Challenges surrounding growth: the vision of Koen Stam
Challenges surrounding growth: the vision of Koen Stam
Reading time:
8 minutes
Date:
20th April 2023
Author:
Marie Delfos
The third edition of the Magnify roundtable event took place, bringing together revenue leaders from national and international scale-ups to discuss the challenges surrounding growth. And what a fruitful discussion it was! Read the insights from this conversation we had here: roundtable insights.
We had the pleasure of hosting some big names in the industry, including NSGO, Uberall, WeTransfer, Teamleader, and of course, Personio. This fast-growing all-in-one HR platform is on a mission to give HR teams time to focus on what really matters. People. The German software platform was founded in 2015, with the vision to become the leading HR platform in Europe. With more than 1500 employees and seven offices in five different countries, they’re certainly making waves.
In this interview, we talk with Koen Stam, Head of Benelux at Personio to learn more about his journey and his vision but also why Koen chooses a bottom-up approach to take Personio to the next level of growth.
Currently, you’re Head of Benelux at Personio, how did you get where you are now?
“I grew up in a trading family in Amsterdam. I thought I was destined for the family potato business. But after obtaining my master’s degree and my father asking me to take over the reins, I realized that this wasn’t the life I wanted.
It wasn’t until 2012, during a crazy internship in Chicago with a serial entrepreneur, that I discovered my passion for software and startups. However, once I returned home, I was lost and didn’t know where to start. That’s when I joined forces with an entrepreneur who had just created a cash register software product with a handful of customers.
Working alongside him, I learned the importance of building a solid foundation and focusing on an Ideal Customer Profile to scale from scratch. I also discovered during those early startups years that I preferred working with slightly more established startups who showed initial Product Market Fit rather than (boot)strapping from scratch.
Today, I love balancing between sales leadership, coaching and RevOps to build a solid foundation for scaling. My career has been all about diving deep into something, learning as much as possible, setting up processes, and then scaling to new heights.”
Want to learn how to create your ideal customer profile yourself?
Currently, you’re Head of Benelux at Personio, how did you get where you are now?
“I grew up in a trading family in Amsterdam. I thought I was destined for the family potato business. But after obtaining my master’s degree and my father asking me to take over the reins, I realized that this wasn’t the life I wanted.
It wasn’t until 2012, during a crazy internship in Chicago with a serial entrepreneur, that I discovered my passion for software and startups. However, once I returned home, I was lost and didn’t know where to start. That’s when I joined forces with an entrepreneur who had just created a cash register software product with a handful of customers.
Working alongside him, I learned the importance of building a solid foundation and focusing on an Ideal Customer Profile to scale from scratch. I also discovered during those early startups years that I preferred working with slightly more established startups who showed initial Product Market Fit rather than (boot)strapping from scratch.
Today, I love balancing between sales leadership, coaching and RevOps to build a solid foundation for scaling. My career has been all about diving deep into something, learning as much as possible, setting up processes, and then scaling to new heights.”
Want to learn how to create your ideal customer profile yourself?
Currently, you’re Head of Benelux at Personio, how did you get where you are now?
“I grew up in a trading family in Amsterdam. I thought I was destined for the family potato business. But after obtaining my master’s degree and my father asking me to take over the reins, I realized that this wasn’t the life I wanted.
It wasn’t until 2012, during a crazy internship in Chicago with a serial entrepreneur, that I discovered my passion for software and startups. However, once I returned home, I was lost and didn’t know where to start. That’s when I joined forces with an entrepreneur who had just created a cash register software product with a handful of customers.
Working alongside him, I learned the importance of building a solid foundation and focusing on an Ideal Customer Profile to scale from scratch. I also discovered during those early startups years that I preferred working with slightly more established startups who showed initial Product Market Fit rather than (boot)strapping from scratch.
Today, I love balancing between sales leadership, coaching and RevOps to build a solid foundation for scaling. My career has been all about diving deep into something, learning as much as possible, setting up processes, and then scaling to new heights.”
Want to learn how to create your ideal customer profile yourself?
Commercial or sales: where is your heart at?
“Silly but true: a combination of both. Building a successful team requires a solid foundation. I’ve seen too many companies make the mistake of putting hiring first and neglecting the importance of a strong foundation. That’s like you’re trying to build a house on quicksand. To set your team up for success and achieve efficient growth, you need to start with a solid basis. It’s like a game of Jenga: you need to carefully place each block in the right spot to build a strong foundation before you can start stacking higher.”
Commercial or sales: where is your heart at?
“Silly but true: a combination of both. Building a successful team requires a solid foundation. I’ve seen too many companies make the mistake of putting hiring first and neglecting the importance of a strong foundation. That’s like you’re trying to build a house on quicksand. To set your team up for success and achieve efficient growth, you need to start with a solid basis. It’s like a game of Jenga: you need to carefully place each block in the right spot to build a strong foundation before you can start stacking higher.”
Commercial or sales: where is your heart at?
“Silly but true: a combination of both. Building a successful team requires a solid foundation. I’ve seen too many companies make the mistake of putting hiring first and neglecting the importance of a strong foundation. That’s like you’re trying to build a house on quicksand. To set your team up for success and achieve efficient growth, you need to start with a solid basis. It’s like a game of Jenga: you need to carefully place each block in the right spot to build a strong foundation before you can start stacking higher.”
”I strongly believe in the value of data and processes. A solid German foundation.”
”I strongly believe in the value of data and processes. A solid German foundation.”
”I strongly believe in the value of data and processes. A solid German foundation.”
You successfully played Jenga when it comes to scaling multiple tech teams. What do you think is the main reason for this?
“I used to be all over the place, scribbling my ideas on paper with no rhyme or reason. But now, I've discovered the power of structure and strong processes – and let me tell you: it's been a game-changer. I know it might not sound exciting, but for me, it's been the key to success. And if there's one thing I've learned that's essential for any company, it's documentation. That's why I'm all about Notion – it's become my trusty sidekick in keeping track of everything.
Whenever I get asked the same question twice, I make sure to document it. And don't even get me started on best practices – if something's working for me, you bet I'm documenting it. Because if it's successful now, it'll likely be successful in the future too.
But here's the thing – as much as I value structure and documentation, I also know the importance of staying flexible and experimenting. If you've got different GTM motions, pick one and really focus on it. Don't spread yourself too thin by trying to tackle everything at once. And when it comes to experimenting, make sure to limit yourself to 15 or 20% of your time. And if something doesn't work? Drop it like it's hot and move on to the next thing.”
You successfully played Jenga when it comes to scaling multiple tech teams. What do you think is the main reason for this?
“I used to be all over the place, scribbling my ideas on paper with no rhyme or reason. But now, I've discovered the power of structure and strong processes – and let me tell you: it's been a game-changer. I know it might not sound exciting, but for me, it's been the key to success. And if there's one thing I've learned that's essential for any company, it's documentation. That's why I'm all about Notion – it's become my trusty sidekick in keeping track of everything.
Whenever I get asked the same question twice, I make sure to document it. And don't even get me started on best practices – if something's working for me, you bet I'm documenting it. Because if it's successful now, it'll likely be successful in the future too.
But here's the thing – as much as I value structure and documentation, I also know the importance of staying flexible and experimenting. If you've got different GTM motions, pick one and really focus on it. Don't spread yourself too thin by trying to tackle everything at once. And when it comes to experimenting, make sure to limit yourself to 15 or 20% of your time. And if something doesn't work? Drop it like it's hot and move on to the next thing.”
You successfully played Jenga when it comes to scaling multiple tech teams. What do you think is the main reason for this?
“I used to be all over the place, scribbling my ideas on paper with no rhyme or reason. But now, I've discovered the power of structure and strong processes – and let me tell you: it's been a game-changer. I know it might not sound exciting, but for me, it's been the key to success. And if there's one thing I've learned that's essential for any company, it's documentation. That's why I'm all about Notion – it's become my trusty sidekick in keeping track of everything.
Whenever I get asked the same question twice, I make sure to document it. And don't even get me started on best practices – if something's working for me, you bet I'm documenting it. Because if it's successful now, it'll likely be successful in the future too.
But here's the thing – as much as I value structure and documentation, I also know the importance of staying flexible and experimenting. If you've got different GTM motions, pick one and really focus on it. Don't spread yourself too thin by trying to tackle everything at once. And when it comes to experimenting, make sure to limit yourself to 15 or 20% of your time. And if something doesn't work? Drop it like it's hot and move on to the next thing.”
And what about your focus? How do you determine your focal point?
“Look at your numbers. Yes, I know, it might not be the most thrilling topic out there, but trust me, it's crucial. You need to take a good, hard look at your data and figure out where you're getting traction. Where are the opportunities just waiting to be seized?
And once you've identified those golden nuggets, it's time to get experimental. Don't go throwing all your resources at something before you know it works. Start small, try new things, and see what converts. It's like building a puzzle – you start with the edges and work your way in, piece by piece. But here's the best part: once you've got something that's working, you can start to build on it. Step by step, you can expand and create something truly pragmatic. So don't be afraid to get creative, think outside the box, and use those numbers to your advantage. I strongly believe in the value of data and processes. A solid German foundation.”
Want to learn more about data driven market analysis? Read here about the 4 main advantages of a data driven market analysis.
And what about your focus? How do you determine your focal point?
“Look at your numbers. Yes, I know, it might not be the most thrilling topic out there, but trust me, it's crucial. You need to take a good, hard look at your data and figure out where you're getting traction. Where are the opportunities just waiting to be seized?
And once you've identified those golden nuggets, it's time to get experimental. Don't go throwing all your resources at something before you know it works. Start small, try new things, and see what converts. It's like building a puzzle – you start with the edges and work your way in, piece by piece. But here's the best part: once you've got something that's working, you can start to build on it. Step by step, you can expand and create something truly pragmatic. So don't be afraid to get creative, think outside the box, and use those numbers to your advantage. I strongly believe in the value of data and processes. A solid German foundation.”
Want to learn more about data driven market analysis? Read here about the 4 main advantages of a data driven market analysis.
And what about your focus? How do you determine your focal point?
“Look at your numbers. Yes, I know, it might not be the most thrilling topic out there, but trust me, it's crucial. You need to take a good, hard look at your data and figure out where you're getting traction. Where are the opportunities just waiting to be seized?
And once you've identified those golden nuggets, it's time to get experimental. Don't go throwing all your resources at something before you know it works. Start small, try new things, and see what converts. It's like building a puzzle – you start with the edges and work your way in, piece by piece. But here's the best part: once you've got something that's working, you can start to build on it. Step by step, you can expand and create something truly pragmatic. So don't be afraid to get creative, think outside the box, and use those numbers to your advantage. I strongly believe in the value of data and processes. A solid German foundation.”
Want to learn more about data driven market analysis? Read here about the 4 main advantages of a data driven market analysis.
“The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders.”
“The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders.”
“The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders.”
How do you ensure you convey that vision to your team?
“Picture this: you're a leader in a fast-paced business environment where data is king. You're constantly surrounded by charts, graphs, and dashboards filled with valuable insights that help you make critical decisions. But what about the rest of your team? How can you get them just as excited about data and its power to drive success?
Well, here's the secret: you need to bring everyone into the forecasting process. By working together on weekly, monthly, and quarterly forecasting, you'll give your team a hands-on experience with data that they'll never forget. You'll empower them to look at data in new ways, to understand its importance, and to take ownership of their own piece of the puzzle.
So forget about keeping data locked up in some executive dashboard. Make it a team effort and watch as your entire organization gets energized by the power of data-driven decision-making.”
How do you ensure you convey that vision to your team?
“Picture this: you're a leader in a fast-paced business environment where data is king. You're constantly surrounded by charts, graphs, and dashboards filled with valuable insights that help you make critical decisions. But what about the rest of your team? How can you get them just as excited about data and its power to drive success?
Well, here's the secret: you need to bring everyone into the forecasting process. By working together on weekly, monthly, and quarterly forecasting, you'll give your team a hands-on experience with data that they'll never forget. You'll empower them to look at data in new ways, to understand its importance, and to take ownership of their own piece of the puzzle.
So forget about keeping data locked up in some executive dashboard. Make it a team effort and watch as your entire organization gets energized by the power of data-driven decision-making.”
How do you ensure you convey that vision to your team?
“Picture this: you're a leader in a fast-paced business environment where data is king. You're constantly surrounded by charts, graphs, and dashboards filled with valuable insights that help you make critical decisions. But what about the rest of your team? How can you get them just as excited about data and its power to drive success?
Well, here's the secret: you need to bring everyone into the forecasting process. By working together on weekly, monthly, and quarterly forecasting, you'll give your team a hands-on experience with data that they'll never forget. You'll empower them to look at data in new ways, to understand its importance, and to take ownership of their own piece of the puzzle.
So forget about keeping data locked up in some executive dashboard. Make it a team effort and watch as your entire organization gets energized by the power of data-driven decision-making.”
You have a bottom-up approach, but of course you also get your targets from above. How do you bring that together?
“At Personio, we’re a group of passionate individuals coming together, determined to achieve a common goal. The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders. As a team, they delve into the nitty-gritty and brainstorm ways to make it happen. It's not just about achieving the targets, it's about doing it together.
Management steps in with a carefully thought-out plan to foster team buy-in. They throw the question out there: ‘how do we want to achieve our targets?’ The team takes the floor, and the discussions begin. They spar, they debate, they ideate – all in the spirit of achieving their shared goals. Next to that, they identify the key areas to focus on and take three “big things” to drive the momentum forward. The team members become the champions of those points, taking ownership and responsibility. It's not just a top-down approach – it's a collaborative effort, where everyone's voice is heard and valued.”
Koen explains they are now doing more with fewer people. We therefore ask him how he ensures to keep the knowledge to go against turnover.
“By focusing on the quality of your people. The higher the quality of your people, the more you can achieve with fewer people. Personally, I believe in abolishing individual committees and giving everyone a good fixed salary to prevent turnover. Why? Because money isn't always the best motivator. I don't know about you, but I don't run faster for a commission. I run faster because I love what I do. In my previous team, we always did a fun team outing when we had achieved our target as a team. I have never worked in such a real team myself. That was really cool. The real question for me is, do you achieve that growth of your people, and therefore of your results, with extra money in the form of huge commissions, or can that also be done with something else?”
You have a bottom-up approach, but of course you also get your targets from above. How do you bring that together?
“At Personio, we’re a group of passionate individuals coming together, determined to achieve a common goal. The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders. As a team, they delve into the nitty-gritty and brainstorm ways to make it happen. It's not just about achieving the targets, it's about doing it together.
Management steps in with a carefully thought-out plan to foster team buy-in. They throw the question out there: ‘how do we want to achieve our targets?’ The team takes the floor, and the discussions begin. They spar, they debate, they ideate – all in the spirit of achieving their shared goals. Next to that, they identify the key areas to focus on and take three “big things” to drive the momentum forward. The team members become the champions of those points, taking ownership and responsibility. It's not just a top-down approach – it's a collaborative effort, where everyone's voice is heard and valued.”
Koen explains they are now doing more with fewer people. We therefore ask him how he ensures to keep the knowledge to go against turnover.
“By focusing on the quality of your people. The higher the quality of your people, the more you can achieve with fewer people. Personally, I believe in abolishing individual committees and giving everyone a good fixed salary to prevent turnover. Why? Because money isn't always the best motivator. I don't know about you, but I don't run faster for a commission. I run faster because I love what I do. In my previous team, we always did a fun team outing when we had achieved our target as a team. I have never worked in such a real team myself. That was really cool. The real question for me is, do you achieve that growth of your people, and therefore of your results, with extra money in the form of huge commissions, or can that also be done with something else?”
You have a bottom-up approach, but of course you also get your targets from above. How do you bring that together?
“At Personio, we’re a group of passionate individuals coming together, determined to achieve a common goal. The journey starts with a top-down approach, but here's the twist: it's not just about the management dictating orders. As a team, they delve into the nitty-gritty and brainstorm ways to make it happen. It's not just about achieving the targets, it's about doing it together.
Management steps in with a carefully thought-out plan to foster team buy-in. They throw the question out there: ‘how do we want to achieve our targets?’ The team takes the floor, and the discussions begin. They spar, they debate, they ideate – all in the spirit of achieving their shared goals. Next to that, they identify the key areas to focus on and take three “big things” to drive the momentum forward. The team members become the champions of those points, taking ownership and responsibility. It's not just a top-down approach – it's a collaborative effort, where everyone's voice is heard and valued.”
Koen explains they are now doing more with fewer people. We therefore ask him how he ensures to keep the knowledge to go against turnover.
“By focusing on the quality of your people. The higher the quality of your people, the more you can achieve with fewer people. Personally, I believe in abolishing individual committees and giving everyone a good fixed salary to prevent turnover. Why? Because money isn't always the best motivator. I don't know about you, but I don't run faster for a commission. I run faster because I love what I do. In my previous team, we always did a fun team outing when we had achieved our target as a team. I have never worked in such a real team myself. That was really cool. The real question for me is, do you achieve that growth of your people, and therefore of your results, with extra money in the form of huge commissions, or can that also be done with something else?”
To round off
We wind up the interview, and thank Koen for his presence at the Round Table and his openness during this conversation. It was a pleasure to have Koen as our first revenue leader interviewee, and we are excited to welcome many more in the future.
Are you a true revenue leader yourself, and would you like to be present at one of our Round Tables and possibly even be our next interviewee? Then claim your spot for the next edition.
Join the conversation.
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