Q7Leader

Chief Executive Officer

welovefounders

Operating Partner

Kara.ai

Investor

LetsBuild

We help the construction stakeholders ( mainly contractors ) going from traditional to digital at record speed, while being cost efficient.

Case studies (among 100+ others):
VolkerFitzpatrik (...)
Provievienda (0-15% cost savings - 10 Months)
HusCompagniet (0 to 10% cost saving)
Jerram Falkus (0-20% delay reduction)
Silverlife (sub-contractor) (0 - 100% transparancy for client)
Juul & Nielsen (0 - 4% optimisation gain company level)

6 offices, 7 years in business, 95% customer satisfaction, projects in 35 countries.

Asses your company's digital maturity on our assesment quizz here: https://www.letsbuild.com/cdml

Chief Revenue Officer (CRO)

APROPLAN is transforming the practice and management of building and construction projects. We are restoring order to the construction sites by getting rid of communication barriers and replacing them with a culture of trust through transparency and information sharing.

APROPLAN is leading the way in introducing user-friendly digital and lean processes in the construction industry. These new systems are reducing errors and mental workload helping teams increase productivity and profitability. By doing so, we are allowing the realisation of even more complex and ambitious construction projects. 

APROPLAN aims to be the most cost-effective and user-friendly construction project management system in the market today.

A.T. Kearney

Associate

Contract Manager

Product Manager

Bid Manager

Account Executieve

In 2010, Steve Jobs announced the first iPad, but it was only in 2011 that the camera was added to the iPad.  

This camera triggered my entrepreneurial journey. 

Before that, communication on construction projects would happen via phone, email, and face-to-face meetings.

The iPad created a significant opportunity to disrupt the construction sector. Through an app, a foreman could quickly drop a pin on a drawing, take a picture showing the issue, and send a pdf report that needed no explanation. 

In 2012, I founded co-founded Aproplan. We built an app to help contractors, sub-contractors, and architects communicate better in the field.

We got early traction, quickly reaching €1m in ARR, raising funds from angel investors and reputable VC firms. We grew the business from a handful of people to 80 before merging with a Danish player to form LetsBuild, a 150 people-strong company in 5 different countries. 

I could stop the story here and say that everything was fantastic.

But that would only be one side of the story…

Like every entrepreneurial journey, it was a bumpy ride.

It was very stressful and frustrating at times. 

Early on, we had to do a management buy-out to solve a significant founders’ issue that almost killed the company.

We raised money from a reputable VC firm to grow the business.

This brought significant stress to grow faster, especially when you discover that international expansion is super challenging and so dependent on hiring the right people.

We merged with a company in the Nordics and almost doubled in size over night. And while the merger made a lot of sense on paper, merging two very different cultures made me realise it was all about people. 

Along the way, we raised and burned way too much money, hoping that money would solve all our growth problems.

Then COVID hit, and I burned out.

I had spent 8 years building a company. I was traveling 4 days a week, working weekends, and ignoring my family.

In 2021, I met Reggy and Pascal, founders of Q7Leader and discovered the People Model Canvas to me. I saw how powerful it was and all the challenges it would have helped me solve during my journey at Aproplan and LetsBuild.  

Today, I’m the CEO of Q7Leader and help B2B SaaS executives grow their business from 1m€ to 10m€ in a cash-efficient way so they don’t get diluted and keep control of their company. 

I write daily posts on LinkedIn where I share my learnings and the playbooks we use to grow Q7Leader in a cash-efficient way.

Thomas Goubau

I met 100+ HR leaders in one day.

Only 4 told me their CEO prioritized this new law ↓

Last week, I went to the first HR fair in Belgium.

We talked with HR leaders, CEOs, and C-level execs about one thing:

The EU Pay Transparency directive coming next year.

And clearly, most teams are not ready...

I saw the same pattern over and over:

- HR teams worry about compliance
- CEOs feel the pressure but lack clear answers
- Everyone talks about risk, but few have a plan

If you don’t know where you stand, you can’t fix it.

That's why we built a quiz to help you out.

1. You answer 15 simple questions.
2. You get your pay transparency score.
3. You see your risk level for the EU rules.
4. You get custom recommendations to close the gaps.

It takes 3 minutes. Free. No strings attached.

→ Take the test: https://bit.ly/3X36Xn3

Don’t get caught unprepared.
Discover where you stand now.

P.S. thanks Htag by Références for the great event

Growing a B2B SaaS in a cash-efficient way by setting the operational foundations and make sure you have the right people in the right seat • CEO at Q7Leader • Operating Partner at welovefounders •

Your sales team is not the problem.
Your leadership habits are.
I had to learn this the hard way as CRO and later as CEO in B2B SaaS.

Revenue stalls.
Conversion drops.
Pipeline looks weak.

First reflex?
Blame the team.

“They don’t push enough.”
“They waste leads.”
“They are not hungry.”

Big mistake.
I was one of them.

Here is what I saw when I stopped blaming and started looking in the mirror:

• Reps got zero clear focus. Everyone chased “everything that moves.”
• 1:1s were random chats, not real coaching.
• We spoke about targets, not about concrete actions.
• We celebrated wins but never did a real loss review.

So of course you hear:

“It’s the market.”
“Prospect went silent.”
“Budget is frozen.”

Those lines fill the space where leadership should sit.

The truth is harsh:
When you avoid accountability as a leader, your team learns to avoid it too.

Here is what I changed (and what I now ask founders in portfolio companies to do):

• Set a simple, clear game plan
→ Who is our ICP
→ What offers we push
→ How many new deals each rep owns

• Turn 1:1s into work sessions
→ Open the CRM together
→ Pick 5 deals
→ Agree on next steps and due dates
→ Write them down

• Kill the excuse language
→ No more “market is hard”
→ Ask “What do we control in this deal?”
→ Ask “What do we try next?”

• Lead by numbers and by behavior
→ Track inputs, not only revenue
→ Call out both good and bad habits
→ Give clear expectations, then follow up

When leaders change their habits, something funny happens.

Excuses fade.
Ownership grows.
Same people, very different results.

Many SaaS founders tell me they have a “sales problem”.
In 8 out of 10 cases, they have a leadership habit problem.

Do you dare to audit your own habits before you question your team?

I need to be 100% honest. I'm addicted.

I think I'm more excited to build AI agents this Christmas than to open gifts.

Yes, I have a new obsession.

AI agents and agentic workflows.

Not just theory.
In practice.

My plan for the Christmas break:

- install and learn Claude Code
- build small test agents around my real work
- break my current workflows into clear, repeatable steps
- see where an agent can replace or support me
- and of course spend quality time with friends and family (still my priority, don't worry haha)

I believe the next decade belongs to leaders who pair strong people foundations with strong AI leverage.

Right people in the right seat.
+ the right agents in the right workflows.

Curious to know: what is your obsession right now? 😉

No alternative text description for this image

RB2B reached $6.5M in ARR with only 3 FTEs.

Here's the new key metric every B2B SaaS CEO should track:

→ Revenue per FTE.

I used to think you needed a big team to move fast. Big mistake.

RB2B proved me wrong.

Three full-time employees. $6.5M in ARR. No shortcuts. No huge burn rate.

How?

• AI runs 95% of sales and support. Customers get answers in seconds.
• The team fixed key product issues. No endless meetings. No slow decisions.
• Every week, 15-minute calls with top customers. Feedback is direct. Action is quick.
• Marketing is not a guessing game. Cold emailing, SEO, and real thought leadership. Every channel counts.
• “Building in public” is not a slogan. It’s the operating system. Show the numbers. Show the process.

During one week, the even totally stepped away from the business. AI ran everything. Revenue stayed flat. Support resolution went up.

That changed my view on what matters.

The old metric was headcount.
The new metric is Revenue per FTE.

If they can go it, why can’t you?

The future of B2B SaaS is here. Small teams. High leverage. No waste.

Don’t let bloated teams and old habits slow you down.

It’s time to adapt.

Curious about your take on this 👀

If you're a CEO in Europe and you overlook the EU Pay Transparency directive, you're making a big mistake. I used to be just like you. I thought this was just another regulation that HR would take care of. But the reality is very different.

If your company can’t prove that pay decisions are fair, you’re exposed to

- legal risk
- reputational damage
- retroactive payroll corrections
- and a big loss of trust internally

Most CEOs still believe this is about “publishing a pay gap”. It’s not.

It’s about being able to explain and defend every single pay decision with objective, gender-neutral criteria.

That’s why I’m hosting a practical 45-minute webinar.

We’ll go through the 5 concrete steps every company needs to take to be fully prepared for 2026.

Register for the next session here: https://lnkd.in/er2CFqnz

The secret trap most CEOs fall into.

(myself included 🤦🏻‍♂️)

At 15-20 employees, your life totally changes.

→ Your days shift from business problems to "people" problems.

I've been there.

I used to spend 80-90% of my time on business issues.

Then, all of a sudden, I was drowning in "people" challenges.

And the typical mistake is thinking you can handle this by hiring some HR help.

Most founders hire a junior HR at that moment.

When what you really need is to build solid strategic HR foundations first.

- role descriptions
- expectations definition
- evaluation processes
- reward policies
- etc.

As CEO, stay involved in building that HR system.

Don't pass it all off to your HR team.

Build the right base at 20 people.
Or pay for it as you grow.

Every company has pay gaps.

The question isn't "do I have any?" but "can I explain them?"

This is one of the biggest misconceptions about the European pay transparency directive.

People still think the goal is to have zero gaps.

In reality, the goal is to have gaps that are understandable, documented, and justifiable.

And that's where it gets complex.

Because explaining a gap requires more than an Excel spreadsheet or intuition.
It requires

• clean data
• decision traceability
• clearly defined roles
• comparable job levels
• accessible compensation criteria
• and the ability to prove fairness, not just declare it

The problem isn't the law.
The problem is that you can't justify what you don't measure.

That's why we created a free and very simple test.

15 questions.
3 minutes.
1 result.

And a clear view of your risks, your potential gaps, and what to prioritize before 2026.

👉 Take the test now: https://lnkd.in/ejhixz_7

📆 Juin 2026.
C'est la deadline pour transposer la directive européenne sur la transparence salariale en loi nationale. Tout CEO doit être au courant de :

- ce que la directive implique pour les sociétés belges
- les fausses croyances (et il y en a beaucoup)
- comment se préparer au mieux, sans stress

C'est un sujet stratégique.
Et ça se prépare dès aujourd'hui.

Rejoignez moi et mon invitée Sarah Cluydts (Senior Associate au cabinet Claeys & Engels) pour clarifier ce que cette directive implique pour vous.

C'est une session unique que vous n'allez pas vouloir manquer.

→ Réservez votre place ici : https://bit.ly/4hTbbac

On se voit là-bas ? 😉

Headlight

Headlight is a Tech Sales Recruitment agency. We work for fast growing and established Technology companies , offering them sales recruitment consultancy on all levels. 

From SDR to VP Sales, we find and select ambitious sales professionals that get our clients that desired growth.

Don't hesitate to get to know us : 0471 64 90 09 or alexander.goovaerts@headlight.be 

Talk soon !

Founder / Managing Director 

addmore®

Advisory Board Member

Dixon & Company

Responsible for setting up the IT sales expertise within the Sales business unit. Growing the candidate & client portfolio from scratch.

Sales Recruitment Consultant

Allegis Group

360° permanent recruitment consultant, managing both client and candidate relations. 

Responsible for matching IT Business profiles (Business Analyst, Project Managers, Program Managers) to the banking and financial industry in Brussels and Flanders.

Recruitment Consultant

Merck Sharp & Dohme

As a pharmaceutical representative i was responsible for assisting the marketing campaign of certain products in the MSD portfolio. 

My tasks consisted mostly of business-to-business sales and distribution in the Flanders Region.

Pharmaceutical representative

Over the course of my career I have guided over +300 sales professionals into new career opportunities and have advised +150 Tech founders on growing and setting up sales teams. 

My intention is to change the status quo in recruitment. By focusing on peoples long-term career ambitions and combining it with community building, I believe long lasting matches can be made between companies and potential candidates.

My personal goal is to build Headlight as a go-to partner for Tech companies that want to hire key sales professionals.  


Interested to know more ? 


Pm me on 
alexander.goovaerts@headlight.be
0032471/649009

Alexander Goovaerts

New venture 📢

After 15 years working with Tech companies I’ve seen firsthand that, in order for top sales talent to thrive, a company needs : 

-- A clear strategy and vision on Sales
-- A system that sets up sales people for success
-- Modern technology to support that structure


In that exact order 😉…

It always nagged me to death, that I couldn’t have more leverage trough recruitment or executive search to truly help companies create success. 

Great sales and management hires are just the start of it, you need clarity and systems to support them.  And it’s up to the owners, CEO’s and boardmembers to bring in this structure.

Well, it’s time for me to truly start the journey to transform sales organisations. MCG will be your guide, your layer-on-top, your go-to or your sales transformation partner bringing you

CLARITY
SYSTEMS
SKILLS

MCG is born through a group of complementary professionals, friends and experienced entrepreneurs. Me and Karim Manseri will be leading from the front and we've managed to surround us with some great associates, advisors and boardmembers like Chris - Beuckeleers and many more coming soon.

Our common mission:

"To future-proof tech sales organisations and set them up for consistent and sustainable success "


Next question is for you: 
ARE YOU READY TO RETHINK SALES ? 😉

Get in touch !
Alexander.goovaerts@malinasconsultinggroup.com 

#managementconsulting
#techsales
#changemanagement 
#salestechnology

Partnering with Tech Companies to transform SALES 📈 | Founder at Headlight | Managing Partner at MCG

“Als ik vandaag geen job had, zou ik hier 100% zeker voor solliciteren. Maar het zou niet datgene zijn waarvoor ik hier nu zou weggaan…”

 
Dit somt exact op waarom traditionele recruitment efforts te weinig slagkracht hebben en slechts een beperkt bereik heeft. 
 
Er ligt een GAP tussen 
 
❌ Waarom moeten mensen hier komen werken
✅ Waarom zouden mensen weggaan waar ze zitten en hierop reageren 
 

Traditionele topics in recruitment

-- Pure rol inhoud
-- Praktische zaken 
-- Company BS & culture
 
Geen enkele vorm van ‘what’s in it for me ?’ 
 
👍🏻Hoe verhoudt zich tegenover de markt ? 
👍🏻Wat zou er voor mij concreet kunnen veranderen ? 
👍🏻En wat betekent het voor mijn carrière/leven ?

 
Kleine tip als je start met een search….
 
GA ERVAN UIT DAT ALLES WAT JE OMSCHRIJFT OP JE VACATURE, MENSEN NU AL DOEN EN/OF HEBBEN 
 
Wat je beter kan doen:

Schrijf je vacature alsof het een value proposition is in sales waarin je weet dat de prospect jouw service of product al gebruikt, maar bij een concurrent… 
 
⁉️Ga je focussen op alle features die de concurrent OOK heeft ? 
⁉️Ga je generalistisch te werk alsof dat elk klant exact hetzelfde is ? 
 
Don’t think so 😉


#salesrecruitment
#recruitment
#hiring

I wrote this article 6 years ago... 

Just read the whole thing again top to bottom...

Nothing to edit...

It still stands... 

#sales
#techsales
#accountmanager

It is not a secret that successful and loyal sales professionals are often (and should be!) pampered. To keep them loyal and happy, their bonuses and 

Open article: The Gilded Cage of the Account Manager by Alexander Goovaerts • 4 min read

Most people think they know what it takes to become a Sales Manager… but they’re wrong.

They assume it’s about:

-- Years of experience
-- Lots of client work
-- Product knowledge
-- “Knowing how to sell”
-- Always hitting big numbers

And then they wait for the promotion.

But here’s the truth:
👉 You can have all of that and still not become a Sales Manager.

Why? Because the step to leadership needs:

The right environment
The right timing
The right mindset
The right skillset

People who actually move up already act like leaders. 
They:

👉 Analyze their own performance
👉 Share knowledge without ego
👉 Adapt based on real market feedback
👉 Challenge strategy with clear reasoning

And no, this isn’t always the top salesperson.

Leadership is different.

When the moment comes, it’s obvious.

Everyone already knows:
This person is the one.

What do you think really helps someone move into a Sales Manager role?

#salesrecruitment 
#salesmanager 
#leadership

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