10x.Team

When I first became a manager, I thought it would be easy. I saw how others did it. They seemed to make no mistakes, know all the answers, and lead with authority. But throughout my career, I also saw a lot of them lose their humanity in their climb up the corporate ladder. Some would even become power-hungry, disconnected, backstabbing, and even a little scary. I wanted to do things differently. So I promised myself I would always follow these 5 rules to balance being a good leader while staying true to myself: - Lead with empathy and heart, not ego. I make it a point never to forget that my team is made of humans, good people…not just resources. - Listen more than I speak. I want to place trust in my team. And I want them to trust they can voice their challenges and motivations to me. - Give my team the freedom to act and execute. I am not there to bark orders. I want to believe that if I hire a good team, they need me to support and mentor not micromanage them. - Give feedback, but also ask for it. I don’t like to hide behind a title. I am not perfect. I know my team can help me grow just as much as I am there to help them. - Balance working hard with playing hard. We spend much of our day working; I want my team to have fun, too. Will I have a drink…or three with my team? Hell yes. Other managers sometimes frown upon my being less of a ‘tough boss’ and more approachable, claiming I shouldn’t try to be ‘friends’ with my team. But, for me, that doesn't mean I have to become a robot. If I can stay human while leading, I know it will be smooth sailing and I will get the best from my team. Every. Single. Time. Besides, I don’t even want to be a boss. I want to be a good manager. And a good leader. #leadership

I used to think leadership was about finding who could get in the driver’s seat and steer the business through all its challenges. But I was wrong. I’ve learned that leadership isn’t one-size-fits-all. But it’s also not an all-fits-into-one either. And expecting one person to lead through every phase of growth? It’s a recipe for disaster. Here's the reality: Sometimes, you need specialized leadership for every stage of growth. The leadership style you need for a startup is not always the same as for scaling a business or when you run a corporation. Someone who's great at building a foundation might struggle to pivot when rapid growth demands quick, bold decisions. Leaders used to long-term commitments often find it hard to adapt to the day-to-day challenges of fast-moving environments. What else have I realized? What you really need when building and running a company is specialized leaders for different stages of growth. Someone who can guide you through the early days, another who can scale up the company, and then someone who can run the ship when your company is ready for the next big step. It's very unusual to find someone who can carry the company through all three. At 10x.Team, we need the kind that knows how to adapt to the moment rather than getting stuck in a fixed approach. So now, when I bring in leadership, I ask: - What type of leader are they? - What type of experience do they have? - Do they fit the stage where the company is right now? - Do they thrive in a scale-up environment that requires agility and quick thinking? - Will they step up to own results, even when nothing is written in stone? As we are scaling up at 10x and I am building my team AND helping others build theirs, I don't just look for experience and a solid CV. - I look for adaptability. - I look for a mindset that's open to change. - I look for someone who is forward-thinking enough to think about the company's roadmap as it navigates current growth. Because at the end of the day, leadership isn’t about filling a role—it’s about evolving with the business. And in today's business world, rigidity is a liability. How flexible are you when it comes to your company’s #leadership?

We made it to WIRED’s Top 10 Hottest Startups in Amsterdam! Being featured in #WiredMagazine isn’t just a milestone. It’s a moment that reminds me why we started this journey with 10x.Team in the first place. Enabling fractional talent to build their portfolio careers and connecting them with companies that are struggling to find the right people for their transformation and growth journey has been our mission from day one. Why? Because finding the perfect talent isn’t just hard—it’s often the difference between scaling up and staying stuck. And in a world where agility and adaptability are the new currency, fractional talent brings the fresh, on-demand expertise companies need to thrive. Timing is everything in the life of a founder, and this recognition shows we’re on the right path—at the right time. Check the Wired article here: https://lnkd.in/dNbn6DWc So, to all the talented professionals and companies who’ve believed in our vision, this is for you. Thank you Mobility Concept B.V., ParkBee, Talk360, Bijles Aan Huis, Van Lanschot Kempen and all our other customers who are walking the fractional life with us. And thank you Megan Carnegie for including my team and I for the second time in this list. Let’s keep pushing boundaries and proving that the future of work is flexible, dynamic, and limitless. I couldn't be more proud to be featured along other awesome & sustainable companies like Overstory, Coolgradient, Monumental, Weaviate, Cradle, Carbon Equity, Bloom & Wolf, Solvimon, and Haaven. 🚀 Onwards and upwards! ⚡ #WiredTop10 #StartupLife #FractionalTalent #AmsterdamTech #10x #wired #startup #scaleup

I did something crazy. No, it wasn’t jumping out of a plane. I hired two strategic chief commercial executives for my scale-up (Alexander Adema & Bart Koetsier). Why? Because one of the most challenging aspects of growing a startup is scaling the commercial side of the business. I see repeatedly how the startups we are asked to help struggle with this. And it’s a common concern echoed by private equity and venture capital investors. Many companies that reach product-market fit fail to scale commercially, with over 50% of startups failing within five years due to difficulties managing this phase. Why? Because strategic commercial chief executives often bring high-level thinking and long-term planning. But early-stage startups need more immediate, hands-on solutions while also keeping an eye on the ball in the long run. And one candidate might not cover all the bases. While one might be good at one thing, the other might be good at another. So why not unite forces and combine strengths? Where one candidate can focus on creating a strong commercial presence, the other can scale operations. And at the end of the day, each focuses on what they are good at: driving commercial growth while they complement each other’s strengths. The idea might sound like jumping out of a plane without a parachute. But sometimes, dividing to conquer pays out if there’s a well-thought strategy behind it. #leadership

WANTED: CISOs with Cyber Skills as Sharp as Their Drink Choices! 🍸💼 Had a blast with fractional CISO Raymond Morsman at the Dutch KLM Open a while back, proving that you can discuss serious cybersecurity over an espresso martini. Now, I’m on the hunt for several freelance or fractional CISOs who can bring that same balance of expertise and style. Know someone who fits the bill? Drop me a message, also if you're on the payroll of a company looking to combine fixed contract with 1 to 2 days fractional work! #CISO #FreelanceGig #Cybersecurity #portfoliocareer #fractionalexecutive