{"id":1774,"date":"2025-11-13T00:00:53","date_gmt":"2025-11-13T00:00:53","guid":{"rendered":"https:\/\/addbusiness.be\/?p=1774"},"modified":"2025-11-06T09:45:17","modified_gmt":"2025-11-06T09:45:17","slug":"the-flywheel-of-digital-health-how-biometriq-builds-an-ecosystem","status":"publish","type":"post","link":"https:\/\/addbusiness.be\/en\/2025\/11\/13\/the-flywheel-of-digital-health-how-biometriq-builds-an-ecosystem\/","title":{"rendered":"The Flywheel of Digital Health: How Biometriq Builds an Ecosystem"},"content":{"rendered":"

[vc_row row_height_percent=”0″ overlay_alpha=”50″ gutter_size=”3″ column_width_percent=”100″ shift_y=”0″ z_index=”0″ uncode_shortcode_id=”157292″ css=”.vc_custom_1724092097497{padding-bottom: 100px !important;}”][vc_column width=”1\/6″][\/vc_column][vc_column width=”4\/6″][vc_column_text uncode_shortcode_id=”849975″]How much courage do you need to slow down before you speed up? That question lingered after my conversation with Pieter Josson<\/strong>, co-founder and CEO of Biometriq. What he and his team do may seem obvious at first\u2014helping 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.<\/p>\n

From Analog to Digital<\/h2>\n

In 2019, Pieter Josson and Tijs Engelreist started Biometriq. They saw what many missed\u2014a 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.<\/p>\n

Pieter:<\/strong> \u201cIt\u2019s still an underdigitized profession. We fully invest in integrating the latest technologies into our platform, so dietitians can work more efficiently.\u201d<\/p><\/blockquote>\n

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

Reflection<\/h3>\n

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\u2014the success lies not just in data and algorithms, but especially in how dietitians can use them in daily practice.<\/p>\n

\n

The Strategic Choice That Changed Everything<\/h2>\n

Where many digital health startups chose B2C, Biometriq consciously went B2B.<\/p>\n

Pieter:<\/strong> \u201cMany companies in digital health take a B2C approach from the start. Our luck was that we didn\u2019t do that. That gave us a solid base.\u201d<\/p><\/blockquote>\n

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<\/strong>. Such insights force segmentation and choices reaching beyond the first ring of customers.<\/p>\n

Reflection<\/h3>\n

Christensen (1997) states that successful innovation starts from the job-to-be-done. Biometriq illustrates this: it\u2019s not about software per se, but about making the dietitian\u2019s 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.<\/p>\n<\/section>\n

\n

From First Customers to Ecosystem Leverage<\/h2>\n

The early years were about cold calling and one-on-one sales.<\/p>\n

Pieter:<\/strong> \u201cWe come from a very manual one-on-one sales approach. Now, we\u2019re switching to much more event-led growth.\u201d<\/p><\/blockquote>\n

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.<\/p>\n

Reflection<\/h3>\n

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.<\/p>\n<\/section>\n

\n

From Platform to Ecosystem<\/h2>\n

The answer is a two-sided marketplace: software for practitioners and a digital gateway for organizations.<\/p>\n

Pieter:<\/strong> \u201cOn 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.\u201d<\/p><\/blockquote>\n

This creates value for companies\u2014well-being, motivation, employer branding\u2014and for mutual funds and insurers\u2014prevention and referral.<\/p>\n

Reflection<\/h3>\n

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.<\/p>\n<\/section>\n

\n

Pioneering between Chaos and Structure<\/h2>\n

Pieter Josson:<\/strong> \u201cI think we made a billion mistakes.\u201d<\/p><\/blockquote>\n

The European market is still \u201cimmature\u201d 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.<\/p>\n

Reflection<\/h3>\n

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.<\/p>\n<\/section>\n

\n

The Flywheel in Action<\/h2>\n

With a recent funding round and a modest profit last year, momentum is building.<\/p>\n

Pieter Josson:<\/strong> \u201cWe want to expand to France, but always with respect for the ecosystem.\u201d<\/p><\/blockquote>\n

This is what Jim Collins calls the flywheel\u2014consistent, reinforcing actions that accelerate over time.<\/p>\n

Reflection<\/h3>\n

Collins (2001) shows that growth rarely comes from a single big leap, but from repeated efforts that build momentum together. Moore\u2019s Crossing the Chasm<\/em> (1991) confirms why Biometriq first anchored its niche before rolling out more broadly.<\/p>\n<\/section>\n

\n

Lessons from the Biometriq Cockpit<\/h2>\n
    \n
  • Slow down before you speed up.<\/strong> First understand, then build, then scale.<\/li>\n
  • Ecosystem over competition.<\/strong> Position yourself as a facilitator, not a replacer.<\/li>\n
  • Scale through segment focus.<\/strong> Start with a niche, then broaden.<\/li>\n
  • B2B as a bridge to B2C impact.<\/strong> Organizations often reach more end users than direct B2C channels.<\/li>\n<\/ul>\n<\/section>\n
    \n

    Conclusion<\/h2>\n

    Biometriq shows how entrepreneurs win their first customers through personal contact, perseverance, and validation\u2014and then break through by thinking in ecosystems, making sharp choices, and leveraging network effects.<\/p>\n

    First conquer the niche, then leverage the network, and eventually set the flywheel in motion.<\/p>\n

    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.<\/p>\n<\/section>\n

    \n

    References<\/h2>\n
      \n
    • Blank, S. (2013). The Four Steps to the Epiphany<\/em>. K&S Ranch.<\/li>\n
    • Brandenburger, A.M., & Nalebuff, B.J. (1996). Co-opetition<\/em>. Currency Doubleday.<\/li>\n
    • Christensen, C.M. (1997). The Innovator\u2019s Dilemma<\/em>. Harvard Business School Press.<\/li>\n
    • Collins, J. (2001). Good to Great<\/em>. HarperBusiness.<\/li>\n
    • Edvardsson, B., Holmlund, M., & Strandvik, T. (2008). Industrial Marketing Management<\/em>, 37(3), 339\u2013350.<\/li>\n
    • Hagiu, A., & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization<\/em>, 43, 162\u2013174.<\/li>\n
    • Moore, G.A. (1991). Crossing the Chasm<\/em>. HarperBusiness.<\/li>\n
    • Porter, M.E. (1985). Competitive Advantage<\/em>. Free Press.<\/li>\n
    • Rogers, E.M. (2003). Diffusion of Innovations<\/em> (5th ed.). Free Press.<\/li>\n
    • Sarasvathy, S.D. (2001). Academy of Management Review<\/em>, 26(2), 243\u2013263.<\/li>\n
    • Shapiro, C., & Varian, H.R. (1998). Information Rules<\/em>. Harvard Business School Press.<\/li>\n<\/ul>\n<\/section>\n

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      In an era where digitalization is revolutionizing healthcare, Biometriq proves that personal contact, collaboration, and ecosystem thinking are the key to sustainable growth. From niche to network, explore how Biometriq sets the digital health flywheel in motion.<\/p>\n","protected":false},"author":1,"featured_media":1778,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[21],"tags":[],"class_list":["post-1774","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cockpit-conversations"],"yoast_head":"\nThe Flywheel of Digital Health: How Biometriq Builds an Ecosystem - Add Business<\/title>\n<meta name=\"description\" content=\"The flywheel of digital health. Discover how Biometriq connects dietitians and employers through technology, personal growth, and strategic courage. 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