Discover the propelling force of
- innovation
- entrepreneurship
- experience
Interim management | consultancy
The challenges of today require a sharp and open mind, honesty, and a 'can do' mentality. Only with a deep understanding that we are not here to satisfy our egos, but to push good things forward, can we make a lasting positive impact with our businesses.
With Qventus, I help companies get things done. This goes beyond drafting a plan. Progress is achieved through action. Do you have a challenge in developing new business categories, new markets, or fostering the right mindset in your company for innovation and growth? Or are you looking for an experienced interim manager? I would be happy to help you achieve your organization's goals.
Let’s work together to make things better. Every day!
Erik Spelt
Conquering new markets and building new categories and brands
Remaining future-proof sometimes means entering less familiar territory: new markets, new product and business concepts, and discovering other ways to achieve growth. It means taking steps on a journey where the outlines of the destination are visible, but the route has yet to be mapped out. This requires an entrepreneurial, fast, and highly flexible approach. Through Qventus, I guide this process or can take full control.
Realizing commercial success
Successfully running a business requires a lot. Besides operational challenges, there is always the need to keep differentiating yourself. To serve even more customers, better and more efficiently. This requires a razor-sharp understanding of what your customers need and what motivates them. But it also calls for creativity and leadership. Let me know what commercial challenge your organization is facing, and together we can determine how to develop and roll out a winning "go-to-market" approach or commercial strategy.
Strategic partnerships as a driver of growth
“If you want to go fast, go alone. If you want to go far, go together” (African proverb). Partnerships can be a crucial component of your business’s future success. Establishing a successful brand-, technology-, or distribution partnership requires a deep understanding of your potential partner’s position and motivations, as well as the ability to translate this into a collaboration that yields long-term benefits for all parties involved. Whether it's a C-level deal with a multinational or a partnership with a small strategic player, I use my experience as a dealmaker in various situations to help identify the right partnerships and meticulously prepare them down to the smallest detail to ensure a successful "closing."
Creating the right mindset in your organization for innovation and growth
Without innovation in products, services, markets, and processes, any organization is vulnerable in a constantly changing world. But innovation and growth always come with change and risks. Not everyone can handle this equally well. How do you minimize the risks and maximize the impact? How do you ensure that your organization is ready for renewal? I’d be happy to help you figure this out and take structured steps to achieve your goals.
A few examples
Conquering the German market
When Quooker set out to conquer the German market, it was no easy task. After several years of stagnation at a low level, the challenge was to make Quooker a standard product in new luxury kitchens in Germany. A challenging assignment that I fulfilled as interim commercial director. The result: from 0% to 48% growth and a stronger organization ready for the future. The strong growth continued, and Quooker Germany has become a very important and profitable branch for the company.
Post M&A of a new business
When Philips acquired the American accessories specialist Gemini, the expectation was that the business model, which was very successful in the U.S., could be quickly implemented in the EMEA region. However, customers were asking for a category management approach instead of simply a good product with the right specifications, which the organization was not accustomed to. With this challenge and a few million euros in excess inventory, I began my assignment as business manager. Through intensive collaboration with the country organizations in the EMEA region and close cooperation with the product management team, we succeeded in launching an entirely new and profitable category.
From initial idea to exit
Thirty percent of all the food we buy is thrown away. The global impact of this waste is far greater than that of the entire aviation industry. Tackling this problem was the starting point for Quva. From the initial idea to the sale of the company to Bora. As founder/CEO, I led this entire process. One of the most inspiring and educational adventures of my life. Our product range helps customers in more than 25 countries enjoy better food and waste less!
A partnership of two giants
When two heavyweights collaborate, something beautiful can emerge. As the global marketing manager for the partnership between Philips and Nike in a matrix organization with many different stakeholders across various time zones, it involves constant switching, anticipating, and persevering. The result: the successful introduction of a complete range of Portable Sports Audio products, with a swift launch in retail and an unparalleled amount of free publicity!
Being kind has brought me much more than being tough.
But if you can't be both, you won't get anywhere.
Building a new business requires data and thorough analysis.
But a healthy dose of courage and perseverance is just as important.
The primary task of a leader is to create the conditions that allow their team to excel
Think big, start small
As an entrepreneur, you must always stay sharp—thinking strategically while also managing operations. You need to adjust based on data and ensure that all stakeholders remain aligned. My experience as an entrepreneur has taught me a lot and is a valuable complement to my corporate background. It’s the combination of both that provides insight into how things work in large organizations, while also understanding how to make processes faster and more efficient. Striking the right balance between control, internal stakeholder management, and entrepreneurship is key.
I would love to use this experience to help make your organization successful.