Archives
October 28, 2025 1:12 pm
Growing as a company is not just about revenue, products or markets. It also requires personal growth. What worked well in the first phase of your business often no longer works once the organisation becomes larger. Many entrepreneurs recognise the moment when their own way of working threatens to become the bottleneck rather than the engine of progress.
In our advisory programmes we therefore regularly use models such as Greiner and Churchill & Lewis, which show that each growth phase requires a different focus. Not only in terms of structure and processes, but above all in terms of leadership and how you see your role.
From hands-on manager to strategic leader
In the start-up phase, you are involved in everything: product development, sales, customer contact, internal processes. You are the business. But as the organisation grows, your role inevitably changes:
- from doing everything yourself to enabling others to do it,
- from managing the details to steering on direction and outcomes,
- from fixing things directly to looking ahead and setting priorities.
That is not an easy shift. It requires trust, the courage to build a team that can take ownership, and a conscious decision to let go of tasks that once naturally belonged to you.
Why this matters for growing organisations
When leadership grows alongside the business:
- autonomous teams emerge,
- decisions are made better and faster,
- and the company can grow in a sustainable and scalable way.
When that development does not take place, we often see:
- dependence on a single person,
- slow decision-making,
- the feeling that “everything has to go through you”.
With the result that growth becomes heavy, complex and exhausting.
Our role
At ECFG, we support entrepreneurs and management teams who are in the middle of this transition.
Sometimes in our role as investor, sometimes as corporate finance advisor, and regularly simply as a sparring partner on leadership and organisational development.
Together, we look at questions such as:
- Which leadership style fits the phase the organisation is in right now?
- How do you distribute responsibilities within the management team?
- How do you create space to keep looking ahead?
As one of our portfolio CEOs put it so aptly:
“I thought my company needed to grow. In reality, I first needed to let myself grow.”
In closing
The shift from entrepreneur to organisation builder is not a leap, but a growth path. And you don’t have to walk that path alone. Would you like to spar about your role in the next phase of your company?
Send our Managing Director Hans Bloemen a message at bloemen@ecfg.nl or call him on +31 6 5161 5425.
Together, we build sustainable growth – for the organisation and for you as a leader.
October 28, 2025 12:35 pm
In Conversation with Frank Tanke, CEO of Blue Inspect
In this series, we shine a spotlight on entrepreneurs, investors, and colleagues from our community. This time, we speak with Frank Tanke, who recently took the helm at Blue Inspect.
After his first 100 days as CEO, he reflects on this intense start-up period, shares his key insights, and explains how working with ECFG helps him and the company grow with confidence.
Your first 100 days as CEO are behind you. How would you describe this period?
“It’s been an intense but incredibly inspiring few months. In a short time, I’ve had many conversations with colleagues, customers, and partners. What immediately struck me was the energy and commitment within the team. Everyone wants to move forward, and there’s a tremendous drive to innovate and grow.
That energy quickly gave me the confidence that, together, we’re ready to realise our ambitious plans. There’s a solid foundation in place, and that allows me, as the new CEO, to make decisions quickly and with focus.”
You were also involved in the early phase of the collaboration with ECFG. How did you experience that?
“That’s right. Even before I officially started, I was already involved in some of the initial discussions about the partnership with ECFG Ventures III. Together with Niels Spitters, my predecessor and founder of Blue Inspect, I got an early impression of how ECFG operates and how they add value.
What stood out to me right away was how strategically and personally engaged they are. Even at that early stage, it felt like they didn’t just want to invest financially — they genuinely wanted to help build our growth. That gave me a lot of confidence to continue working with them after stepping into the CEO role.”
What insights have you gained during your first hundred days?
“In this initial phase, I’ve mostly listened and observed. It’s important to fully understand what’s already in place before steering change.
What I’ve seen is that we have a proven technology that delivers immediate value to our customers. International demand is growing rapidly, which creates enormous opportunities. At the same time, we need to ensure that our internal organisation grows in line with that demand. For me, that’s both a challenge and an exciting opportunity.”
How is ECFG helping with that growth?
“The collaboration with ECFG has been invaluable during my first hundred days. They bring much more than funding alone.
It feels like I immediately gained an experienced sparring partner. ECFG contributes ideas on strategy, growth, and internationalisation, and they bring calm and structure to this dynamic phase. They also open doors to valuable contacts and help us set the right priorities.
Personally, that gives me focus and confidence to make decisions — even when a lot is happening at once.”
What makes ECFG stand out as a partner?
“What sets ECFG apart is their long-term vision and personal involvement. They look beyond the numbers and are genuinely interested in what we want to achieve as an organisation.
It truly feels like they stand beside us — as a partner helping to build our success. That kind of relationship gives energy and allows us to move forward with greater speed and confidence.”
What are your priorities for the coming months?
“Now that the first hundred days are behind us, it’s time to create focus and direction. I’m concentrating on three key pillars:
- Strengthening the team – ensuring we have the right people and structures in place to continue growing.
- Accelerating international expansion – extending our presence across Europe and beyond, and entering new markets.
- Increasing scalability and efficiency – optimising our processes to enable sustainable growth.
With these priorities, we’re building an organisation that’s ready for the next phase.”
Finally – do you have any advice for other scale-ups considering growth capital?
“Find an investor that truly fits — not just financially, but also in terms of culture and vision. Capital is important, but the quality of the partnership ultimately makes the difference.
With ECFG, we’ve found a partner who understands where we want to go and actively helps us get there faster. That connection gives us the confidence and energy to look ahead with optimism.”
Want to know more about Blue Inspect?
Visit: www.blue-inspect.com
Mail Frank: frank.tanke@blue-inspect.com
October 28, 2025 12:24 pm
tMany entrepreneurs see business valuation mainly as something that comes into play when selling or acquiring a company. But a valuation is more than just a final number. It is a tool that provides insight into the health and growth potential of your business. Especially in the run-up to growth or financing, a valuation is valuable: it shows where the strengths lie, but also where the risks and areas for improvement are.
What do you look at in a valuation?
A valuation goes beyond the numbers alone:
- Future cash flows – investors and financiers are primarily interested in how the company will generate cash in the future.
- Non-financial factors – aspects such as the quality of the management team, the diversification of the customer base, and unique technology or intellectual property greatly influence the attractiveness of the business.
- Scenarios and risks – by modelling multiple scenarios (optimistic, realistic, defensive), you get a clear picture of resilience and growth potential.
Why this is useful for entrepreneurs
An up-to-date valuation helps you to:
- Make better strategic choices – for example: should I raise capital now, strengthen my organisation, or seize an acquisition opportunity?
- Improve your negotiating position – knowing what your company is worth prevents you from selling yourself short in discussions with investors or financiers.
- Look ahead – insight into the drivers of value (cash flow, customers, technology, people) helps you set the right priorities.
Five insights every entrepreneur can use
1. Timing is crucial
A valuation is both a snapshot and a trend analysis. Don’t wait until you want to sell, but also use a valuation in between – for example every few years – as a checkpoint for your strategy.
2. Invest in your data
The more reliable your figures, the stronger your valuation. Transparent financial and operational data prevent discussion and build confidence with investors.
3. Value is about more than profit
Of course, people look at EBITDA, but factors such as recurring revenue, scalability, customer loyalty and technology often carry more weight in the eyes of investors.
4. Compare smartly
Don’t just benchmark yourself against direct competitors; also look at companies in adjacent sectors. Sometimes that’s where surprising valuation opportunities arise.
5. Preparation pays off
The valuation process forces you to look critically at your organisation. Many entrepreneurs discover improvements this way that add value, even without a sale or financing round.
Our experience
In our Corporate Finance practice, we often see entrepreneurs being surprised by the insights a valuation brings. Not just by the outcome (“the number”), but especially by the dialogue about assumptions and value drivers. It clarifies what is needed to take the next step in growth – whether that is a funding round, a merger or acquisition, or a transfer within the family.
In short: a valuation is not an end point, but a compass for the future.
Would you like to know what this could mean for your business?
Get in touch with Leo van Schijndel, accredited Register Valuator (NiRV) :
vanschijndel@ecfg.nl | +31 (0)40 295 0313
October 28, 2025 10:58 am
We are proud to welcome Nipper B.V. as the fourth portfolio company within ECFG Ventures III.
This fast-growing company from Bergeijk provides complete solutions to make internal logistics in manufacturing environments smarter, safer, and more sustainable. Nipper is an OEM specialising in mobile robots (for pallet transport) and stretch hood (for pallet packaging).
For ECFG, this is more than an investment in technology — it is a strategic step towards strengthening our portfolio and responding to global trends in manufacturing and automation.
From Advisory Relationship to Partnership
The relationship between ECFG and Nipper did not begin with capital, but with strategic advice. Over the past period, we have worked closely together on topics related to growth and positioning. It soon became clear that Nipper has a solid foundation, proven technology, and an international customer base.
This collaboration showed us that Nipper not only creates value today but also has the potential to become a leading player in internal logistics automation for manufacturing companies in the coming years. Based on that conviction, we decided to take an equity stake through Ventures III.
Hans Bloemen, Managing Director and Partner at ECFG:
“Nipper combines technical innovation with commercial drive. The company is a proven partner for well-known international clients and has a clear vision for further growth. With our support, they can accelerate the realisation of their ambitions.”
Why Nipper Is a Perfect Fit for ECFG Ventures III
The core of our investment strategy is supporting innovative SMEs with a strong technological foundation and international growth potential. Nipper fits seamlessly within that vision.
Global trend toward automation
The demand for efficient and sustainable logistics processes is growing worldwide. Companies are looking for solutions that reduce costs, enhance safety, and make production processes future-proof. Nipper directly addresses that need.
Proven market position
With customers in more than 25 countries, Nipper already has a strong international footprint. This foundation offers ample opportunities to scale further in selected markets and industries.
Scalable business model
Nipper’s projects are modular and applicable across various industries. This makes the company both flexible and attractive to clients with diverse needs.
This combination of market trend, proven track record, and scalability makes Nipper an ideal addition to our Ventures III portfolio.
Shared Ambitions for the Future
With ECFG’s investment, Nipper gains the momentum to accelerate its growth. The coming years will focus on three key pillars:
- International expansion – Growing further in defined markets and expanding into new regions with high potential.
- Product development – Continuing to innovate and improve solutions, keeping Nipper at the forefront of the industry.
- Organisational strengthening – Building a scalable and robust organisation ready for rapid growth.
Hans Bierens, CEO of Nipper:
“With ECFG’s support, we can realise our international ambitions faster. Their knowledge, experience, and network give us direct access to expertise that is essential at this stage of our development.”
What This Means for ECFG and Our Investors
For ECFG and our investors, this participation represents a strategic choice. By investing in companies like Nipper, we anticipate major shifts in manufacturing and supply chain management. Investing now means taking a position in a market that will only grow in importance in the years ahead.
With Nipper, we add a company to our portfolio that not only has strong commercial potential but also delivers social impact — by making intralogistics processes safer, more efficient, and more sustainable.
Building Growth Together
The step from strategic advisor to equity partner marks the confidence we have in Nipper and its vision.
By combining our financial strength with their innovative capacity and market expertise, we are building together a strong, international player in smart internal logistics.
We look forward to continuing this journey with Nipper — and to sharing the growth story ahead with our investors.
About ECFG Ventures III
ECFG Ventures III is ECFG’s third investment fund, focusing on innovative SMEs that use technology as a driver for growth. The fund targets companies with a proven market position, clear international ambitions, and solutions that contribute to sustainable economic development.
With participations such as Nipper, Ventures III demonstrates how we combine our role as investor with strategic guidance. Not only capital, but also knowledge, experience, and a strong network form the foundation of our approach.
Together with our portfolio companies, we are building healthy businesses that are ready for the future — creating value for both entrepreneurs and investors.
October 28, 2025 10:52 am
Valuable Insights and Connections in Our Investment Community
On October 23, 2025, we gathered with more than fifty partners at the Brainport Industries Campus for an inspiring knowledge session on the role of Artificial Intelligence as a game changer for work, organisations, and talent development.
The location — the Factory of the Future Experience Center — was the perfect setting for this theme, right in the heart of an ecosystem where technology and innovation come together.
Human behaviour meets technology
Sanne Cornelissen (The Shortcut) guided us through the impact of AI on human behaviour and collaboration.
As a sought-after speaker and author of “Me, Myself and AI,” she masterfully explained how technology influences our decision-making, communication, and teamwork.
Her talk struck at the very core of what many entrepreneurs are currently exploring:
how to stay effective, human-centred, and creative in a world that’s rapidly digitalising.
🎥 Watch Sanne’s presentation
From job titles to skills: AI in practice
Next, Han Stoffels (8vance – part of ECFG Ventures II) demonstrated how AI can be used in practice to better connect talent and skills within organisations.
He introduced the concept of Skills Based Organising – an innovative approach that focuses not on job titles, but on individual skills.
This way, organisations can become more agile, make better use of talent, and respond faster to change.
Han also shared a short video that clearly illustrates this principle:
🎥 Watch the video on Skills Based Organising (only in Dutch)
Connecting through shared insights
The conversations during and after the session seamlessly built on these themes — with sharp questions, familiar challenges, and fresh perspectives exchanged in an open and engaging atmosphere.
A great example of the strength of our community in action.
We look back on an energetic and inspiring event with lots of positive feedback — and we’re already hearing from several sides:
“When’s the next one?”
That makes us happy.
