Meet our Managing Partners!

Who are you and how did you become Roboest’s MPs?

Lorenz Verheyden: “After my master’s degree in management and IT, I had the opportunity to work at some large consultancy firms. Unfortunately, however, I had a rude awakening because I felt like a small cog in an enormous machine. I was frustrated that consultancy was not being treated as a people-oriented business by default. It didn’t make sense because consultants are the face and product of a consultancy company.”

“I was interested in low-code and RPA, so I contacted RoboRana for a role as a RPA Developer. I began to use Microsoft’s Power Platform and over time became a Solutions Architect. Eventually, I pitched the idea to David and Mathias (managing partners of RoboRana) that there should be greater investment in using the Microsoft technology stack to enhance automation capabilities. While they first asked me to lead a team within the RoboRana family, in time it turned into what is now known as Roboest.”

Nele De Winne: “I took a less traditional route to get here. I’ve worked in many sectors, but a common throughline is that I have always tried to improve processes in my work environments. Through the years I increasingly grew interested in IT and decided to reskill as a developer. From there I grew into the role of a Solutions Architect, but bumped into the same frustrations as Lorenz. I experienced that, in a large company, it was difficult to initiate improvements from the bottom-up.  ”

“When I began to work at RoboRana, Lorenz had just pitched his idea. At first, I was pulled on board as a Solutions Architect. Immediately, I was taken with the concept of (what would become) Roboest. Then I saw that Lorenz needed support with its operations and logistics. So I rolled up my sleeves, got to work, and never stopped. Because we both worked really well together we became the MPs of Roboest!”

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How do you two complement each other?  

Nele: “Our ‘why’ is what ties us together. Based on what we learned from struggling in our previous work experiences, we decided to put people first - both internally and externally. While we both have our own jobs and responsibilities within Roboest, we have absolute faith in one another. That’s what makes us a strong team. We make sure our paths intertwine at the right moments. In our personal lives we would’ve never met because we’re so different. But here, as a duo, we are thick as thieves. We’re not afraid to tell the truth, and we take care of each other when it’s needed. I am completely risk-averse, while Lorenz tends to jump into things with bold enthusiasm (laughs).”

Lorenz: “I think Roboest is such a success because we both do what we love. I’m involved in the commercial side of the business. After landing us a project, Nele takes over to organize its operations: planning, administration, etc. I go to events, talk to clients, move things forward. Nele is more prudent and figures out what is needed to do in order to make a project a success. The only things we do entirely together is planning our business strategies and coaching our people.”

How do you view management and leading a team?

Lorenz: “Employees are Roboest’s biggest asset. We work for them, not the other way around. Ownership is our core value, which translates into self-managing teams. We make sure people feel like they can voice their ideas and give them the latitude to make them happen. Numbers are important, but so is our team, if not more. We give them a budget and time to work on our marketing or events or whatever they want to help out with. It’s not a must, though. It’s a bit like the agile scrum methodology, and it builds motivation and spontaneous engagement.”

Nele: “They should feel supported, be where they want to be and do what they want to do. We facilitate them to do things, rather than just doing it ourselves. The same goes for their personal development. We never impose certain types of training. But we do encourage them to find the ones they’d like to follow. It’s about discussing together where they want to go. Change roles? Okay, let’s see how. Find a project that suits them perfectly? We’re on it.”

“When someone new starts, we can always see them slowly realizing that we put our money where our mouth is when it comes to that human-first approach. We’re honest about how we feel and we’re here for each other. It’s cool to see everyone working as a cohesive team towards a common goal rather than focusing on personal wins. They help each other out, even on their own individual projects. I love that; it’s exactly what we had in mind when we started Roboest.”

How do you look back on your and Roboest's first years?‍

Nele: “We have grown incredibly. Financially, but also in terms of workforce. We now employ 16 people. It's great to witness the team finding their footing and taking ownership in a sustainable way. They know that there’s nothing they can’t ask or try. But we also stress the importance of mental health. How else will things stay sustainable? It’s okay to not be okay - we emphasize that often.”

Lorenz: “It’s been a combination of growth and self-discovery. Becoming Managing Partner at just 26 was daunting yet transformative. I initially struggled with the responsibilities that come with the role. It’s challenging to bring in business while being aware of technical feasibilities. Everything I faced in the beginning became an invaluable lesson, shaping me into a more adept leader. I got a better understanding of the intricacies of business operations and the nuances of leadership.”

“For me, the first years were about perseverance and growth. The journey has been truly rewarding. Our rapid expansion from a small group to a thriving company makes me proud. It's a reflection of my personal evolution but also of the collective progress and dedication of the entire team. I'm keen to discover who else out there is up for joining us!"

Nele: “From that perspective, it doesn’t matter if you’ve got an atypical or non-traditional career trajectory. It’s more important to us who you are as a person. We care about you, your motivation and your possible match with the team.”

What’s up next for Roboest?

Nele: “More of the same. Internally, we want to continue to make people feel supported as they take on new initiatives. Furthermore, we aim to remain sustainable in our approach and to turn into a company that is synonymous with the brand Microsoft."

Lorenz: “I dream of Roboest creating a fully digitalized world, one where the reliance on countless Excel files in organizations is a thing of the past. Instead, we replace them with more effective digital solutions. This vision stems from our own experiences with the limitations of traditional tools like Excel and VBA macros, and a desire to move beyond them.”

“We've seen a shift towards a digital-first approach in many organizations, reducing paper-based workflows. But the challenge remains: digital data is too dispersed, scattered across various platforms, making it hard to get a cohesive picture. Roboest's mission is to tackle this issue by offering end-to-end Microsoft solutions, seamlessly connecting data, processes, and people. My wildest dream? Roboest growing into a thriving Microsoft ecosystem. In my opinion, the entire Microsoft technology stack has the potential to build that fully digital world.”

“We'll continue to strive to provide opportunities for the people at Roboest so they can pursue their entrepreneurial dreams, build something meaningful, and achieve personal goals. Success, in my eyes, is not just about accomplishments but also about empowering others and effecting positive change and innovation.”

Nele: “I look forward to everything yet to come. I have total faith in our team.”

Lorenz: “Me too!”

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