Sabine VanderLinden

Activate Innovation Ecosystems | Tech Ambassador | Founder of Alchemy Crew Ventures + Scouting for Growth | Chair, Board Member, Advisor | Honorary Senior Visiting Fellow-Bayes Business School

I don't just talk about innovation, AI, workforce or digital transformation— I build the bridges that make things real.

As Founder & Venture-Client Partner of Alchemy Crew Ventures, I run global R&D + Adoption Labs that connect Fortune 500 insurers and corporates with the most brilliant tech ventures on the planet. Think of us as the “fast lane” between startup brilliance and enterprise adoption. My themes include FinTech/ InsurTech and deploying AI at scale responsibly. 

What this looks like in numbers:
📍 Accelerated 160+ ventures and sourced 55,000+ startups worldwide
📍 Invested in 35+ early stage startups
📍 Delivered exits like FitSense → Zurich (2018), MyFutureNow → L&G (2019), and Tia Tech → Sapiens (2020)
📍 Created Insurer-led Acceleration and Scaleup programs that turned pilot purgatory into scalable commercial success

But the real story? I help founders land their first million-dollar client, build authentic personal brands, and help corporates cut through the noise to adopt tech that drives real growth.

My world revolves around:
📍 Venture Clienting 2.0 & Corporate Innovation Frameworks
📍 AI (ethics, adoption, emerging risks)
📍 Climate Resilience, Risk Futures & Sustainability Transformation
📍 The Future of Work (where humans + tech thrive together)

Beyond Alchemy Crew:
📍 Co-editor of the bestselling INSURTECH Book
📍 Wrote forewords for the Future of Insurance and Momentum
📍 Lecturer on Corporate Venturing at Bayes Business School
📍 Board + advisory roles across VCs, Scaleups (The CareVoice), foundations (Women to Watch), standards (ACORD Solutions) & global insurers
📍 Top 10 Business Podcast "Scouting for Growth" 
📍 Recognized with 10+ awards, including Most Influential CEO – Insurance Corporate Ventures (2024/2025)

My channels beyond LinkedIn:
x.com: @SabineVdL
instagram: @sabinevdlofficial
Medium: @sabine_vdl
Podcast: Scouting for Growth and Beyond Tech Frontiers
Newsletter: alchemycrew.ventures

What drives me?
Creating value where others see friction.
Turning hype into measurable outcomes.
And making sure technology becomes a force for good, not just another buzzword.

Award List (10+): Insurance Times-Tech & Innovation Awards Winner (2018), Grant Thornton-Face of a Vibrant Economy (2018), Business Insurance-Women to Watch Honoree (2019), Corporate Vision-Venture Validation Firm of the Year (2021), Finalist Women in Insurance Perseverance Award (2021), Awarded Perseverant Company to Watch in (2021), ACORD Awards (2020/2023), Most Influential CEO-Insurance Corporate Ventures (2024/2025).

Co-founder, Chief Executive Officer & Venture Partner

Delivering venture labs that accelerate, industrialize and democratize the way tech ventures engage with corporations. These labs apply acceleration, co-creation, and commercialization techniques to de-risk the way insurers and financial institutions collaborate, grow, and scale their venture-led growth initiatives.

Also, systematizing for a select group of growth ventures the way their engagement with corporations.

You can find out more 👉🏽 https://alchemycrew.com/

🌟 74% of enterprises are racing to deploy agentic AI.
Only 21% have the governance to handle it.  Where do you sit?💫

Some say this is part of a slow but controlled demolition.

Here's what's happening. Deloitte's latest State of AI in the Enterprise report confirms the stampede: three-quarters of companies plan to deploy agentic AI within two years. 

But the #governancegap is staggering. Half of all projects (as we know) are stuck in pilot purgatory. And Gartner now projects the AI governance market will hit $1 billion by 2030 because the cost of getting this wrong is existential.

What does this reveal? As shared with you before, we're entering the era of the Frontier Firm. Organisations that don't just adopt AI, but rewire their entire operating model around human-AI collaboration. 

Microsoft and McKinsey & Company agree: the bottleneck isn't the technology. It's leadership. 

Harvard Business Review calls it "AI angst": a predictable, industry-specific pattern of fear that stalls adoption from the inside out.

The opportunity... and challenge is this: the companies that govern first and scale second will define the next decade. The rest will become cautionary tales in someone else's case study.

Soooo, here are 5 things to act on now:

📍  Govern before you scale. A governance framework isn't bureaucracy. It is actually your licence to move fast.
📍  Address AI angst head-on. Your people aren't resistant to change. They're waiting for you to lead it.
📍  Bridge the pilot-to-production gap. Find partners who deliver governed, production-ready solutions 😊... not just demos.
📍  Industrialise your venture-client model. The best startups solve the problems you haven't staffed for yet.
📍  Measure velocity, not just speed. Controlled, strategic acceleration beats reckless momentum every time.

Think of it this way: everyone has a ticket for the AI rocket ship. But only a few have actually checked the engineering.

Which side of the governance gap is your organisation on? I'd love to hear what's working... and what's not. 

Let's debate below.

And today, I just decided to pick Deloitte Research to support my thesis.

Deloitte-State of AI

🌟 70% of AI pilots never scale. 💫

So why do we keep celebrating experiments instead of outcomes?

Today at 11AM ET/ 4PM GMT, I'm moderating a Reuters Events Insurance conversation that cuts through the noise with leaders who've actually moved GenAI from slide deck to underwriting floor.

🎙️ Win with GenAI: Transform SME & Mid-Market Underwriting for Speed, Accuracy, and Scal.

I'll be joined by an exceptional panel:

Caroline Thompson, Chief Underwriting Officer, AtBay 
Frank Neugebauer, VP of Generative AI, Cincinnati Insurance 
Alex Bibic, Head of Products (Technology), CFC 
Nicole Ricci, Head of Commercial Gen AI Underwriting Assistant, Verisk

We won't talk about what AI could do. We intend to unpack what it's already doing across data governance, human-agent teaming, and ecosystem design at scale.

Because boardrooms don't buy pilots. They buy scaled outcomes.

The real question isn't "Do we have an AI strategy?" -> it's "Where are our results?"

If you lead underwriting, transformation, or technology in insurance, this one's built for you.

🔗 https://lnkd.in/eMuNP3G5
Today, Feb 26 | 11–12PM ET/ 4-5PM GMT

#GenAI #Underwriting #AITransformation #ReutersEvents

Reuters events. Today's webinar

Win with GenAI: Transform SME & Mid-Market Underwriting for Speed, Accuracy and Scale

I look forward to meeting insurance executives, transformation leaders, and tech innovators in Istanbul for the Silk Road Insurance Forum at the end of March 2026. 

We will unpack what innovation looks like for the Silk Road Insurance countries, dive into SAS's four insurance futures, and discuss the Agentic Frontier Transformation Playbook.

Across insurance markets, the challenge is no longer whether to adopt AI — but how to operationalize it at scale.

Sabine VanderLinden will share how AI-enabled transformation actually works in practice across insurance organizations.

Request an invitation via our website:  https://lnkd.in/d5eJb_Ma

#SilkRoadInsuranceForum #InsuranceLeadership #TechBridge #FutureOfInsurance #BuildingBridges

🌟 The countdown to 2027 has begun, yet most insurance leaders are still looking in the rearview mirror. 💫

Check out the compelling post from Karl Grandl about the EUDI Wallet (the European Digital Identity directive), and it struck me how few in our industry have this on their strategic roadmap. 

We often talk about the current transformation as a distant goal, but with EU Regulation 2024/1183 (eIDAS 2.0) already in force since May 2024, that specific "future" is arriving faster than many realize.

We have seen the number: Less than 20-30% of digital transformations succeed, often because they lack a standardized, secure foundation. 

The EUDI Wallet is the state-verified digital identity that will finally bridge the gap between corporate legacy and startup agility.

By the end of 2026, every EU member state must provide this wallet. 

By 2027, it will become mandatory for industries requiring strong customer authentication, and insurers are right at the top of that list. For those building the future of our industry, this is transformational. 

Imagine a world where we can:

📍 Simplify: Onboard customers in minutes, not days, with instantly verified identity and driver’s licenses.

📍 Standardise: Issue policies instantaneously as customers authenticate via EUDI.

📍 Share: Handle claims without media discontinuity, no paper, no friction, just verified digital documents. (This is what Miss Moneypenny Technologies does by the way)

However, the real risk isn't the technology. 

Today, we have to admit... It's the wait. Those who prepare their customer journeys now will gain a significant strategic advantage. Those who wait will be forced to follow suit under immense time pressure, risking the very failure rates we strive to avoid.

Karl is doing incredible work at the Bitkom Working Group "Digital Insurance & Insurtech" to map out these implications. 👇🏽

#DigitalIdentity #EUDIWallet #eIDAS2

EUDI Wallet - die Europäische Digitale Identität kommt

Ende 2026 muss jeder EU-Mitgliedsstaat eine EUDI Wallet bereitstellen. 

Ab 2027 wird sie für Branchen mit starker Kundenauthentifizierung verpflichtend — und Versicherer stehen ganz oben auf der Liste.

Die meisten haben das noch nicht auf dem Schirm.
Die EUDI Wallet ist nicht einfach eine weitere App. Sie ist die staatlich verifizierte digitale Identität — für jeden EU-Bürger, auf dem Smartphone.
Was das für Versicherer konkret bedeutet:

→ Kunden-Onboarding in Minuten statt Tagen. Identität, Wohnsitz, Führerschein — alles verifiziert, alles im Wallet. 
→ Policen-Ausstellung wird instant. 
Kfz-Versicherung? Kunde authentifiziert sich per EUDI, teilt Führerschein und Fahrzeugdaten. Fertig. 
→ Schadenmeldung ohne Medienbruch. 
Verifizierte Identität + digitale Dokumente = kein Papier, kein Call Center.

Die EU-Verordnung 2024/1183 (eIDAS 2.0) ist seit Mai 2024 in Kraft. Die Implementing Acts sind seit Dezember 2024 veröffentlicht. 

Der Countdown läuft.

Wer jetzt anfängt, seine Customer Journeys darauf vorzubereiten, hat einen strategischen Vorsprung. 
Wer wartet, wird unter Zeitdruck nachziehen.
Ich beschäftige mich als Vorstand im Bitkom AK "Digital Insurance & Insurtech" intensiv mit EUDI und den Implikationen für unsere Branche. 
Was ich sehe: Die wenigsten Versicherer haben das Thema auf ihrer Roadmap — dabei wird es das Kundengeschäft der nächsten Dekade prägen.
Wenn ihr tiefer einsteigen wollt — was EUDI konkret für euer Geschäftsmodell bedeutet, welche Use Cases jetzt schon realistisch sind und wo die regulatorischen Fallstricke liegen: 
Schreibt mir eine Nachricht oder kommentiert einfach kurz. 
Ich teile gerne, was wir im Bitkom dazu erarbeiten.

#DigitalInsurance #EUDI

Laurent van Hamme ❖ CRM ❖ CCO

IDEMIA

Context: World leader in the field of biometrics and cryptography in more than 180 countries. $3B revenues. 
Interim management of global pricing and bid management. Salesforce project lead for the payment services business unit. Change management.
#Robert Walters

Interim Manager Global Pricing, Bid Management and CRM

Quadridge Portage

Director - Sales Effectiveness - Sales Operations - CRM - Pricing

Manager de Transition - Consultant

SEPTEO

Context: Software / Saas company. 200+ sales in various entities, merging under one global sales organization and one Salesforce org. 
Audit. Best sales practices and effectiveness. Set-up of a new program management. Salesforce, LinkedIn Sales Nav, Sales Insights. Global management of the program. PMO.

Director, Sales effectiveness - Interim management

ALSOLU, a Delta Plus Group company

Context: two recently acquired companies by a world leader of security equipments. Two former competitors in the need of properly working together. Absence of general managers.
Audit. Definition of the sales strategy. Implementation of different sales channels, including distribution through specialized resellers and set-up of key account management. Product and Pricing strategy. Communication between the different entities in different locations. Reorganization of the sales department. Sales incentives set-up. Overall project management. Change management. Transition to the new GM.

Director Global Sales - Post merger integration

Context: digital transformation for a construction company.
Assessment of the situation. Identification of key priorities. Specifications for several key projects including dematerialization, digital customer surveys, connection digital design platform and ERP, design management, CRM community partner portal, key account management, and training platform. Project and change management.

Digital transformation - Interim management

Algeco Group

☞ World leading supplier of modular building solutions (LBO). €1B revenues, €300M Ebitda. 3400 employees in Europe and Asia Pac.
Managing sales operations and marketing (CCO). Industries 30%, Administration 30%, Construction 30%, Events and Emergencies 10%. Member of the Executive Committee reporting to the CEO.
Streamlined sales organization and successful implementation of various key strategic programs: 
✔ CRM and CPQ rollout and management in 18 countries (SalesForce™) and 600 users
✔ Digital transformation: development of a new e-business platform. Increase of the online revenue stream (+30% p.a.). Implementation of a customer portal (Partner Community). Marketing automation with Pardot. IoT experimentation
✔ Conception and new development of the pricing add-on to SalesForce: Peer Pricing (ISV approach on the AppExchange). Pricing expertise and implementation of a new and innovative incentive system
✔ Product and 360 value added service management across Europe
✔ Communication: complete reshape for a consistent and strong brand positioning over Europe

Keywords: Sales operations - CRM - SalesForce SalesCloud - CPQ - Pricing - Marketing automation  - Digital - Transformation - Strategy  - Large account management

Head of Sales & Marketing Europe

☞ France, Spain, Portugal and Italy. Continuous growth over 5 years with €300M revenues, €80M Ebitda. P&L and sales management of the team (23 branches and 150 sales reps) 
Implementation of several key major programs, including:
✔ Peer Pricing™, an innovative technology combining price performance and incentive plans 
✔ Full reshape of the CRM, set-up of Salesforce™ and several add-ons 
✔ Sales pipeline analysis and enhancement. Forecasting. BI tools
✔ Set-up of a new sales organization and channels (large accounts, account and lead management)
Marketing and communication
✔ Definition and implementation of the strategic plan. Set-up of the budget exercise w/ the CFO
✔ Product development including full reshape of product portfolio around value added services
✔ New marketing plans with strong orientation on 360° solutions
Engineering management
✔ Project office and R&D teams. Management of the design office. Development of new high end modular constructions and new regulatory compliance (RT2012, Eurocodes). Urban stacked units w/ 6 levels

Sales, Marketing, Pricing and Engineering VP, Southern and Western Europe

Cosidays

☞ New and innovative internet services for the tourism industry 
Creation of the company. Set-up of a new marketplace concept www.cosidays.com. Specifications, project management, technical implementation (off-shore) and business development. 
✪ Nominated for the best new e-commerce site of the year 2009 (Fevad, Nuit des Favor’i) and identified as one of the 10 best original e-business models for 2010 (le Journal du Net)

Founding Partner

Itexium

☞ Founded in 2007 with former partners from CSC and KPMG Peat Marwick. IT, Internet, Intranet and CRM consulting
Business development and business support. Internet and intranet solution w/ web 2.0 and social media. SME

Principal Partner

☞ National Telco part of Vivendi Universal group. €1.4B+ revenues. Member of the Consumer Division Executive committee 
Consumer & Soho division. 20+ people
✔ Implementation and management of e-commerce for voice and DSL services (35% of company sales)
✔ Online brand advertising, media planning, affiliation programs, SEO, SEA and referencing. Multi-channels
✔ Set-up and management of the Cegetel web Portal w/ 1.3 million unique visitors per month in year one, business development and online customer service 
✔ Loyalty, anti-churn, data mining (2.5 million+ customers) and CRM programs. Telemarketing and management of several call centers (150+ positions) such as Teleperformance, PCCI, Victoria

Head of Marketing for the implementation of Internet / DSL services in France
✔ Product development, sales channels. Program management and DSL launch country-wide. Pricing, business planning and strategy. Management of the teams of product and project managers

✦ Head of a joint venture strategic project with Yahoo Inc. (business plan, negotiation, development of common product and services in view of a distribution partnership)

Vice President Marketing, e-business, CRM and Digital

Orange Business Services

☞ 7th largest telecom company (US€40B+). International & B2B 
International business development of the B2B activities (€3.1B)                      
✔ Development of new pricing strategies and incentive programs
✔ Management of the Pricing teams for all telecom services (voice, data, IS, applications and IP). 

Consistency, cross product positioning, structures for over 140+ countries
✔ Support to large deals, call for tender and pricing validation authority (up to US$100M)
✔ Partnership with shareholders and international telco. Negotiation. Transfer pricing
✔ Management of the multi-cultural team (25+ persons, France, UK/IRL and USA)

Vice President, Marketing & Pricing, World, OBS Equant

✔ Product Management & Business Development Europe then World for the IDDD voice services product portfolio (€300M+). Corporate and Carrier sales. Product development and deployment in fast-growing markets
✔ Management of the team (5 persons)

Product Manager Europe, France Telecom FCR / Transpac / Global One (2 years)                                                        
✔ Set-up of new business units across Europe, sales coordination and revenue objectives
✔ Marketing mix (product, prices, promotions, sales channels, sales guides)

Senior Director, Global One (FT, DT, Sprint)

VICE PRESIDENT, GM SALES AND MARKETING EUROPE – CCO | CRM | Pricing | Salesforce | Digital Transformation | B2B | Industry | Service | SaaS | Telecom | Management de Transition

✆ +33 7 56 92 44 44  ✉ laurent (at) vanhamme.net

As Sales and Marketing Vice President (or CCO), I’ve consistently worked in leading transformation projects, and in implementing new sales tools and processes with international, multicultural teams. 

My responsibilities encompass a wide range of activities, enabling medium - to large -sized enterprises to improve the way they do business. 

My career has developed with a strong focus on transformation, building new and often innovative solutions, as well as operational management. Here are some examples:
✔ reshaped sales organization and processes at national and European scales through the implementation of CRM solutions using Salesforce SalesCloud, Salesforce CPQ, Pardot, new sales channels and digital transformation
✔ executed and maximized the e-business activities and CRM for a national telco 
✔ designed price optimization for a multi-national service company through delivering innovative and efficient pricing tools, binding price performance and incentive
✔ managed the worldwide pricing department of a major telecom company
✔ facilitated the PMO of large marketing projects for a national telco, such as the set-up of the high-speed DSL internet offer.

These activities have been achieved with a particular care for people, from executives to end-users, and driven by change management as a key to success.

As a manager, I am committed to providing strategic and tactical leadership underpinned by a deep knowledge of my business and my job, which helps to better understand the various challenges my teams are facing on a daily basis.

I particularly appreciate working in the B2B and service environment, and even more in air transport services, which is reinforced by a passion for flying, being a pilot and flight instructor in my spare time. 

Let’s connect together on LinkedIn!

Post merger integration
Context: two recently acquired companies by a world leader of security equipments. Two former competitors in the need of properly working together. Absence of general managers.
Audit. Definition of the sales strategy. Implementation of different sales channels, including distribution through specialized resellers and set-up of key account management. Product and Pricing strategy. Communication between the different entities in different locations. Reorganization of the sales department. Sales incentives set-up. Overall project management. Change management. Transition to the new GM.

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Sabine VanderLinden

Laurent van Hamme ❖ CRM ❖ CCO

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Sabine VanderLinden

Laurent van Hamme ❖ CRM ❖ CCO

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