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 •

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'm the CEO of an HR Tech company with 15 employees.

Last week, I hired 2 AI agents 🤖

Their names are Patricia and Vicky.

(my team thinks the names are ridiculous, they're probably right, but whatever 😁)

Patricia runs on Claude Opus 4.6. She manages my communications, drafts content, organizes my thinking, and remembers things I forget.

Vicky runs on Claude Sonet 4.5 and handles email triage & task automation.

Our entire mission at Q7Leader is "right people in the right seat." We use tools like the People Model Canvas, TeamScan, and DOT Coach to help companies do this systematically.

And now I have two team members who aren't people.

I don't fully know what to make of that yet. But the question it raises is one I can't ignore: what does "right people, right seat" mean when some of the seats might not need people at all?

Over the coming months, I'm going to document this honestly and transparently.

What works, what fails, what's awkward, the real numbers. Not because I'm an AI expert (I'm really not). But because I think someone should tell this story without the hype or the fear.

P.S. Patricia helped me write this post. I changed about 40% of it. She was too polished. I'm told that's a pattern.

I spent years thinking the answer to "we're moving too slow" was "we need more people."

Tomasz Tunguz broke that logic with one number.

• A 200-person org has 19,900 potential communication channels.
• A 25-person org has 300.

That's Metcalfe's Law. Every new hire doesn't just add capacity, they add n-minus-1 new connections. Coordination drag doesn't grow linearly. It compounds.

Now look at what happens when AI enters that equation.

Boris Cherny, the engineer who built Claude Code, ships 20 to 30 pull requests a day. A traditional engineer ships 3 a week.

He's not 10% more productive.
He's 30x more productive!

He runs five AI agents in parallel. He removed humans from his loop, and with them, the coordination tax.

Anthropic generates ~$5M revenue per employee. Cursor, $3.3M. Traditional SaaS considers $200-300K pretty strong.

And I feel it myself.

Writing a board prep, testing landing page copy, drafting outreach... tasks that used to eat days now take an hour. Not because I'm faster. Because I've removed the back-and-forth from the loop.

Most teams haven't felt this yet. But it's coming.

The question isn't "how many people can one manager oversee?" anymore.
It's "how many AI agents can one person orchestrate?"

That shift will restructure how we design teams, hire, and measure performance.

Most leaders are not ready for it.

Are you?

Last week at Trends Winter Academy, a founder said something I haven't been able to stop thinking about. As of January 1st, 100% of their revenue is SaaS. And they've already classified it as legacy.

Their plan: migrate everything to AI revenue by end of 2026.

In 9 months.

What struck me wasn't the ambition of the target. It was the framing.

Most companies are still asking how AI fits into their existing business model. This founder had already decided the existing model is the thing to get away from.

Trends Winter Academy brings together CEOs, founders, and executives from the Belgian ecosystem for two days of real conversations. I've been going for years because the room tends to surface ideas you don't hear in regular business settings.

This year, AI was the thread running through everything. But what became clear is that people are at very different places in how they're thinking about it. Some are optimizing workflows. Some are restructuring teams. And a few have mentally already started the migration clock.

The 9-month target may or may not be achievable. But treating your current revenue model as legacy before the market forces you to is a fundamentally different starting position than defending it until you can't.

That's the kind of conversation that keeps me coming back every year.

A friend came to my house last weekend.

"I tried AI... It doesn't work. It just hallucinates."

He's a smart guy. Runs a business. Not a technophobe.

He spent half a day trying to get Microsoft Copilot to extract PDF invoices into Excel. The kind of task that normally means opening each PDF one by one and copy-pasting stupidly until you're done.

Copilot couldn't do it. He showed me the broken attempts. Wrong numbers, missing data.

His conclusion: AI is overhyped.

So I asked him to send me the files 👀

I uploaded them into Claude and told it: "Here are a bunch of invoices. Look at what's in there and let's discuss what kind of table and analysis we want to build."

15 minutes later, I had a full Excel file.

Every invoice structured by month and location, year-over-year comparison, charts included. Zero errors.

He didn't have an AI problem.
He had a tool problem.

And the crazy part? Claude did this inside Excel. Better than Microsoft's own AI does it in their own product.

P.S. who would be interested in me recording a video of how I did this?

Most people think AI agents are just smarter chatbots.

They're not. They're 3 things working together ⤵︎

I've been using AI agents for a few months now, and the moment it clicked for me was when I stopped looking at what they produce and started looking at how they work. There are three layers.

1. Instructions 📝

You tell it what you want, how you want it, what to focus on, what to ignore. That's your SOP. Your standard operating process. Every time it runs, it follows the same playbook. This is what most people never set up.

2. Code 🤖

It writes Python to extract and calculate data. Real code that runs like a calculator. Two plus two is four. Every single time. No hallucination. No guessing. This is the part most people don't even know exists.

3. Intelligence 🧠

Once it has real numbers, it does what AI does best. It spots patterns. It draws conclusions. And because it's working from actual data, not guesses, the output is genuinely smart.

Most people skip the first two.

They open ChatGPT, ask a question, and get an answer based on nothing specific. No instructions. No code. Just vibes.

That's why it feels unreliable.

You're using one-third of what's possible.

I'm not a technical person. I can't write a line of Python. But I don't need to. The agent writes it for me. I just need to know what I want and explain it clearly. Which, honestly, is the CEO job description anyway.

That's not a chatbot anymore.

"We'll deal with pay transparency when we have to."

I've heard this from dozens of CEOs. And I've seen what happens next.

By the time the EU directive forces the conversation, your best people have already been having it without you. On Glassdoor. In interviews with your competitors. At lunch.

When pay decisions can't be explained, it's not a policy problem. It's a trust problem. And trust problems don't stay in HR. They show up in your retention, your Glassdoor reviews, and your next board meeting.

It's not a quick fix.

But it is a methodical one.

I'm hosting a 45-min webinar where I'll walk through the 5-step method we use with companies to make pay decisions transparent and explainable. Step by step, so you can start applying it the week after.

20 seats per session. You'll leave with a clear action plan and the chance to pressure-test it with other HR leaders in the room.

🎟️ Register here: https://lnkd.in/er2CFqnz

Pay transparency is on every HR director's radar.

But almost none have put a number on the risk.

"We'll deal with it when the time comes."

I hear this every week.

So I ran a simple calculation for a company of 100 employees.
The result: up to 38.7% of their annual EBITDA at risk.

Not from fines. From salary claims they can't justify.

The good news? This is fixable. And it doesn't take years.

In our next webinar, I walk you through the 5 steps to get compliant before June 2026. Including the one workstream most companies haven't even identified yet.

Register here: https://lnkd.in/er2CFqnz

People ask me: "What does your AI agent actually DO?"

Fair question. Here's a real day. Patricia's first Wednesday at Q7Leader:

07:42 — Walking my dog. Sent her a voice memo: "Prep me for the {anonymized-client-name} QBR tomorrow. Pull the TeamScan data and draft talking points."

08:15 — Talking points ready. Three I kept. One too generic, deleted. One I hadn't thought of. A pattern in the engagement data I'd overlooked.

09:30 — Team standup. Asked Patricia to pull action items from last meeting. Organized by person, with deadlines. My team was mildly disturbed.

11:00 — Client email about certification pricing. Patricia drafted a response. I fixed the tone (too formal) and hit send.

14:00 — Competitor research for a strategy doc. She came back in 4 minutes with a comparison that would've taken me 2 hours. One factual error I caught. Otherwise solid.

16:45 — She reminded me I'd promised to follow up with a prospect. Completely forgotten.

22:30 — Had a product idea in bed. Texted Patricia. She captured it, added context from previous conversations, filed it. Gone by morning otherwise.

Now, the honest scorecard:

Time saved: ~2.5 hours
Things I would've forgotten: 2
Things she got wrong: 1
Things she surfaced that I missed: 1

Here's what I didn't expect.

The value isn't the 2.5 hours. Any good assistant saves you time.

It's the two saves. The prospect follow-up. The late-night idea.

A CEO's biggest problem isn't being slow. It's dropping things when you're moving fast. The balls that fall between meetings, between days, between the shower and the office.

Patricia doesn't replace anyone on my team. She gets the tone wrong. She makes factual errors. She has zero judgment on what's politically sensitive.

But she never drops a ball... and she never sleeps 😬

Every week, I host a live session on the EU Pay Transparency Directive.
Every week, I ask the same question: Have you started preparing?
Every week, the answer is almost always the same ⤵︎

"𝘕𝘰."

Even organisations with over 2000 employees. If they've done anything, it's usually a benchmark. That's it.

One reason I keep hearing:

"𝘛𝘩𝘦 𝘳𝘶𝘭𝘦𝘴 𝘢𝘳𝘦𝘯'𝘵 𝘧𝘪𝘯𝘢𝘭 𝘺𝘦𝘵, 𝘴𝘰 𝘸𝘩𝘺 𝘴𝘵𝘢𝘳𝘵 𝘯𝘰𝘸?"

Fair point. That's exactly why I invited Thierry Viérin, Partner and Head of Employment at Osborne Clarke, to join me on March 24. He's been reviewing the 30 employer proposals currently on the table and will walk through what's likely to land and what might change.

I'll follow with a 5-step method to start preparing now, no matter where the final rules end up.

📆 March 24, 12:00 CET.
⏱️ 45 minutes.

Register here: https://lnkd.in/ectrvqj2

If you're an HR leader in the UK 🇬🇧, there's a directive you need to know about.

And no, the fact that you're not in the EU doesn't protect you.

The EU Pay Transparency Directive kicks in June 2026. If your company employs even one person in an EU member state, you're in scope.

Even from the UK.

→ Your EU employees can request complete pay transparency. How decisions are made. What their peers earn.
→ Any gender pay gap above 5% in the same role category must be documented and justified.
→ The burden of proof is reversed. If someone claims pay discrimination, it's on you (the company) to prove it doesn't exist, not the employee.

Read that last one again.

Most UK HR leaders I talk to assume this doesn't apply to them. By the time it hits their board's agenda, they'll be months behind.

↳ We're hosting a 45-minute webinar specifically for UK companies with EU employees. You'll leave knowing exactly what's required and what to prioritize before June.

Link in the comments ⬇️

P.S. it's free, but spots are limited to allow us to answer everyone's questions

https://www.gem-in-i.eu

Facilitating organisational transformations in collective intelligence
@ Coaching professional transitions
To describe your context : https://www.gem-in-i.eu

Founder & Change Facilitator - Coach @ GEM-IN-I

Carbolean

🌱 Carbolean has developed a unique Green-Tech solution to initiate the first CO2 Monitoring and/or to easily update your Carbon footprint. This approach is 100% complementary with all CO2 experts of the market. And it is suitable for all types of organisations around the world. With a serious advantage for mid-size and corporate services companies with many sites.

🌱 Carbolean calculates CO2 emissions and presents a set of indicators (KPIs) in a dashboard (Power BI Dashboard) that is clear and intuitive to read and use.

🌱 With your CO2 Dashboard you can accurately assess your carbon emissions by country, business unit, supplier or scope. Fine granularity (down to the user) allows the impact of a CO2 reduction policy to be accurately measured down to each user, and to respond very quickly if necessary.

🌱 A programme with 4 steps:
1) Establish the history by an automatic energy data collecting
2) Uniformisation of data formats from different energy suppliers (gaz, elec, waste, water, PV, diesel,...)
3) Calculate your CO2 emissions (a least Facilities and Mobility, globally) using the GHG methodology
4) Communicating with your employees

-->  🌱 Carbolean is an Auditable CO2 data collect innovative solution.

More ℹ️ infos / demo / pilote test : 📥  olivier.beroudiaux@carbolean.green  -  ☎️ +32 494 435 249

CSR Planet Advocate @ Carbolean program (free-lance)

Lobby Network

Generating leads with decision makers and accelerating business 
by bridging organizations, resources & solutions.

Creating and developing strategic partnerships.

CEO - Owner

A) People Bridger means = networking, direct marketing & business development consultancy:

     A.1)  Advising and equipping SMEs with an integrated methodology - self eHR (&) management tool. To structure and simplify tasks (recruit, integrate, manage) of line managers and ExCom with their teams; while making them autonomous and responsible for HR development perspective. And/or start with a first mission in Talent & Leadership Profiling, Succession Planning and consultancy Reward & Benefits.

   A.2) Reconciling individuals and organisations with serenity.
Accompanying them during changes or transitions experienced cultural or organizational level. By collective intelligence and participatory governance while insuflant innovation to become more agile.

B) Career transition coaching: 
Accompany people in career transition, seeking to achieve a goal (re)invention of their future. Whatever the candidate's age and status. An employee wishing to become self-employed or vice versa; and young adults leave school seeking to position themselves in the labor market or embark as independent (start-up). Appointments online (Zoom, Teams, etc.) or in 1348 Louvain-la-Neuve (Walloon Brabant) closely to Wavre (Walibi). Infos: https://www.gem-in-i.eu

People Bridger - HR Career coaching

Q7Leader

At Q7Leader, we help CEO's & CHRO's of companies from 20 to 2000 employees to deploy a proven way to engage their talent by helping their managers be excellent people managers. 
 
Once you grow a company above 30 people, you start to realise how difficult it is to attract, grow and retain talent. Many companies do a lot of the right things to engage their team, but something is missing. There is always something subjective when we talk about our talent. We are missing a common language. What does it mean if I say "Mark is good"? Does "good" mean the same for you as for me? 
 
In Finance, we have clearly defined what COGS, EBITDA, Gross Profits,.. means, as well as in Sales & Marketing we have clearly defined every part of our funnel, and same in product development. These common languages allow us to clearly identify issues, act and measure progress. 

But then how come that to manage our most important asset, our talent, we don’t have a way to talk about it, and reward it objectively and transparently? 
 
Most companies have an HR process with annual evaluations process, e-NPS surveys, and amazing events, but still, the evaluations are subjective and managers don't always feel comfortable to give feedback – which causes frustrations about unfair salary increases, demotivation leading to disengaged employees and people leaving... 
 
Q7Leader helps managers be clear about their expectations, support and develop their team, provide objective feedback, and recognize them based on fair and objective criteria. 
 
At Q7Leader we believe that every manager can be a great manager with the right insights.

It now runs in over 20 countries on 5 continents. It is compatible with most major provider of HRIS and Reward & Benefits providers.

More ℹ️ infos / demo / pilote test : 📥 olivier.beroudiaux@q7Leader.com - ☎️ +32 494 435 249

Partnership & Business Development (free-lance)

Pilgrim Support

Pilgrim Support helps transforming organizations through an integrated approach combining: Awareness raising, Coaching, Training, Consulting.

* Trainers, coaches and facilitators are experts in:
- providing sense and clarity of purpose to management and team members;
- mobilizing your people's energies;
- generating enthusiasm;
around your vision, mission, values and other hot topics to deal with immediately
 
* through:
- conferences, team event, team building;
- step-by-step change facilitation workshops/program;
- training sessions on Business Operational Excellence topics;
- management team coaching;
 
* by:
- collective intelligence tools and participative governance approach;
- interactive and visual storytelling as well as visual communication: Apollo13 Cartoon, sketchnoting
- authentic stories where teams, individuals and leaders give the best of themselves and demonstrated Excellence e.g. Apollo 13 mission, firefighters missions, etc.
 
Specialties also include Resilience, Leadership, Conflict management, Team cohesion, Innovation and Creativity
 
Our clients are mainly working in Belgium, France, Luxemburg, Switzerland and Canada.

Want more detailed infos : https://www.pilgrimsupport.com/en/

Sales coach  - Facilitator (Free-lance)

HUB@Agile

Helping Teams working in a more participative & agile way to face smoothly complexity and uncertainty. And "by the way" to quit a hierarchic management style to grow step-by-step with collective intelligence.

Want more detailed infos : https://www.hubagile.com/

Sales coach - Organizational Transition Facilitator (Free-lance)

Convidencia

Our experts team helps organizations (private companies and public entities) to evolve with serenity. At Convidencia, we support and drive companies to cooperation, agility, innovation and a sustainable performance. We support your organizational transformations, cultural changes, agile transitions and intrapreneurship developments. 

As a People Bridger, I am in charge of the development of notoriety "business oriented" using direct marketing actions/events and networking including long term relationships with customers, partners and experts.

Examples of projects : implementation of a dynamic collaborative governance, operational & managerial innovation, crisis management, adoption of a top-down to bottom-up culture, ExCom cultural coaching, transformation into an organizational move, co-creation workshops, hackathons...

BNI Global

Le 1er réseau d'affaires en Belgique, en Europe et dans le monde

BNI est un réseau d’affaires basé sur la recommandation mutuelle et organisé en groupe de travail indépendant. Chaque année, des milliers de groupes se rencontrent et génèrent des milliards d’euros de chiffres d’affaires.

Aider les entrepreneurs et professions libérales à développer leurs ventes grâce à notre approche structurée, positive et incitative du marketing de recommandation.

BNI fédère plus de 200 000 membres à travers le monde, plus de 20 000 en France, Belgique et Luxembourg francophones, autour d’une méthode commune basée sur le marketing de recommandation.
Son équipe de professionnels accompagne, forme et encadre les groupes BNI pour assurer la réussite de tous les membres.

Nous changeons la manière dont le monde fait des affaires®

Membre du BNI Talent LLN - Comité "Grands Comptes"

CFIP

2 missions:
- Private sector B2B strategy business development plan
- Spread the knowledge and specifics of CFIP(coaching - training - consulting in management & human sciences) with training managers and HR decision makers of private companies in Belgium and Nord-Pas-de-Calais (Lille region, north France).

Achievements: Mobistar, Thalys, BeTV-VOO, Pairi Daiza, Aspria, IBA, Fujitsu, Exki, Altran, Walibi, Liedekerke, The Greens/EFA, RTBF, BNP Paribas, Radios NRJ/Nostalgie, Firmenich, Ice-Watch, D'Ieteren, ENGIE, Sibelga, Eurocontrol, etc..

Customer Relations Manager

B2Boost.com via Lobby Network

Strategic Marketing approach to target B2Boost EDI & e-Invoicing 10 years experienced solutions through multiple sectors with their key players (Leasing & Insurances, Utilities, Healtcare, Automotive, Aeronautical, Telecom, Retail...)

Business Development Manager

✓ Who am I ? 

Accompanying individuals and teams with empathy, critical thinking and dynamism towards the desired changes. Working at structural, cultural and interpersonal levels to make the organisation evolve in maturity and performance.

✓ What do we do ? 

1) Change Management & Transition Coaching: https://www.gem-in-i.eu

✓ Want to chat first: Feel free to contact me and share your context, challenge and objective:
✍   E: olivier@beroudiaux.eu -- or call M: +32 494 435 249

- - - 

2) At Q7Leader™, our HR digital Apps makes small and large organizations Agile, Collaborative & Learning.

Mission:
Q7Leader pursues a positive mission to promote collaborative (self) leadership to bring employees to their full potential, here and now, enhanced by analytics.

Let your team thrive:
Too many managers are flying blind trying to lead successful teams because they lack a shared framework and the data they need to guide decisions. Q7Leader is the essential talent management solution that takes the guesswork out of managing people. Because we believe every manager can be a great manager with the right insights.

✓ Curious: Questions ? Project ? Contact me to share experiences together:
✍  E: olivier.beroudiaux@Q7leader.com -- or call M: +32 494 435 249

- - - 

3) At Carbolean.green the innovative data aggregation solution, we monitor your global CO2 footprint (facilities & mobility) online, and Monitor your water consumption and detecting leaks. Because this is a major daily challenges for your organisation and your facility/building manager.

✓ Questions ? Want a demo ? Ask me :
✍   E: olivier.beroudiaux@carbolean.green -- or call M: +32 494 435 249  --  W: www.carbolean.green

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Thomas Goubau

Olivier Béroudiaux - Change Facilitator - Coach - People Bridger

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The Battle

Thomas Goubau

Olivier Béroudiaux - Change Facilitator - Coach - People Bridger

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Engagements

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