startups, 14.3% explicitly focus on sustainability, climate or health. That seems modest, but the impact is bigger. These founders build purpose-driven companies where impact is as important as profitability. Yokuu makes probiotic cleaning products. ClimateCamp helps companies collaborate with suppliers on CO2 reduction. Loop Earplugs, Brauzz. All built on sustainability as business model, not marketing.

Recent research shows Gen Z and millennials weigh environmental and social criteria more strongly in purchase and investment decisions than older generations (Advane ESG 2024, SGAnalytics 2025). Morgan Stanley predicts Gen Z will surpass millennials by 2034 (Morgan Stanley 2024). ESG is not a nice-to-have. It is a business necessity.

What mature companies can learn:
The new generation of customers expects you to take a position. Neutrality is no longer an option. Companies that take climate action, diversity and transparency seriously win talent, customers and market share (Greco Services 2024, BearingPoint 2025).

Action:
Choose what you stand for. Impact over neutrality. Build it into your DNA, not your marketing.

Lesson 6: Ecosystem as growth accelerator

Network opens doors, trust closes deals

BiometriQ is a textbook example. They built an ecosystem of more than 300 dietitians in Belgium and the Netherlands through personal contact and co-creation. The flywheel runs on trust. Every dietitian becomes an ambassador. Every customer a reference. No mass recruitment but ecosystem development through relationships.

Granovetter’s “strength of weak ties” theory fits here: new opportunities often come not from your closest contacts but from broader, weaker ties that open other circles (Granovetter 1973). These founders understand that networking is not about handing out business cards. It is about real relationships, mutual value and trust.

Prahalad and Ramaswamy’s research on co-creation shows that value does not emerge in the factory but in use with the customer (Prahalad and Ramaswamy 2004). Co-creation with professionals ensures the product evolves with the market, not behind it.

What mature companies can learn:
Map your network not as contacts, but as relationships. Who would actually help you if you asked? Invest your time there. The rest is noise.

Action:
Bring your twenty best customers together for product development or market validation. Not as a test panel, but as co-creators.

Lesson 7: Six months from idea to customer

Speed comes from clarity, not haste

In my conversation with Borro, this was clear: they knew what they solved, for whom, and how. No long business cases. No year-long strategy. Just build, test, launch. Within six months from idea to first customers.

Maurice & Nora tested for a few months, launched, and had one hundred families and seniors as customers within months. Qontact.ai was founded in 2024 and is already running a pilot with Eneco. Eagl was founded in April 2025, immediately raised 825,000 euros and already has seven employees.

Teece’s dynamic capabilities framework emphasises that successful firms in uncertain environments do not keep planning, but use sensing, seizing and transforming quickly (Teece, Peteraf and Leih 2016). These startups read the market in real time and act immediately.

Mature companies are slower. Projects take eighteen months. Approvals go through four layers. By the time something is live, the need has changed.

What mature companies can learn:
Create one project with a three-month deadline from idea to market. Force decisions. Remove unnecessary checks. Give autonomy.

Action:
Choose one project. Three months from idea to market. Force choices. Remove checks. Give autonomy.

From WAW to your WOW

These seven lessons do not come from theory but from conversations. Real conversations with founders who start from nothing, make choices, win customers and grow. BiometriQ, Belgotap, Nascent, Borro, FiftyFivePlus. They sit in the cockpit to share their story. Not to impress, but to learn. And they can inspire us.

Because that is the point. Many companies have resources, teams, budgets. But they often lose urgency, customer focus, courage. They end up in standstill. These startups show that focus, speed and customer proximity do not depend on size. They depend on choices.

Smith and Lewis’ research on organisational paradoxes shows that successful companies do not choose between stability and flexibility. They embrace both through “both/and” thinking (Smith and Lewis 2011).

These startups combine discipline (bootstrapping, focus) with flexibility (pivoting, adjusting). Mature companies can do the same.

Want to know how your company can apply these seven lessons?
Book a Take Off Briefing with Add Business. We analyse your situation, mirror it against WAW patterns and build an action plan you can use tomorrow.

No theory. No reports. Just action.
Contact: www.addbusiness.be

Sources

(Exact replication of your original list, now in English)

Data:

De Tijd WAW section, analysis of 119 startups (2024–2025)

Cockpit conversations:

Add Business conducted in-depth cockpit conversations with BiometriQ, Belgotap, Nascent, Borro and FiftyFivePlus on customer development, growth and commercial choices.

References

  • Advane ESG. 2024. “The Rise of Gen Z: Shaping the Future of ESG Investing.” Accessed November 15, 2025.
    https://www.advaneesg.com.
  • BearingPoint. 2025. “ESG and the Future of Corporate Strategy.” Accessed November 15, 2025. https://www.bearingpoint.com.
  • Christensen, Clayton M., Taddy Hall, Karen Dillon and David S. Duncan. 2016. “Know Your Customers’ ‘Jobs to Be Done’.” Harvard Business Review 94 (9): 54–62.
  • Edvardsson, Bo, Bård Tronvoll and Thorsten Gruber. 2011. “Expanding Understanding of Service Exchange and Value Co-Creation: A Social Construction Approach.” Journal of the Academy of Marketing Science 39 (2): 327–339.
  • Granovetter, Mark S. 1973. “The Strength of Weak Ties.” American Journal of Sociology 78 (6): 1360–1380.
  • Greco Services. 2024. “The Business Case for ESG: Why It Matters.” Accessed November 15, 2025. https://www.grecoservices.com
  • Moenaert, Rudy and Henry Robben. 2022. The Customer Leader: A New Model for Creating Growth and Value. London: Kogan Page.
  • Morgan Stanley. 2024. “Gen Z Investment Trends and ESG Priorities.” Accessed November 15, 2025. https://www.morganstanley.com.
  • Morris, Michael H., Minet Schindehutte and Raymond W. LaForge. 2002. “Entrepreneurial Marketing.” Journal of Marketing Theory and Practice 10 (4): 1–19.
  • Prahalad, C.K. and Venkat Ramaswamy. 2004. “Co-Creation Experiences.” Journal of Interactive Marketing 18 (3): 5–14.
  • Rackham, Neil. 1988. SPIN Selling. McGraw-Hill.
  • SeedBlink. 2024. “Belgium’s Social Enterprise Ecosystem.” Accessed November 15, 2025. https://www.seedblink.com.
  • SGAnalytics. 2025. “Gen Z and ESG: The New Generation of Conscious Consumers.” Accessed November 15, 2025. https://www.sganalytics.com.
  • Smith, Wendy K. and Marianne W. Lewis. 2011. “Toward a Theory of Paradox.” Academy of Management Review 36 (2): 381–403.
  • Social Innovation Factory. 2023. “Belgium’s Impact Ecosystem.” Accessed November 15, 2025. https://www.socialinnovationfactory.be.
  • Stokes, David. 2000. “Putting Entrepreneurship into Marketing.” Journal of Research in Marketing and Entrepreneurship 2 (1): 1–16.
  • Teece, David, Margaret Peteraf and Sohvi Leih. 2016. “Dynamic Capabilities and Organizational Agility.” California Management Review 58 (4): 13–35.
  • Vanacker, Tom, Sophie Manigart, Miguel Meuleman and Luc Sels. 2011. “A Longitudinal Study on Financial Bootstrapping and New Venture Growth.” Entrepreneurship and Regional Development 23 (9–10): 681–705.

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From Ice Hockey to Warm Client Conversations in Professional Services

I spoke with him from a shared DNA: sport as the foundation for who we are as business partners. My own journey began in 1976, as an 11-year-old boy with Olympic dreams inspired by Ivo Van Damme’s achievements.

Although I never became an Olympic champion, intensive sport shaped my career and mindset. It is probably no coincidence that my motto today is: “If better is possible, good is not good enough.”

The leap from the runway

“I stopped professional hockey in 2020 and started my own coaching practice,” Lasse explained. “In the beginning, it was uncertain. I didn’t have a large network outside the sports world, but I had my reputation and the skills I had built.”

His first clients came through warm contacts and from people who valued him as a person, not only as a former athlete. Authenticity proved decisive. This emphasis on trust and relationship is essential in professional services like business development, leadership coaching, and strategic advisory—fields where no law mandates our engagement.

Unlike regulated sectors like accountancy or audit, our work is entirely discretionary. Morgan and Hunt (1994) show that trust and relationship drive long-term client loyalty, surpassing even price or product.

Navigating complex airspace: one person, big ambitions

“The hardest thing as a solo entrepreneur,” says Lasse, “is doing everything yourself. Sales, administration, coaching, invoicing—each day only has 24 hours, and you want to maintain your standards.”

I immediately recognize that tension. In non-mandatory professional services, you have big ambitions but limited resources. You must choose: where do you invest your energy?

At Add Business, the principle is clear: focus on clients with the right DNA and dare to say no to those who don’t fit.

Lasse adds: “Nick Rubin from Nordic Business Forum said: you don’t have to know everything before you start. That gave me peace. Learning is part of the process.” Humility combined with perseverance is what elite sport teaches us. You lose more often than you win, but progress depends on showing up.

From cold contacts to warm conversations

I asked Lasse how he finds new clients today. His answer was clear:

“First and foremost, I’m more active in meeting people. That’s why I was at the Nordic Business Forum. I need to go where new people are; otherwise, I’ll never meet them.”

He also reactivates his existing network: “I call former clients and ask: is there something we can do together? Even one new introduction can make a difference.”

No cold campaigns—only personal meetings, lunches, and warm introductions. Bhatia and Yetton (2020) confirm that in professional services, personalized outreach and referrals deliver significantly higher conversion rates. In fields where no one feels an urgent need for our help, building trust and visibility is the essence of business development.

DNA-match: recognizing the right client

“I look for clients with a learning mindset,” says Lasse. “People open to growth and change. I avoid working for clients who just want someone to come and shout at their team. That’s not my approach.”

Both of us know not every potential client fits our philosophy—and saying ‘no’ to mismatches proves as important as saying ‘yes’ to the right ones. In non-mandatory professional services, this selectivity becomes a necessity.

Research shows that focusing on ideal clients—rather than mass marketing—yields the strongest long-term results.

Sport as metaphor: teamwork and connection

Lasse learned on the ice what collaboration really means: “You don’t have to be best friends, but you can respect and value people for what they bring.”

In business development, endurance, self-discipline, and resilience are just as critical. Nahapiet and Ghoshal (1998) describe this as relational capital: the ability to create value through respectful, professional connections, across differences.

This is invaluable in professional services where engagement is always a choice, never an obligation. Building bridges is what grows a market when demand must be created, not fulfilled.

Cultural intelligence: Finland, Belgium, and the power of modesty

We also talked about cultural differences. Lasse described how Finns often doubt their ability to succeed abroad—they’re modest, sometimes too much so. In Flanders, we see the same paradox: pride mixed with constant self-questioning. By working together, we transform modesty into confidence.

He gives me insight into Finnish business culture—honesty and teamwork—while I help him navigate the Belgian ecosystem. Together we build Networks Beyond Borders: human bridges between economies.

Earley and Ang (2003) identify this capacity to work across cultures as a real competitive advantage—especially in professional services with global, voluntary clients.

Helping each other as solos: why 1+1=3

We discovered that solo entrepreneurs can go further together. Not by selling for each other, but by sharing networks and supporting mutual growth.

Granovetter (1973) argues that weak ties—distant or secondary contacts—are vital for unlocking new opportunities. For professionals whose services no client truly ‘needs’ until they choose to, collaborative ecosystems multiply your reach and credibility.

Lessons from this conversation with Lasse

  • Authenticity trumps credentials. Clients choose people who inspire confidence and growth.
  • Warm relationships beat cold outreach. Events, introductions, and networks create fertile ground.
  • DNA-match matters more than volume. Serving clients who truly fit brings satisfaction, even if the pool is smaller.
  • Patience and perseverance are essential. Progress is slow, but real.
  • Demand must be created, not waited for. In a world where our services are never ‘required,’ visibility, credibility, and relationship-building are the core of business development.

Conclusion: charting a course with sport in the DNA

From Olympic dreams to ice hockey careers, sport shapes both mindset and method. In discretionary professional services, nobody is waiting for us, and that makes our work both challenging and rewarding. Succeeding here depends on creating genuine demand: through connection, insight, and continuous proactive engagement—everything sport has taught us.

If better is possible, good is not good enough.

References

  • Bhatia, Amit, and Philip Yetton. 2020. “Personalization in B2B Sales Outreach: Effects on Engagement and Response Rates.” Journal of Business Research 116: 375–86.
  • Earley, P. Christopher, and Soon Ang. 2003. Cultural Intelligence: Individual Interactions Across Cultures. Stanford, CA: Stanford University Press.
  • Granovetter, Mark S. 1973. “The Strength of Weak Ties.” American Journal of Sociology 78 (6): 1360–80.
  • Morgan, Robert M., and Shelby D. Hunt. 1994. “The Commitment-Trust Theory of Relationship Marketing.” Journal of Marketing 58 (3): 20–38.
  • Nahapiet, Janine, and Sumantra Ghoshal. 1998. “Social Capital, Intellectual Capital, and the Organizational Advantage.” Academy of Management Review 23 (2): 242–66.

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by sander

Art, Craftsmanship and Entrepreneurship: Connecting Generations

In the halls of KMSKA, you walk through the stories of entrepreneurs written in paint, sweat and vision. Each work is a chapter in the great book of transfer and renewal. Art isn’t just a backdrop, it’s a cockpit. Rubens, Smits, Ensor—names that move systems and generations.

Rubens: Master of Scaling and System

Picture Rubens in 17th-century Antwerp. Not a solitary figure in an attic, but a director in the heart of his workshop. His studio hums like a production house. Helpers mix pigments, young talent emerges. Rubens paints the finishing touch. Quality is never diluted. Everything revolves around control, reputation, and transmission. His palace functions as cockpit and as branding. Luxurious ultramarine? Not just colour, but statement. The market is segmented: exclusive masterpieces, solid team works, accessible sketches. Even his will breathes strategy. Art is only sold when successors hit the required level. Legacy remains in the cockpit. After his death, his system lives on.

Smits: Reflection and Rebellion

Smits grows up in a decorative family business. But tradition for him isn’t a destination, it’s a launchpad. He travels the world, collects layer painting technique, and returns with a new perspective. His portraits are direct: no sugarcoating, real light and character. Clients face their true selves—a business lesson in authenticity and positioning. In his later years, Smits changes course: bold light masses, more courage. Evolution rooted in respect for the craft, never stuck in fossilized repetition.

Ensor: Mask, Marketing and Provocation

Ensor starts among the masks of home and carnival. He transforms them into weapons of critique. Behind every mask is a story: identity, hypocrisy, fear. His surrealism provokes juries and the public. Rejection? He flips it into visibility. First shut out, then discovered by collectors, eventually embraced in niche markets. His provocation isn’t coincidence—it’s commercial cunning. The cycle of tradition, confrontation and transfer repeats itself.

Art and Capital: The City’s Dance

Bruges, Antwerp, Brussels, Ghent. Each city draws art, but only when capital and infrastructure align. Artists follow money, elite, networks. The rise of creative hubs in the renaissance proves business and art aren’t separate worlds. Art only matters once it’s allowed to play in the economic cockpit.

Managing Generations: Cockpit Thinking Avant la Lettre

Rubens, Smits, Ensor don’t build sacred traditions—they manage dynamic systems. Respect for the past, provocation against the present, readiness for the future. Their methods are sharp, sometimes ruthless: talent is selected, opportunities shared, knowledge transferred. When generations truly collaborate, resilience emerges. You don’t build a museum, but a flying cockpit.

Craftsmanship and Provocation as Premium Strategy

Innovation lives not only in modern techniques, but in the guts to use and break tradition strategically. Those who use the best pigments and dare to confront set the market. Art and entrepreneurship are each other’s catalyst. You’re visible because you’re sharp, not because you keep repeating.

Segmentation, No Dilution

Rubens set the standard for portfolio management without anyone realizing. He offered multiple lines for different target groups, never losing his top level. His model still inspires design, fashion and luxury brands today. Smart scaling isn’t about volume, but about protecting—and broadening—quality.

The story doesn’t stop here. In every cockpit, in every creative company, the dynamic of these artists lives on. Connecting generations is a craft. Art and entrepreneurship mirror each other. Dare to steer, to confront, and to build legacy.

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The Flywheel of Digital Health: How Biometriq Builds an Ecosystem

How much courage do you need to slow down before you speed up? That question lingered after my conversation with Pieter Josson, co-founder and CEO of Biometriq. What he and his team do may seem obvious at first—helping dietitians with technology. But beneath that lies a rare combination of strategic discipline, ecosystem thinking, and the bravery to make different choices than the crowd.

From Analog to Digital

In 2019, Pieter Josson and Tijs Engelreist started Biometriq. They saw what many missed—a crucial health profession still working as if it were 30 years ago. Dietitians drowned in administration, lacked data insight, and could barely measure their impact.

Pieter: “It’s still an underdigitized profession. We fully invest in integrating the latest technologies into our platform, so dietitians can work more efficiently.”

The platform integrates DNA analyses, wearables, sensors, and questionnaires into one coherent picture to help professionals provide personalized advice. Today, over 330 dietitians in Belgium and the Netherlands use Biometriq, together guiding about 24,000 people.

Reflection

New technology only breaks through to the masses when it is integrated into existing routines. Rogers (2003) calls this the leap from early adopters to the early majority. Biometriq proves how crucial this connection is—the success lies not just in data and algorithms, but especially in how dietitians can use them in daily practice.

The Strategic Choice That Changed Everything

Where many digital health startups chose B2C, Biometriq consciously went B2B.

Pieter: “Many companies in digital health take a B2C approach from the start. Our luck was that we didn’t do that. That gave us a solid base.”

That choice provided stable income and time to refine the product. A simple database query yielded a sharp datapoint: 92% of end users are women. Such insights force segmentation and choices reaching beyond the first ring of customers.

Reflection

Christensen (1997) states that successful innovation starts from the job-to-be-done. Biometriq illustrates this: it’s not about software per se, but about making the dietitian’s job easier and more valuable. The insight that 92% of end users are women highlights how important segmentation and a sharp ICP are for sustainable growth.

From First Customers to Ecosystem Leverage

The early years were about cold calling and one-on-one sales.

Pieter: “We come from a very manual one-on-one sales approach. Now, we’re switching to much more event-led growth.”

It became clear that dietitians are just one link in a larger system of companies, mutual funds, and insurers. Instead of growing one customer at a time, Biometriq sought leverage in that broader network.

Reflection

Blank (2013) emphasizes proving product-market fit before scaling systematically. Biometriq did this via intensive one-on-one sales, then shifted to scalable, event-led models. Their story also shows effectuation (Sarasvathy, 2001): by leveraging unexpected connections along the way, they discovered growth potential in the broader ecosystem.

From Platform to Ecosystem

The answer is a two-sided marketplace: software for practitioners and a digital gateway for organizations.

Pieter: “On one hand, we offer dietitians software to work efficiently. On the other, we build a marketplace enabling organizations to digitally refer employees or members to the ecosystem.”

This creates value for companies—well-being, motivation, employer branding—and for mutual funds and insurers—prevention and referral.

Reflection

Platforms are more than products; they are infrastructures enabling interactions. Hagiu & Wright (2015) describe how multisided platforms generate value by connecting distinct groups. Shapiro & Varian (1998) add that network effects strengthen as more parties join.

Pioneering between Chaos and Structure

Pieter Josson: “I think we made a billion mistakes.”

The European market is still “immature” compared to the U.S., where consolidation and acquisitions are further along. Precisely there, Pieter sees opportunities: those who build wisely now could become the core of an integrated ecosystem.

Reflection

Entrepreneurship often means balancing mistakes and progress. Sarasvathy (2001) calls this effectuation: starting with the means you have and learning by doing. Biometriq also shows how co-opetition (Brandenburger & Nalebuff, 1996) opens opportunities: partnering with potential competitors can speed up ecosystem growth.

The Flywheel in Action

With a recent funding round and a modest profit last year, momentum is building.

Pieter Josson: “We want to expand to France, but always with respect for the ecosystem.”

This is what Jim Collins calls the flywheel—consistent, reinforcing actions that accelerate over time.

Reflection

Collins (2001) shows that growth rarely comes from a single big leap, but from repeated efforts that build momentum together. Moore’s Crossing the Chasm (1991) confirms why Biometriq first anchored its niche before rolling out more broadly.

Lessons from the Biometriq Cockpit

  • Slow down before you speed up. First understand, then build, then scale.
  • Ecosystem over competition. Position yourself as a facilitator, not a replacer.
  • Scale through segment focus. Start with a niche, then broaden.
  • B2B as a bridge to B2C impact. Organizations often reach more end users than direct B2C channels.

Conclusion

Biometriq shows how entrepreneurs win their first customers through personal contact, perseverance, and validation—and then break through by thinking in ecosystems, making sharp choices, and leveraging network effects.

First conquer the niche, then leverage the network, and eventually set the flywheel in motion.

The story of Pieter Josson and Tijs Engelreist proves that sustainable growth emerges when you start small, learn from mistakes, and have the discipline to reach beyond your first network.

References

  • Blank, S. (2013). The Four Steps to the Epiphany. K&S Ranch.
  • Brandenburger, A.M., & Nalebuff, B.J. (1996). Co-opetition. Currency Doubleday.
  • Christensen, C.M. (1997). The Innovator’s Dilemma. Harvard Business School Press.
  • Collins, J. (2001). Good to Great. HarperBusiness.
  • Edvardsson, B., Holmlund, M., & Strandvik, T. (2008). Industrial Marketing Management, 37(3), 339–350.
  • Hagiu, A., & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization, 43, 162–174.
  • Moore, G.A. (1991). Crossing the Chasm. HarperBusiness.
  • Porter, M.E. (1985). Competitive Advantage. Free Press.
  • Rogers, E.M. (2003). Diffusion of Innovations (5th ed.). Free Press.
  • Sarasvathy, S.D. (2001). Academy of Management Review, 26(2), 243–263.
  • Shapiro, C., & Varian, H.R. (1998). Information Rules. Harvard Business School Press.

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From Tallinn to Antwerp: What Estonian companies need to know for a safe landing

In the cockpit of the NBB HUB this time: Pieter Poppelsdorf. For more than 4 years, he has been responsible for promoting Estonian investments within the Benelux, based in Amsterdam. He operates at the intersection of government and entrepreneurship, moving smoothly between policymakers, scale-ups, and investors. What makes Pieter unique is his linguistic talent and cultural compass. He speaks Dutch, Estonian, English, and French. This is not a luxury—it’s his essential work tool. From the Netherlands, he connects with Benelux stakeholders, building bridges between hyper-digital Estonia and the multi-layered decision-making of the Benelux.

He’s a networker with sharp insights and always to the point 😊.

“Forget the Estonian market. For Belgian investors, it’s all about the ecosystem and available talent. You don’t go to Estonia to sell to Estonians. You go for the environment, the network, the people.”

The route is not one-way

What Belgian companies are looking for in Estonia fundamentally differs from what Estonian companies seek in Belgium. That “flight direction” defines everything.

  • Belgian companies move to Estonia for tech capacity, agility, and ecosystems.
  • Estonian companies want to touch down in Belgium for market share, customer growth, and scaling.

It may seem trivial, but it’s crucial. Belgian companies don’t need to understand the Estonian customer. Estonian companies must understand the Belgian customer. And that’s where it can go wrong.

The challenge is cultural, not technical

Estonian companies are technically strong—brilliant, even. Commercially? That’s often the challenge. Pieter puts it directly:

“Estonians are product-oriented but sometimes lack marketing and sales knowledge. They build something and often think: this speaks for itself.”

In Belgium, nothing speaks for itself. Decision-makers want case studies, comparisons, and preferably a reference from someone they know. A CEO who says, “They really helped us,” opens more doors than ten technical demos.

Communication can also create friction. Pieter explains:

“Estonians expect you to follow up. For Belgians, that can be difficult. In Belgium, if you request a meeting, we expect you to also do the follow-up.”

At the same time, Estonians find Belgian decision-making slow, ambiguous, and tiring. What they perceive as indecision is, for Belgian companies, simply getting everyone on board. It requires guidance and translation—not just of language, but of pace and expectations.

Why Rethink does land in Belgium

The difference between stumbling and landing? DNA and preparation.

Rethink, a digital service design and innovation agency from Tallinn, takes a fundamentally different approach. They follow the entire NBB HUB DNA trajectory. Not a quick pitch, but a thorough process around positioning, value proposition, and cultural translation.

We align their DNA with the Belgian ecosystem, with clear entry points in education and the public sector.

“The quality of the landing depends a lot on the precision of the preparation. Rethink realizes you need to know the landscape before you land in it.”

Belgium a country?

A frequently underestimated obstacle. Companies see Belgium—and by extension the Benelux—as one market.

Pieter laughs:

“The Benelux isn’t a country. Belgium alone is three markets: Flanders, Wallonia, Brussels. Each with different rules, networks, and expectations. And that applies to the Netherlands too.”

That’s why local guidance isn’t a luxury. It’s the only way to avoid months lost to misunderstandings, cold contacts, and false assumptions. The NBB HUB isn’t an intermediary, but a navigation partner. Not “we’ll do it for you,” but “we’ll teach you to land as it works here.”

Ready to land in Belgium?

Discover how your company can land smoothly in Belgium — with a co-pilot who knows the terrain, the networks, and the fastest route to success.

Discover the NBB Hub

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by sander

In the Cockpit with Rémy: From Tennis Court to Phone Line

Before Rémy Van Haver started his sales career, he was on the tennis court. At sixteen, he coached adults. That was not obvious. “They looked at me as if I was their son. Until I stepped onto the court, played ten points, and won. Then I got respect,” he says. “That moment taught me that if you want to be convincing, you have to show it yourself first. Don’t talk, just do.”

Today, Rémy applies this principle as a sales coach at “Sales with Insight.” His career took him from Pepperminds, where he led a team of ninety students, to Salesforce in Dublin, and then to coaching and training in Belgium.

The Rotten Apple and the Power of Patience

Rémy likes to compare client development to a fruit bowl. “Everyone has their thoughts: finance, HR, sales, but often there’s no apple named ‘coaching’ yet. By staying visible via videos, LinkedIn, or a phone call, you place that apple there yourself. At first they ignore it, but over time it starts to ferment. You influence their mindset.”

Research shows prospects need multiple touchpoints before taking action (Kahneman & Tversky, 1979). That captures his approach: no shortcuts, but rhythm and presence.
“You don’t have to convince anyone in a single conversation. You just have to show up often enough not to be forgotten.”

From Video to Connection

His favorite medium is video—not commercials, but short, spontaneous messages with humor.
“Recently I was literally in bed with a cap on because I had a cold. But it worked. People felt it was real.”

He recalls a specific video to a CEO: “I just said: I’m not applying for a job, but I saw you offer training. Do you do that internally or externally? No script, just human. Four videos, four responses. That’s proof enough.”

Research confirms that multichannel prospecting — video, LinkedIn, and calling — significantly increases engagement (Sopro, 2025). Rémy’s approach combines reach with reliability.

Cold Calling Isn’t Dead, It’s Got Smarter

“At Salesforce, I did deep freeze calling,” he says. “Lists of fifty companies a day, five contacts per company, just calling. It worked because you had the Salesforce name behind you. But now I do it differently. I never call without a reason.”

He calls his method proactive calling: first connect on LinkedIn, then a video, then the phone. “You’re no longer a stranger. It’s not a cold call but a warm conversation.”

EQ Off, Perseverance On

“People with lots of empathy often stop too early,” he says. “They feel the other person is busy and think: I’ll leave them alone. But sales sometimes requires you to park your EQ for a moment.”

His golden rule: if someone says they’ll call back and doesn’t, that’s no reason to stop.
“Call again on Thursday. Send a message on Friday. Call again on Tuesday. Not to push, but to show you mean it.”

Studies show it takes around eight attempts to reach a prospect, and eighty percent of prospects say “no” four times before they say “yes” (Resimpli, 2025). Rémy’s strength is knowing this—then persevering.

The Generation Gap and the Power of a Meme

“My generation communicates differently,” he says. “We send voice notes, memes, or just a ‘haha’ without context. It may seem airy, but it connects.”

He also uses humor in prospecting. “After three days without a reply I sometimes send a meme of Pablo Escobar staring into space. No text. Usually I get a laugh and a reply. It doesn’t work for everyone, but when it fits, it’s gold.”

Research shows Gen Z doesn’t shy away from calling. While 61% prefer text for personal contact, 71% say calling is still the fastest, most effective way to solve business problems (McKinsey, 2024).

LinkedIn as a Training Ground

Rémy posts weekly on LinkedIn—not just for visibility, but to train rhythm.
“At first, I let AI write my content. But it felt cold. Now I type everything myself, from experience. It’s more human and my reach grows.”

Recently he received a message: “Hey, saw your post — funny, by the way — can we talk?” Not a cold lead, but a warm opening.
In an era of AI content, audiences crave authenticity. By sharing human stories and vulnerability, Rémy builds trust even before the first conversation.

The Power of Coaching and Fun

What does he love most? “Helping people rediscover the fun in prospecting. Not fear, but play. We call together, laugh at mistakes, improve along the way. Sales isn’t an exam. It’s a game you learn from in every call.”

The link with tennis is obvious. “I don’t teach people how to win, but how to play better. Rally after rally, point after point. That’s also true for developing new customers.”

What We Can Learn From Rémy

  1. The phone is alive if you use it smartly. Gen Z does call — with context. First connect, then call.
  2. Use multiple channels. Video, LinkedIn, and calling reinforce each other. Combine for faster recognition and recall.
  3. Perseverance beats perfect timing. Most sellers stop too soon. Relevant, repeated presence makes the difference.
  4. Authenticity beats perfection. A cap, a cough, a smile — it makes you human. Do what suits you. That builds trust and joy.
  5. See sales as a game, not a test. Every call is practice. Mistakes happen. Those who learn to play, keep growing.
  6. Blend old and new. Modern tools help, but the core is human contact, listening, and persistence.

Conclusion

Rémy Van Haver embodies the new generation of sales professionals rewriting the rules without abandoning the foundation.

PS: If you ever get a Pablo Escobar meme in your inbox, you’ll know: you’re in Rémy’s fruit bowl. And that’s a good sign.

References

  1. Abstraktmg. (2025). What You Need to Know About Multi Channel Prospecting. abstraktmg.com
  2. British Council. (2024). Gen Z in the Workplace… corporate.britishcouncil.org
  3. Cognism. (2024). The State of Cold Calling in 2024. cognism.com
  4. Kahneman, D., & Tversky, A. (1979). Prospect Theory…
  5. McKinsey (2024). Why Your Kids Aren’t Calling You… mckinsey.com
  6. Resimpli. (2025). 65 Cold Calling Statistics… resimpli.com
  7. Salesmate. (2024). Is Cold Calling Dead… salesmate.io
  8. Sopro. (2025). The Ultimate Guide to Multi Channel Prospecting. sopro.io

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by sander

Cockpit Conversation with Koen De Keersmaecker

Images for Moments that Matter

That’s what I discussed with Koen De Keersmaecker, visual facilitator and founder of Bizzuals. He guides teams through those crucial moments when words fall short—when what really matters is clarity, connection, and shared understanding. Visualization strengthens that shared understanding and accelerates decision-making (Eppler & Platts, 2009).

“Drawing,” says Koen, “helps to make clear what we’re actually talking about. In the end, everyone understands what was said. Because as you draw, you see it—and that changes everything.” This process works as a boundary object—a bridge connecting different perspectives within teams (Star & Griesemer, 1989).

Images in conversations that matter

Koen often works with leaders trapped in abstract language. “We talk about ‘strategy,’ ‘change,’ ‘culture,’ but nobody draws what that means,” he says. “And then you notice the conversation stays vague.”

As soon as you draw it or use an image, you see where things go wrong. Everyone looks at the same sheet—and literally, we get on the same page. This is a practical example of how visualization enhances alignment and collaboration (Morgan & Liker, 2006).

That’s what visualization does: it doesn’t beautify—it clarifies.

He uses visualisation for the conversations that count:

  • when starting change programs where alignment is missing (Morgan & Liker, 2006),
  • during projects where coordination falters,
  • and in strategic or commercial meetings where decisions are made.

“Whether it’s with teams, boards, or clients, the power lies in looking together—not just talking.”

Bikablo and Obeya: structured clarity

Koen is a certified Bikablo trainer, a globally recognized method for visual communication. “Bikablo isn’t an art course,” he explains. “It’s a visual language you learn to speak. You use simple patterns, symbols, frames. They bring structure so everyone understands. It’s not about talent—it’s about technique and attention.” Structuring shared visual information makes change more efficient and helps insights stick (Mascitelli, 2020).

He also works with the Obeya concept—literally “big room” in Japanese—a physical or virtual space where everything connects: strategy, obstacles, progress. “In an Obeya, you see the whole picture. The walls tell the team’s story. People see where they stand, what others are working on, and what’s missing. That openness creates a culture of shared responsibility.”

From drawing to meaning

“Drawing is thinking,” says Koen. “But it’s also listening. When I draw during a conversation, you can feel the energy shift. People lean in, correct each other, add things. The image becomes common ground. And that sticks much longer than words.”

Participatory visualization creates strong shared ownership and group memory (Savioja et al., 2014).

His approach is radically participative. “I never draw for people; I draw with people. That way, insight doesn’t emerge afterward in a report—it happens during the conversation itself.”

The poster in the kitchen

Koen smiles when he repeats the phrase: “The poster in the kitchen—that’s proof of impact for me. It’s still hanging there weeks later. Everyone who walks in recognizes the story. New colleagues instantly get what’s going on. Then I know: this worked.”

He stresses that visualizations aren’t temporary. “Reports disappear into folders. But drawings stay alive. They invite. They provoke. They’re both conversation starters and agreements in one.” That’s exactly what makes visual tools so powerful for lasting organizational change (Star & Griesemer, 1989).

Stickers, symbols, and the language of images

Not every moment allows time to draw. “Sometimes the context doesn’t fit, or there’s no time,” Koen admits. “Then I work with prepared visual elements—stickers, symbols, icons—to still make the conversation visual. You put them on the table, move them around, combine them. That’s also visualization.”

He emphasizes that this way of working isn’t casual. “‘Quick and dirty’ doesn’t exist in my world. Either you learn to draw—for instance through Bikablo—or you work carefully with well-designed visual tools. Because those symbols mean something—they help thinking. You use them during the conversation to build shared understanding together.”

That precision, he says, is what makes the difference. “Visualization isn’t improvisation. It’s focus. You rearrange words until meaning becomes visible.”

From moment to momentum

According to Koen, visualization works not only during workshops but especially at the right moment. “It’s all about those moments that matter—decisive meetings, stalled change processes, teams that don’t understand each other. Those are tipping points. When you visualize there, you turn a single moment into momentum.”

He sees it every day. “After one session people say, ‘Now I see it.’ And that’s often literally true—they see for the first time where the problem lies, why the direction is off, or which step is missing.”

Visualization as a continuous compass

For Koen, a good image is more than a drawing—it’s a continuous reference point. “An organization needs a visual memory. That prevents having the same discussions over and over again. A good image is an anchor; it reminds people why they do what they do.” Visual models demonstrably act as a shared organizational memory (Eppler & Platts, 2009).

In his Imagineering Lab at Bizzuals, he brings people physically together around those images. “The walls hold stories, systems, strategies. We make it visible. When something is complex, we shouldn’t talk it out—we should show it.”

Lessons from the cockpit

The conversation with Koen struck a chord. At Add Business, I’ve worked for years with visualization in client conversations that matter. Together with Stefaan Ooms from Toughcrowd, I develop pitch visuals—simple, powerful images that make complex value tangible, often starting from a sketch.

But where we visualize at the moment of the client dialogue—the moment of truth—Koen starts one step earlier. He visualizes internally, before the first client is even approached. And he teaches it to the users themselves.

His method helps organizations prepare for those key moments—so conversations, meetings, and transitions become clear, efficient, and human. We meet in the same mission: to move beyond words. To create images of what matters—so that the essence doesn’t get lost in abstraction, but takes shape, literally and figuratively.

About Koen De Keersmaecker

Koen is a visual facilitator, trainer, and coach at Bizzuals, specializing in Business Agility, Lean Startup, and Design Thinking. As a certified Bikablo trainer and Obeya coach, he helps organizations bring clarity to transitions, strategies, and collaboration.

More about his work: bizzuals.com or bikablo.com or hello@bizzuals.com

References

  • Eppler, M. J., & Platts, K. W. (2009). Visual representations in knowledge management: framework and cases. Journal of Knowledge Management, 13(6), 112–123.
  • Mascitelli, R. (2020). Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. Technology Perspectives.
  • Morgan, J., & Liker, J. K. (2006). The Toyota Product Development System: Integrating People, Process, and Technology. Productivity Press.
  • Savioja, P., Koskinen, H., & Lehtonen, T. (2014). Shared visualizations in participatory workplace design. CoDesign, 10(2), 120–135.
  • Star, S. L., & Griesemer, J. R. (1989). Institutional ecology, ‘translations,’ and boundary objects: Amateurs and professionals in Berkeley’s Museum of Vertebrate Zoology, 1907–39. Social Studies of Science, 19(3), 387–420.

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by sander

On attention, trust, and the art of leadership

Learning to see without certainties

During the Etion event at the Royal Museum of Fine Arts Antwerp, art, leadership, and humanity came together in a remarkable way. No management jargon, no frameworks or PowerPoints — just two voices speaking from experience, vulnerability, and conviction.

Carmen Willems, director of the KMSKA, shared the long journey toward the museum’s reopening — a process filled with delays, uncertainties, and expectations. “You have to be able to see it before it exists,” she said. Not only about the building, but about the people who make it real. About trust that has no proof yet. About the power of continuing to look, even when things aren’t finished.

Karen Donders, Director of Public Mission, Talent & Organization at VRT, complemented her story. She spoke about leadership under pressure and public scrutiny — about balancing control and release. “Leadership isn’t about controlling everything. It’s about daring to let go, while still being present.”

She described how her role often isn’t about making all the decisions, but about creating space for others to do so. Where Carmen spoke about vision and belief, Karen spoke about trust and proximity. Two perspectives that met — showing that real leadership doesn’t come from conviction alone, but from connection.

The silence that speaks

After the event, I lingered in the museum halls. My gaze stayed fixed on Two Walloon Peasant Children by Léon Frédéric. Two girls, sitting side by side, silently connected. No spectacle, no grandeur. Just calmness, simplicity, humanity.

It struck me because it showed something that often gets lost in leadership: the power of being present. And presence requires silence — just like art. That’s definitely a personal challenge in my own leadership 😊 Being present in silence.

From Canvas to Cockpit

What artists do closely resembles what good leaders do. They learn to see without certainties. They dare to question their own perspective. They build something that doesn’t yet exist, but which they sense will hold meaning.

In my work at Add Business, I try to do the same — only from the cockpit of organizations. I help entrepreneurs and teams sharpen their vision. Not by pushing harder, but by seeing better. By making visible the patterns that block growth.

The art of leadership

Perhaps that’s what this encounter at the KMSKA reminded me of: leadership is not a role or a function, but a way of seeing — of being present.

Just as art challenges us to look differently at what we think we know, good leadership challenges us to look differently at ourselves — and at the people we build with.

In that gaze, in that act of learning to see without certainties, real progress begins.

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by sander

NBB HUB: Helsinki as Proof of Concept — Two Days, One Living Ecosystem

Helsinki as Proof of Concept: Two Days, One Living Ecosystem

The Nordic Business Forum in Helsinki was much more than an event. It became the moment where I could truly put my methodology to the test.

Walk your talk: the ultimate test

With Add Business, I step in as a co-pilot. With Companyonwise, I always start from DNA Discovery — the process of uncovering what truly drives organizations. I apply that same logic to myself. The connection between Brussels and Tallinn is no coincidence; it’s a deliberate strategy — to build a living ecosystem that helps Nordic and Baltic companies enter Belgium, starting from their own DNA.

But this had to be more than just a strong narrative. It had to be proven — in practice, at a single event. I had two days. No team, no luxury of preparation. Only the Brella app — a matchmaking platform that connects people based on shared profiles and interests — and one belief: if this methodology worked, I would be able to assemble a functioning ecosystem in 48 hours.

Growth, innovation, and digitalisation: the driving force of the ecosystem

During the Nordic Business Forum, a mosaic of connections came together in just two days. The network included professionals from software development, leadership, talent acquisition, legal, sales, branding, and education. Names like Timo Kempanen (Growth Agency), Kai Lempinen (Appmore), Lasse Kukkonen (Leadership Coaching), Lise-Lotte Laane (Sorainen), Juha Qvick (SalesFrame), and Mari-Liis Ahven (Optimist Public) represented more than business functions — they became the building blocks of an ecosystem connecting technology, people, and markets.

The result was not a loose collection of conversations, but a coherent network of fourteen complementary experts — each contributing their own strength: growth, innovation, digitalisation, human development, branding, legal expertise, and academic insight. Together, they form the essence of what NBB HUB stands for: a multidisciplinary, international alliance where knowledge, network, and practice reinforce one another to create sustainable market access.

From markets to ecosystems: the bigger picture

When I founded NBB HUB, I — like many others — approached it through the lens of markets, data, and entry strategies: approaching companies, creating analyses, mapping out competition. Important, but incomplete. Modern businesses no longer operate in isolated markets, but in dynamic networks of collaboration and co-creation. This is even truer once those networks cross borders. Belgium is the perfect example: a country that seems complex at first glance, but whose diversity makes it a natural hub for European expansion.

Research confirms that business ecosystems — networks of organizations that cooperate and compete in the delivery of goods and services — are now critical for innovation, sustainability, and competitiveness (Espina-Romero et al., 2023).

But an ecosystem is much broader than just events. It includes universities and business schools (such as Vlerick, Solvay, and Antwerp Management School) that nurture talent and share knowledge; sector federations (like Agoria, Fevia, and essenscia) that represent their industries; and membership organizations (such as Voka and BECI) that unite thousands of companies. The art of internationalisation lies in knowing where these worlds intersect — and how to gain strategic access to them.

The human factor: DNA as a compass

This vision took shape for me last year when I met Lars-Erik Hion and Jana Kukk of Rethink on the same stage. Together, we mapped their organizational DNA — their authentic simplicity, their strength. That DNA became the foundation of their growth. Their story confirmed what I intuitively already knew: success in a new market doesn’t begin with data or strategy, but with identity. Companies that land successfully don’t come merely to find clients; they come to find partners who resonate with their DNA. That’s how sustainable ecosystems are built — from the inside out.

Theory becomes practice

The beauty of the NBB HUB narrative is that it is not based on theory to be tested later, but on real-time evidence. Helsinki became the proof of concept. I preach ecosystem thinking, I start from DNA Discovery, and I offer co-pilot guidance — and in Helsinki, I demonstrated that it works. In just 48 hours, I built a living ecosystem: fourteen professionals, six sectors, three countries. No spreadsheets, no reports — just practice that worked.

NBB HUB doesn’t operate from a distance but through proximity. Ecosystems are not static structures — they are living organisms. They grow, shift, and adapt. Their power lies in connection — exactly what Helsinki revealed.

References

  • BCG Henderson Institute. Building Trust in Business Ecosystems. Boston Consulting Group, 15 September 2022.
  • Espina-Romero, Laura C., et al. 7 Topics That Business Ecosystems Navigate: Assessment of Scientific Activity. Frontiers in Environmental Science 11 (2023).
  • Rifa’i, A., Wibowo, A., & Kurniawan, A. Three Decades of Research in the Field of Business Ecosystem: A Bibliometric and Content Analysis. Cogent Business & Management 10, no. 2 (2023).

Ready to land in Belgium?

Discover how your company can land smoothly in Belgium — with a co-pilot who knows the terrain, the networks, and the fastest route to success.

Discover the NBB Hub

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by sander

Efficiency and Empathy: The Paradox of AI in Sales

Paradoxical Thinking as a Driver of Innovation

Paradoxical thinking invites us to embrace and combine apparent opposites into new insights, rather than choosing a single extreme (Lewis & Goldin 2015). By challenging participants not to choose between efficiency or empathy but to pursue both, a meaningful peer-learning atmosphere emerged: sales professionals shared concrete examples of how they balance AI with humanity.

1. The Productivity Paradox: Time Savings and Workload

AI promises time savings through automated prospecting, lead scoring, and reporting, but can increase workload as expectations and tasks multiply (Brynjolfsson & McAfee 2014). By setting clear boundaries with realistic KPIs and joint review sessions, teams can temper the productivity paradox and enhance job satisfaction.

2. Individual versus Organizational: Freedom and Control

Salespeople quickly discover convenient AI tools; organizations require governance, compliance, and data security (Mikalef et al. 2020). A paradoxical approach enables organizations to provide experimental space within clear policy frameworks, strengthening both innovation capacity and consistency.

3. Reach versus Value Creation: More Prospects and Deeper Relationships

AI increases the number of contact moments with prospects, but true customer value arises in personal follow-up and trust (Smith & Sprachman 2019). By refining segmentation criteria and defining measurable value metrics (e.g., Net Promoter Score), sales teams achieve both quantitative growth and qualitative customer satisfaction.

4. Preparation versus Authenticity: Data-Driven and Spontaneous

Data analysis and AI-supported scripts improve preparation for client conversations, but can make them feel artificial (Ransbotham et al. 2017). Paradoxical thinking encourages sales professionals to leverage AI-driven insights without losing their authentic voice, resulting in conversations that are both well-supported and genuinely human.

AI Makes Us More Human

By delegating routine tasks to AI, space is created for what distinguishes us: empathy, creativity, and judgment (Brynjolfsson & McAfee 2014). The real gain lies in combining digital intelligence with human connection, with AI serving as a catalyst for deeper customer relationships and innovation.

The Sales Professional of 2030

The future belongs to those who neither avoid AI nor rely on it blindly, but use it as an intelligent instrument to amplify fundamentally human talents. Only then can we create sustainable growth and meaningful customer relationships.

Bibliography

  • Brynjolfsson, Erik, and Andrew McAfee. The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. New York: W. W. Norton & Company, 2014.
  • Lewis, Michael, and Ian Goldin. “Paradoxical Leadership and Innovation.” Journal of Business Strategy 36, no. 2 (2015): 34–42.
  • Mikalef, Patrick, Dimitrios Krogstie, Stephan Pappas, and Ole K. A. Mentz. “Investigating the Effects of Big Data Analytics Capabilities on Firm Performance: The Mediating Role of Dynamic Capabilities.” Information & Management 57, no. 2 (2020): 103–247.
  • Ransbotham, Sam, David Kiron, Philipp Gerbert, and Martin Reeves. Reshaping Business with Artificial Intelligence: Closing the Gap between Ambition and Execution. Boston: MIT Sloan Management Review, 2017.
  • Smith, Brian, and Michael Sprachman. “Human–AI Collaboration in Decision-Making.” Organizational Dynamics 48, no. 3 (2019): 100–109.

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by sander