Fractional COO and program lead
For when there's a gap at operations or program level and you don't have a quarter of onboarding time. I take it over, get it in order, and hand it on.
When
Your COO or program manager is leaving. Someone has to be there before the knowledge walks out and before a successor is found. I bridge the gap, and I make sure there's something worth handing over.
You're growing faster than your structure. What worked with ten people doesn't work with forty. Someone has to rebuild the cadence, the numbers and the ownership while the business keeps running.
A program is stuck. Multiple parties, conflicting interests, and nobody with a view of the whole. I've done that in public and private contexts, going from engineer to general manager in the same week.
You've never had a COO. You've reached the point where someone has to see the whole: the numbers, the cadence, the ownership. What that role looks like exactly is something we work out together.
What I do
As long as commercial, finance and product each have their own truth, nobody is steering. First, one set of numbers everybody trusts.
The most common structural problem I find is work with no owner, usually after the sale. Reassigning it costs little and returns a lot.
A weekly rhythm that works, board reporting that holds up, and decisions that get made instead of deferred.
Scope, planning, risk and escalation, with enough governance to be clear and no more than that.
Billing leaks, duplicated work, processes that depend on one person. Made visible and resolved.
And this is where I differ from most interim managers: whatever suits an agent, I build as well.
Background
I'm currently COO of a seed-stage proptech company, running the whole operation: commercial, onboarding, finance and engineering delivery. Before that I spent almost six years successively as engineering manager, offering manager and program manager on the largest parking app in the Benelux, active in three countries.
Before that, as infrastructure lead, I built a national Belgian tolling platform from scratch: Kubernetes, microservices, infrastructure-as-code, CI/CD, in production and under compliance requirements.
That combination means I don't have to take a technical team's word for it, and I don't have to ask a board what they mean. I speak both languages, and I've sat on both sides of the table.
Work
Cadenza / Acrely — proptech
My current role. As COO of Cadenza I own the full operation: commercial, onboarding, finance and engineering delivery. The company was growing faster than its own visibility into the numbers, and that's where I started.
My own product · vlotr.bevlotr.be
Not a client engagement, but my own product. It is here because it proves what I sell: I don't only advise on building, I build and ship. Vlotr keeps track of what a volunteer board decides, who does what, and what its activities actually earn.
Plugin2Drive / ParKKing
A public-private program for the Parking.Brussels residents permit system, spanning multiple organisations — from development teams to CEO and general manager level.
Tell me what's going on. If I'm not the right person I'll say so, and I usually know someone who is.