Cockpit conversations

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.

Choosing Means Losing – Or Actually Winning?

What struck me immediately about Nicolas was his uncompromising focus. FiftyFivePlus is there for people aged 55 and over, period. Not for those in their forties, not for younger people. That choice takes courage. In a market where everyone wants to serve “everyone,” Nicolas deliberately chose a niche that is often overlooked. He explained how challenging it can be to say no to projects outside his target group, but how that clarity actually builds trust—both with clients and with the target audience itself.

His approach confirmed something I increasingly see among entrepreneurs: those who try to be everything to everyone, ultimately become important to no one. A sharp choice is not a limitation, but a lever. It forces you to focus your offering, communication, and energy on the people you truly want to reach.

Keep Talking When Times Are Tough

Nicolas shared a second insight that stuck with me: communication is not a fairweather friend. Especially when the economy is tough, when the market is uncertain, he keeps actively calling and engaging in conversations. Not to push, but to listen and maintain relationships. It’s an approach that may seem old-fashioned, but in practice, it makes all the difference—especially for his audience, who value personal contact.

This reminds me of the story of Euristiq from the WAW series: a Ukrainian software company that, during the war, consciously continued to invest in human contact and proactive outreach, even from bomb shelters. There too, it became clear: you don’t build trust with newsletters, but by truly being there—especially when others fall silent.

Experience as Undervalued Capital

What connected us in the conversation was a belief in experience. In a world often obsessed with young talent, Nicolas recognizes the power of people with a backpack full of life lessons. Those over 55 have learned to choose, to put things in perspective, to fail, and to get back up. That wisdom is not a burden, but an indispensable asset for companies that want to grow with impact.

This touches on a broader trend: experience as capital. Not as nostalgia, but as a source of resilience and focus. In turbulent times, it’s often the seasoned professionals who make the difference—precisely because they know that staying on course starts with daring to choose.

The Cockpit Metaphor: Entrepreneurship Is Navigation

What I take away from this encounter—and from the stories in the WAW series—is that entrepreneurship is, above all, about navigation. You’re at the controls, but the route is rarely straightforward. Choosing a direction takes courage. Continuing to communicate takes discipline. And experience is the compass that helps you adjust course when the storm hits.

These are universal lessons, but they gain extra meaning when you hear them from entrepreneurs who have lived them. Whether it’s a start-up in business coaching or a platform for senior talent: the common thread remains the same. Dare to choose. Keep the conversation going. And see experience not as something from yesterday, but as fuel for tomorrow.

From Automotive to Ecosystem: Daring to Choose and Thoroughly Research

After more than fifteen years in the automotive sector, Artan feels his personal growth has stalled. Instead of clinging to security, he chooses to follow his passion: connecting Kosovo and the Netherlands in business. Notably, he doesn’t immediately search for the first client, but invests six months in thorough market research. Without calling it that, he applies the Jobs-to-be-Done methodology by Christensen: he does not start from a product or service, but investigates what progress (“jobs”) companies in the Netherlands and Kosovo truly want to make, what pains they experience, and what gains they are looking for. Only when those underlying needs are clear does he develop his offer and build his ecosystem. For salespeople, this is an essential lesson: start from your customer’s real need, not from your own solution.

Building Relationships According to the Business Relationship Development Model by Edvardsson

Artan’s approach closely resembles the Business Relationship Development Model by Edvardsson, which describes how prospects go through three phases: from unknown, to recognized, to desired. By first investing in market research and building trust—with governments, local partners, and businesses—he positions Business Match Kosovo as a reliable link in the international ecosystem. His journey shows that sustainable growth starts with laying a strong foundation, not with quick deals. For salespeople too: relationships develop in stages, and each phase requires a different approach.

Entrepreneurial Selling According to Deutsch & Wortmann: Co-creating Value and Being of Service

What makes Artan unique is his ability to continuously co-create value with his clients, a core principle of Entrepreneurial Selling as described by Deutsch and Wortmann. He doesn’t sell off-the-shelf solutions but listens, connects, and builds long-term partnerships. His business model—with fixed fees, staff leasing, and subscriptions—is flexible and always focused on reciprocity and transparency. Service and clear boundaries go hand in hand for him: he manages a maximum of five projects at a time to guarantee quality and focus. For sales professionals: this is the difference between selling and truly helping.

Lean Startup According to Ries: Experimenting, Learning, Scaling

Business Match Kosovo is a textbook example of the Lean Startup methodology by Ries. Artan starts small, tests his concept in different sectors, learns from each project, and continuously refines his proposition. He optimizes his processes and builds an ecosystem that can easily be replicated in other countries. His growth ambition is not about rapid staff expansion, but about further refining the model and expanding through partnerships. For salespeople too: dare to experiment, learn from every conversation, and constantly fine-tune your approach.

Practical Lessons from Business Match Kosovo

• Give yourself time to research before you jump. Sustainable success begins with a deep understanding of the market and your customer’s real job-to-be-done.
• Invest in relationships and ecosystems, not just transactions. Trust and collaboration are the foundation for growth.
• Be of service, but guard your boundaries. Quality over quantity leads to lasting impact.
• Keep learning and adjusting. Every new client or sector is a chance to refine your approach.
• Dare to choose differently than the masses. Courage is not just in jumping, but in choosing a well-thought-out, personal path.
• For salespeople: Put your customer at the center, dare to ask questions, and don’t be afraid to rethink your own approach.

The Power of the Matchmaker

Katrien Daems’ role as matchmaker underlines the importance of quality introductions and trust. Thanks to her, the first contact takes place, which is the beginning of a fruitful conversation and potentially a collaboration. This highlights that business development is not only about strategy, but also about people willing to help each other grow.

Models and Paradoxical Thinking: Inspiration, Chaos, and Structure

The success of Artan and Business Match Kosovo reveals a fascinating paradox every entrepreneur and salesperson will recognize: the tension between intuitive action and following structured models. Intuition often acts as a source of inspiration—it gives energy, enables quick switching, allows you to change your mind, get lost, and move forward again. Artan’s entrepreneurship begins exactly there: listening to his gut, experimenting, adjusting, and occasionally losing his way. Only in hindsight do the ‘dots’ connect and does each chaotic moment reveal its place in the bigger picture.

At the same time, models such as Jobs-to-be-Done (Christensen), the Business Relationship Development Model (Edvardsson), Entrepreneurial Selling (Deutsch & Wortmann), and Lean Startup (Ries) offer a kind of linear predictability.
They start from steps, assumptions, and logical sequences toward growth and success. They are valuable because they provide grip, introduce structure, and help avoid reinventing the wheel every time.
But it’s not an either-or story: both work—intuition and models—and their power lies in the combination. The real art is in blending the inspiration and chaos of intuition with the direction and clarity of models. That’s how sustainable business development and sales emerge—both creative and effective.

References

Christensen, C.M., Hall, T., Dillon, K., & Duncan, D.S. 2016. Competing Against Luck: The Story of Innovation and Customer Choice. HarperBusiness.
Edvardsson, B., Holmlund, M., & Strandvik, T. 2008. “Initiation of business relationships in service-dominant settings.” Industrial Marketing Management, 37(3): 339–350.
Blank, S. 2005. The Four Steps to the Epiphany: Successful Strategies for Products that Win. Cafepress.com.

Chetty, S. K., & Holm, D. 2000. “Internationalisation of small and medium-sized manufacturing firms: A network approach.” International Business Review, 9(1): 77–93.

Coviello, N. E., & Munro, H. J. 1995. “Growing the entrepreneurial firm: Networking for international market development.” European Journal of Marketing, 29(7): 49–61.

Granovetter, M. 1985. “Economic action and social structure: The problem of embeddedness.” American Journal of Sociology, 91(3): 481–510.

Håkansson, H., & Snehota, I. 1995. Developing Relationships in Business Networks. Routledge.

Moenaert, R., & Robben, H. 2022. The Customer Leader: A New Model for Creating Growth and Value. Kogan Page.
Ulaga, W., & Eggert, A. 2006. “Relationship value in business-to-business markets: The construct and its dimensions.” Journal of Business-to-Business Marketing, 13(2): 73–99.

Working Amidst Uncertainty

In the first weeks after the invasion, it quickly became clear that our priorities had to shift. The uncertainty was immense: would clients still trust us? Would they work with a company based in a war zone? That doubt pushed us to the limit. My team and I often worked 10 to 12 hours a day to prove that we were reliable despite the circumstances. From bomb shelters and makeshift workspaces, we remained operational, determined to provide our clients with the service they had come to expect from us.

Changing Our Business Development Strategy

Before the war, Ukraine’s IT sector was thriving. We received many inbound requests via LinkedIn and our website. But by late 2021, geopolitical tensions were already slowing the market. When the war broke out, passive waiting was no longer an option. We had to take control ourselves.

We switched to a proactive outreach strategy, actively engaging with clients and building networks through conferences and personal meetings. Face-to-face encounters proved to be crucial: clients wanted to see and hear that we were still operational and that working with us did not pose a risk.

Opportunities in Times of Crisis

Unexpectedly, the war also presented a paradoxical opportunity. About 90% of our new clients during this period had some affinity with Ukraine – they saw working with us not just as a business decision but also as an act of support. Our technical expertise and resilience were recognized and valued.

One example that stands out is an American client who had hesitated for nearly a year about working with us. In March 2022, in the midst of the war, they finally took the step and signed the contract. The trust we had built paid off.

Cultural Differences in Business Development

In crisis situations, cultural differences become more pronounced. In Europe, particularly in Scandinavia, trust-building is a slow process, but once established, it leads to long-term relationships. Americans, on the other hand, make quicker decisions and are willing to take risks – but if results disappoint, they can disengage just as quickly.

This insight helped us adapt our approach to different markets. We learned to be patient with European clients and to conduct fast, convincing conversations with American partners.

The Power of Conferences

Despite the risks, I continued attending conferences, including the Nordic Business Forum. Being present in person gave us a unique opportunity to build trust and dispel skepticism about doing business with a Ukrainian company. Not everyone was immediately ready to collaborate, but the conversations held there laid the foundation for future deals.

What Does Courage in Leadership Mean?

Courageous leaders dare to admit they don’t have all the answers. They acknowledge uncertainty but continue seeking solutions together with their teams. I remember a client who expanded their business in the early months of the war. Their confidence and strategic risks inspired us immensely.

Leadership is not about infallibility; it is about honesty, resilience, and trust in your team.

My Message to Business Development Professionals

Every crisis is an opportunity. It forces you to think differently, become stronger, and build deeper connections with clients. Business is not a transaction – it is a relationship. People work with people, not just with companies.

The concept of anti-fragility is particularly relevant here. Just as a tree grows stronger after pruning, businesses can grow by overcoming setbacks. The war has not only tested us but also shaped us into a more resilient, innovative company.

What the future holds, no one knows. But what I do know is that we will keep moving forward. Not despite the crisis, but because of the lessons we have learned from it.

Euristiq

Euristiq is an innovative software development company based in Lviv, Ukraine, specializing in digital transformation and custom software solutions for businesses with global impact. As an AWS partner and ISO 27001-certified provider, Euristiq has been helping clients since 2016 to digitize operations, modernize technology, and transform business processes, delivering high-quality technical solutions for complex challenges across various industries.