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

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 ? 😉

Dovre

Sales & Marketing Lead, a.i.

Made in Heaven

Staffing, recruitment and employer branding. 
Specialised in Sales, Marketing, Product Management and Innovation.

Managing Partner

Neuvoa Management BVBA

Consulting, coaching and training in Product Management, Agile Product Development and Innovation, Go2Market and Business Development

Management Consultant

bpost: Parcels, Logistics & International

Interim Project Management: Product Management and Business Development

The Opportunity Factory

Founding Partner

Niko

ai, Director Product Management

Minds&More

Partner

Puratos

Innovation Consultant

Nova Reperta

The House of Marketing

Managing consultant, lean marketing, customer process management, pricing, marketing process development, go-to-market

As managing partner of www.madeinheaven.be I am focussed on helping clients with staffing challenges (permantent or ad interim).  Having worked as a freelance interim manager for years, I have extensive experience in finding the right match for staffing challenges companies face in these ever changing times. 

Being fairly new in the market, we combine the best of both worlds: the experience and professional approach of large corporations with the flexibility and entrepreneurial spirit of a start-up company. We are specialised in sales, marketing, product management and innovation. Our client base is active in a broad variety of sectors such manufacturing, logistics, banking & insurance, appliances, retail, ...

As mentioned above, prior to starting a career in search & matchmaking, i worked as freelance consultant/interim manager myself. Before that I worked at BT. During my professional career i have gained extensive experience in innovation, general management, sales, product management, project management and product launch (go-to-market) management, strategy formation, execution, tracking and implementation. Therefor, my personal specialties are: innovation management, consulting, sales, product management, programme management, process & change management (lean), portfolio management, strategy (Blue Ocean), budgetting & forecasting, New Product Development (scrum, stage&gate, ...) 

taplio

The Battle

Thomas Goubau

Dirk Verhaeghe

Followers

Posts

Engagements

Likes

Performance ScoreThomas Goubau's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Thomas Goubau

Dirk Verhaeghe

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Thomas Goubau's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreThomas Goubau's LinkedIn Performance