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 ? 😉

The Knowledge Bank

Director/Owner

URENCO UK LIMITED

Head of HR has responsibility for HR (11 team members), Learning and Development (7 team members) and Comp and Benefits (3 team members running pensions and 3 payrolls)

Head of HR -Capenhurst

HRD Ltd

Bespoke HR consultancy providing adivce, guidance and support to organisations to deliver business focussed strategies, develop integrated high performing groups and deliver organisational and cultural change.

Owner

Established a JV (Areva, Mace, Atkins) to undertake decommissioning and commissioning of SDP project (£1.7Bn) on behalf of Sellafield. Designed and built the Seconded Organisation structure, utilising resources from the parent companies. P4 Sellafield Security clearance.

Director of People Resources

Arriva Transport Solutions

Provided HR support to Contract Director and Group HRD in integrating and establishing outsourced NHS Patient Transport in the Greater Manchester area

Interim HRBP

Arriva

Integrated 6 NHS incumbent organisations into one to deliver PTS (Non-Emergency) Services across South West England, requiring TUPE of 250 staff in unionised environment.

Achievements:
* Successful negotiations with six employee representative bodies, including UNISON and GMB trade unions
*Transfer concluded on time and within budget

Interim People Lead - NHS TUPE

Molson Coors

Restructure of operating activities through negotiation of two tier operator structure, revised shift patterns and reduction of salaries with Unite Union. Achieved NPV £12.1M.

Achievements:
* Headed delicate negotiations with UNITE trade union committee
* Successfully turned around a 95% vote for prolonged industrial action to a 60/40% acceptance of reduced terms and conditions
* Maintained a professional and commercial approach despite external adverse media campaign against the company

Interim Senior Business Partner

Veolia Water

Integral part of turnaround team refocused a loss making Joint Venture (-£9M) to break even within 5 months by providing strategic HR direction and delivery to reduce costs and improve productivity.

Achievements:
* Reviewed and revised HR processes to ensure effective work standards
* Restructured and realigned management structures, resources and personnel to deliver improved productivity

Interim HR Consultant

Balfour Beatty plc

Co-ordinated the divestment by TUPEing 15 operating business units internally to other parts of the parent company, externally to competitors or through asset sales and associated redundancy programme.

Achievements:
* Established and utilised employee representative bodies to ensure TUPE adherence
* Designed, developed and implemented residual organisational structure ensuring employees where allocate to correct future employing organisation

Interim HR Director Plant and Fleet Services

Jack Wills | Aubin & Wills

Established a comprehensive relocation and secondment policy as well as determining the behaviours and competencies best suited to integrating the brand into overseas markets.

Achievements.
* Created a comprehensive Global People Strategy to support UK and overseas expansion with an effective HR structure to facilitate growth
* Designed a Global Secondment and relocation policy detailing remuneration and personal tax support mechanisms
* Deputised for HRD when required

Decisive and pragmatic HR Director/Head of HR skilled in driving business focused strategies, developing high performing integrated groups and delivering organisational change. Experienced across a broad range of sectors including, Nuclear (P4 Security), Supply Chain and Contact Centres, Manufacturing, Construction, Utilities and Retail.

Avoids the potential pitfalls in complex negotiations, by applying a consistent, logical and practical approach. Recognised for treating everyone with trust and respect, encouraging constructive challenge and gaining their confidence and buy-in to commercial solutions. Appreciated for providing a safe sounding board across the business.

Specialties: Organisational change, TUPE, Mergers, divestment exercises, OD and culture change programmes

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Thomas Goubau

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