In this episode of the Innovantage podcast, its host and Sigli’s CBDO, Max Golikov, speaks with Thijs Verheul, co-founder of United Wardrobe, the fashion marketplace acquired by Vinted. In their conversation, Thijs, who is now an angel investor and author of Thrift to Triumph, shares his insights and lessons learned on execution. How to build the right team? How to manage burnout? How to make tough decisions? Find answers in our article!How everything startedThijs’s entrepreneurial journey did not start with a clear plan. At 18, he briefly studied law before realizing it was not for him. After quitting, he spent six months working as a ski instructor in Austria. At 19, he decided to return to university and enrolled at Wageningen University in the Netherlands, known for its focus on life sciences and environmental innovation. It was there, in 2013, that he met his future co-founder, Sjuul Berden.Sjuul proposed the idea of a dedicated marketplace for second-hand clothing, inspired by his sisters’ overflowing wardrobes. At the time, Thijs was skeptical. There were already a lot of marketplaces and Facebook groups where people could buy and sell different items. The idea of a clothing-only marketplace seemed unnecessary. Meanwhile, Vinted was still a small, little-known startup.After months of discussion, Sjuul convinced him. In January 2014, they launched United Wardrobe. Over time, the company raised €3.5 million in venture capital, grew to 60 full-time employees, reached 4.5 million users, and facilitated around €40 million in annual GMV.In 2020, United Wardrobe was acquired by its largest competitor, Vinted. Thijs became a Vinted shareholder and chose to step away. Today, Thijs is a new father and an active angel investor. Turning ideas into real actionAs Thijs highlighted, execution starts with the right team. In his experience, the most important factor is assembling people with complementary skills.He described the ideal founding team as a combination of a hippie, a hacker, and a hustler. The hippie brings the vision and long-term purpose. The hacker builds the product. And the hustler drives the business forward through sales and partnerships. At United Wardrobe, Thijs played the role of the hustler, while his co-founder, Sjuul, was the visionary. Together with an engineer, they formed the core team that could get the company off the ground.Apart from this, the willingness to launch early also plays an important role. The first version of United Wardrobe was far from perfect. But it worked where it mattered. Users could register, and payments functioned. That was enough. By putting the product live quickly, the team could gather real user feedback, analyze data, and improve the platform step by step.Importance of people: Why solo founders rarely winAs an angel investor, Thijs is cautious when it comes to solo founders. Even when a single entrepreneur shows strong early traction (such as €50,000 in monthly recurring revenue), there is still a significant risk. Building a company alone often leads to burnout. Without another founder, there is no equal partner to share responsibility or challenge decisions.Solo founders can hire teams later. But this is not the same as having multiple founders with true ownership and entrepreneurial accountability. Shared ownership creates resilience and faster problem-solving during difficult phases.Nevertheless, exceptions exist. Solo builders will continue to create successful companies, especially in the age of AI. However, from an investor’s perspective, the odds are simply better with a founding team.This belief also shapes Thijs’s own work today. On his current projects, progress depends heavily on the people around him. Teams create motivation and a shared drive to perform. Moreover, working together is more enjoyable and sustainable.First real win: How Facebook groups unlocked growthBefore launching United Wardrobe, the founders focused on building an audience. At that time, Facebook was the dominant social platform. They created a Facebook page and invited their entire network to follow along.They shared early designs, product ideas, and feature concepts. This helped them receive hundreds of comments from potential users. This feedback directly shaped the platform. When United Wardrobe launched, it attracted 500 registered users on day one, without any marketing spend. However, growth stalled shortly after. Two to three weeks later, activity on the platform dropped sharply. The breakthrough came when the team identified two large Facebook groups dedicated to buying and selling second-hand clothing. Through negotiation, they acquired one group and gained permission to promote United Wardrobe in the other.They automatically shared listings from United Wardrobe into these groups. The impact was immediate. The group members were already actively trading clothes, but struggled with scams and unreliable transactions. United Wardrobe offered a safer alternative. It held payments until items were delivered.After that, the platform reached its first real liquidity with 10,000 products and 100,000 users. As a result, Facebook communities became the foundation for scaling the business.Biggest early mistake: Scaling too fastOne of the lowest points in building United Wardrobe came after the company’s third funding round. The team had raised €250,000, followed by €1 million, and then €1.5 million. With fresh capital in hand, they began hiring aggressively.At its peak, the company employed around 60 full-time staff. Nearly 30 people were dedicated to entering the French market. At the time, France seemed promising. However, Vinted already dominated the market.Within six months, the reality became clear. Competing in France would require an entirely different scale. Investors advised the team to reconsider and focus elsewhere.To protect the company’s runway and avoid bankruptcy, United Wardrobe made the painful decision to let go of 30 employees in a single day. For several months, the founders had tried to cut costs and regain momentum. But eventually they withdrew from France and refocused on their core markets in the Netherlands and Belgium.Looking back, Thijs describes the mistake as a combination of youth and inexperience. The team believed hiring more people would automatically drive growth. They underestimated the operational overhead of managing a large team and the emotional toll of scaling too quickly. Major milestones and brutal pressure from VintedThe eventual acquisition by Vinted was the defining milestone of United Wardrobe’s journey. From the first bid to the final deal in October 2020, the process took nearly two years.By that point, Vinted had already become a dominant force across Europe. Both United Wardrobe and Vinted started from a remarkably similar idea. But Vinted scaled faster and raised significantly more capital. Vinted’s aggressive expansion strategy reshaped entire markets. Dozens of local second-hand platforms across Europe disappeared once Vinted entered their regions.The pressure became especially intense in 2018, when Vinted entered the Dutch market. With a TV advertising budget of around €1.5 million, Vinted dwarfed United Wardrobe’s €50,000 marketing budget. United Wardrobe relied on social media, influencers, and strong SEO positioning. The company attracted a younger audience and maintained its position as the top Google result for clothing resale in the Netherlands. But it became clear that only one player would ultimately dominate the market.The deal with Vinted was agreed upon in March 2020, only to be delayed for six months when COVID-19 hit Europe. Ultimately, the acquisition went through.Initially, Thijs and his co-founders preferred a clean cash exit rather than shares in Vinted. However, Vinted’s CEO convinced them to retain equity. Now, Thijs believes that it is one of the best financial choices he ever made. Since then, Vinted’s valuation has grown significantly.What happened after the acquisitionAfter the acquisition, Thijs stayed on for approximately four months to support the transition. During this period, United Wardrobe’s 4.5 million users were migrated to the Vinted platform. Now, he remains a minor shareholder in Vinted but holds no board role or operational influence. Since then, he has returned to the startup world as an angel investor, working with early-stage companies at a more sustainable pace. After the exit of United Wardrobe, Thijs felt a strong need to document the journey. The years of building the company had been intense and emotionally exhausting, and much of it felt like a blur. He began writing as a personal exercise to create a record he could reflect on.The idea of turning those notes into a book came after a conversation with a friend. She encouraged him to share the story more widely.Publicly, United Wardrobe was often portrayed as a straightforward success story. Behind the scenes, however, the company came close to bankruptcy multiple times, and Thijs nearly quit on several occasions. He felt it was important to challenge the simplified narrative of overnight success and highlight the reality.The book called Thrift to Triumph also aims to demystify the acquisition process. Media headlines often make exits seem quick and effortless, when in reality they can take years of negotiations and uncertainty. By sharing the full story, Thijs wanted to give young entrepreneurs a realistic view of what the journey entails. Today, this digital book is available for free.One piece of advice for readersIf there is one core lesson Thijs hopes readers take from his book, it is the importance of people. The story of United Wardrobe makes clear that no matter how powerful AI or technology becomes, building a company still requires real humans working together on the ground.He encourages founders to find strong team members early and to work together in person whenever possible. Shared physical spaces create trust and emotional understanding that tools like Slack simply cannot replace. Building a startup is demanding. But it can also be an enjoyable journey when experienced as a team.The book also provides a closer look at the personal cost of entrepreneurship. Thijs described constant stress, repeated near-burnouts, and the pressure of feeling that failure was not an option. Thijs hopes that readers can learn from the decisions he would not repeat. Life as an angel investorAfter selling United Wardrobe, Thijs noticed a huge interest from entrepreneurs. Pitch decks poured in via email, LinkedIn, and Instagram. Thanks to this, he could cherry-pick startups he believed had potential. For Thijs, access to a wide deal flow is essential. Out of dozens of opportunities, only a few typically turn into worthwhile investments.Angel investing allows him to stay close to the startup world. He enjoys mentoring founders, offering advice on sales, marketing, and strategy, and witnessing teams pursue products that aim to make a real impact. At the same time, it is a challenging and sometimes slow process. Of his eight investments so far, three or four are performing well. The others face hurdles. The work involves careful analysis of valuations and equity structures. All this requires patience and attention to detail.Many startups take years to reach an exit, and returns often require long-term waiting. But the ability to support and guide young entrepreneurs keeps Thijs engaged.How Thijs chooses teams to invest inAccording to Thijs, the most important factor in early-stage investing is the entrepreneurs themselves. He looks for teams with complementary skills. But beyond that, he favors founders who have previous startup experience (especially those who have built and sold a company before). Such entrepreneurs combine lessons learned from past mistakes with the drive and financial freedom to commit fully to the long term.Personal connections and reputation also matter. Thijs often invests in teams that come through his network. He assesses growth metrics and looks for early traction as a signal that the startup is on the right path. His focus is on seed-stage investments (usually small tickets under €100K), where he can provide strategic guidance and help founders navigate early challenges.However, experience alone is not a strict requirement. Thijs also invests in first-time founders if the team is strong, the product is compelling, and the potential for impact is clear. One example is Eddy Grid, a company that builds software to optimize battery usage for factories. Although the founders came from traditional industries, they brought complementary skills and deep industry knowledge.Nevertheless, Thijs emphasized that there is no single formula for success in startup investing.Decisions are made by balancing data and intuition. At the same time, mistakes are inevitable. What matters is that one strong outcome can more than compensate for several failed investments.Breeze and marketplace mechanics in datingThijs also invested in Breeze, a dating app founded by seven students with highly complementary skills (developers, designers, and marketers). Initially, the team generated only a few thousand euros per month. But it managed to catch the attention of prominent Dutch angel investors. Thijs joined to help with marketing and quickly became impressed by their energy and vision.He noticed parallels between dating apps and marketplaces like United Wardrobe. Just as a clothing marketplace needs a large inventory to match buyers with the right products, a dating app requires a critical mass of users to facilitate meaningful connections.Breeze introduced a unique approach. Matches could not chat directly but instead booked dates via an integrated date-picker system. The approach proved highly successful. Thijs noted that multiple marriages and even children have resulted from connections made on the app.Breeze’s business model contrasts with platforms like Tinder or Bumble, which benefit from keeping users single and engaged for as long as possible. Breeze, instead, succeeds when users find partners quickly and leave the app. This makes its incentives aligned with user success rather than retention.The app’s growth has been rapid, particularly in the US and the UK. The app partners with local restaurants and cafes, integrating their reservation systems to facilitate dates. New York, London, Birmingham, and Newcastle are its key focus areas.Thijs also highlighted an important marketing insight: women are far more expensive to acquire than men. For Instagram ads, female installs cost roughly €25 each, while male installs cost only about €0.10. Understanding these dynamics is crucial for balancing user acquisition and maintaining a healthy dating marketplace.Possible failures in angel investmentsOf course, startup investing is high-risk, but high-reward. In his experience as an angel investor, Thijs has seen a mix of outcomes. A few early investments have yielded small profits. But the true success of most seed-stage startups may only become clear over 10 years or more.Some investments have underperformed. In one case, Thijs and his co-investors put significant capital into a startup, only for a later venture capital round to bring in a more aggressive investor. While the outcome was still positive, the communication and process could have been handled better. This illustrates one of the challenges of early-stage investing. In another instance, a startup continues to operate after two years of hard work without reaching its intended goals. These experiences show that even with dedication, products may fail to gain traction, and founders must decide when to pivot.As Thijs explained, angel investing should be done only with money one can afford to lose. Compared with more traditional investments, like stocks, ETFs, or real estate, startups are riskier. They have the potential to go either times 50 or to zero. Success comes from portfolio thinking. Investing in many startups increases the chance that one will achieve exponential returns, effectively compensating for the others.Advice for young startup foundersThijs strongly believes that founders should surround themselves with people whose skills balance their own. Once the team is in place, the key is to start quickly and iterate constantly. Launch early, test the product with friends and family, analyze data every day, and improve continuously. Marketing should be bold. Try to engage users directly and use minimal resources to gain traction. That’s what Thijs advised.Apart from this, Thijs highlighted the importance of self-care and balance for startup founders. He recommended working in focused bursts instead of long, exhausting hours. You should take breaks to walk or relax.Moreover, working with people who energize and inspire you is critical to sustaining performance and maintaining motivation over the long term.Such tips may seem quite simple. But they help build a strong foundation for further resilience and growth.Looking to learn more from startup stories and business insights in the digital age? Stay tuned for the next episodes of the Innovantage podcast.

We at Sigli are proud to announce that we have been ranked among the Top 100 Python Developers on the Techreviewer list for 2026. This recognition reflects our long-term focus on building robust, data-driven software solutions and our commitment to using Python as a core technology for creating scalable, reliable, and insight-driven digital products. Being included in this global ranking highlights both the technical depth of our teams and the real-world impact our solutions deliver for clients operating in complex data environments.A Strong Foundation in Python and Data-Driven EngineeringFrom the beginning, Sigli has been built around the idea that high-quality software starts with a deep understanding of data and the systems that generate it. Python plays a central role in this approach. Its flexibility, clarity, and extensive ecosystem allow us to design solutions that are both technically sound and adaptable to evolving business needs.We use Python to power backend systems, data processing pipelines, analytics platforms, and custom applications where performance and accuracy are critical. Our teams apply Python in environments that demand reliability at scale, ensuring that systems are maintainable, secure, and capable of growing alongside the organizations that rely on them.Delivering Data-Driven Solutions with Measurable ValueOur work in data-driven solutions is a defining part of who we are. We help organizations transform raw data into actionable insights by designing and developing systems that support data collection, processing, analysis, and visualization. Python enables us to connect these layers seamlessly, creating platforms where data flows efficiently and insights are accessible to decision-makers.We collaborate closely with clients to understand how data is generated, where bottlenecks exist, and how insights can be embedded directly into workflows. By aligning Python development with business objectives, we ensure that technology investments result in tangible outcomes such as improved efficiency, better forecasting, and more informed strategic decisions.How We Work: Structured, Collaborative, and Insight-FocusedSigli’s approach to software development is rooted in collaboration and clarity. Every engagement begins with a deep discovery phase, where we work alongside stakeholders to define goals, assess data readiness, and identify technical and organizational constraints. This foundation allows us to design Python-based solutions that are aligned with both short-term needs and long-term strategy.Throughout development, we emphasize transparency, iterative delivery, and continuous validation. Our teams follow best practices in code quality, testing, and documentation to ensure that solutions are not only effective at launch, but sustainable over time. This structured yet flexible way of working enables us to adapt to change without compromising stability or performance.Python Expertise Across Complex Use CasesOur Python capabilities support a wide range of use cases, particularly in environments where data volume, complexity, and accuracy are critical. These include backend services, data analytics platforms, integration layers, and automation systems that streamline operations and enhance visibility.Key areas of our Python development expertise include:Backend systems and APIs designed for scalability and performance.Data processing and analytics pipelines supporting business intelligence.Integration of multiple data sources into unified platforms.Automation tools that reduce manual effort and improve reliability.Maintainable architectures that support long-term evolution.This breadth of experience allows us to tailor Python solutions to each client’s specific context while maintaining high engineering standards.Why This Recognition Matters to SigliBeing ranked among the Top 100 Python Developers in 2026 is a meaningful achievement for Sigli. It reflects the consistency of our work, the expertise of our teams, and the trust our clients place in us to deliver complex, data-centric systems. This recognition also highlights the importance of our focus on combining Python development with a strong understanding of data strategy and system design.For our clients, this ranking offers additional confidence that they are partnering with a team recognized for technical excellence and thoughtful execution. For our internal teams, it serves as motivation to continue refining our skills, embracing innovation, and maintaining the high standards that define our work.About Techreviewer.coTechreviewer.co is an independent research and analytics platform that evaluates technology service providers worldwide. Its rankings are based on criteria such as technical expertise, project experience, service quality, client feedback, and market presence. The Top 100 Python Developers list helps organizations identify trusted partners for Python-based software development and data-centric digital initiatives.

Most digital transformation projects falter at the final hurdle: the human element. Traditional end-user training often fails because it treats software as a destination rather than a tool. To drive genuine adoption, training must shift from "system tours" to workday enablement plans.In the competitive landscape of User Training Services Benelux, success isn't measured by the number of sessions delivered, but by the speed of operational autonomy on Day 1.Role-Based Architecture: Engineering for Operational RealityGeneric software demonstrations are high-effort and low-retention. Effective User Training Services in the Benelux region require a move away from the "one-size-fits-all" demo toward a role-based design that mirrors the functional reality of an organization.Mapping Functional PersonasEffective training begins by mapping operational roles rather than hierarchical titles. In the Benelux market, characterized by multilingual teams and cross-border collaboration, a "Sales Representative" in Amsterdam may have different data compliance requirements or localized workflows than one in Brussels.Key personas to map include:Frontline Operators: (e.g., Sales Reps, Customer Support) focusing on high-frequency data entry.Decision Makers: (e.g., Finance Approvers, Team Leads) focusing on validation and reporting.System Guardians: (e.g., Admins, Power Users) focusing on configuration and troubleshooting.Task-to-Objective ConversionFor every persona, identify the 5–15 mission-critical tasks performed weekly. Instead of "navigating the interface," the focus shifts to executable workflows:The Task: "Submit an expense report."The Objective: "Complete a multi-currency submission in under 3 minutes with zero validation errors."The Result: A drastic reduction in support desk tickets and "rework" cycles.The Localization Factor: Navigating the Benelux LandscapeProviding User Training Services Benelux wide involves more than just translating slides. It requires an understanding of regional nuances in work culture and language.Multilingual Synchronization: Training must be accessible in Dutch, French, and English, ensuring that technical terminology remains consistent across the entire workforce.Regional Compliance: Incorporating local tax laws, GDPR nuances, or specific regional business logic directly into the training flow prevents users from falling back on "shadow" manual processes.The Digital Asset Ecosystem: Reinforcement Beyond the ClassroomA live session is a catalyst, but long-term adoption requires a reusable ecosystem of assets. Professional User Training Services Benelux providers deliver a "Learning Library" designed for continuous onboarding.High-Impact Job Aids (The "Monday Morning" Docs)Users rarely re-watch a 60-minute recording to solve a 30-second problem. The most effective training packages include:Step-by-Step Job Aids: 1–2 page visual guides focusing on "the steps, the fields, and the gotchas."Quick Reference Guides (QRGs): "Top 10 Actions" or "Troubleshooting 101" sheets that act as a safety net during the high-stress go-live week.The Micro-Learning Video StrategyIn a modern digital workplace, videos should be task-based and "snackable" (2–5 minutes).Focus on Friction: Create videos specifically for the tasks that historically generate the most support tickets.Localization Efficiency: By using task-based videos, Benelux organizations can easily swap audio tracks or subtitles to serve different regions without re-shooting the entire technical demonstration.The transition from a "system tour" to an "adoption-led" strategy is what defines premium User Training Services Benelux. By focusing on role-based mapping and a robust asset ecosystem, organizations ensure that their teams aren't just "using the system", they are mastering it.

Low-code and no-code platforms promise a revolution: business app creation without coding. In the Benelux region, where companies are rapidly digitizing via the Microsoft Power Platform and Mendix, the "quick win" is more popular than ever. It feels easy until the app needs to touch real business systems.In the Benelux market, organizations operate on dense Microsoft ecosystems, legacy ERPs, and strict compliance frameworks. This is where the "speed promise" often breaks. The real complexity isn't the UI; it’s the integration, data quality, and governance.The Illusion: "From Idea to App in Two Weeks"Most projects for business app creation without coding in Benelux start with a simple prototype:HR onboarding forms or procurement request flows.Operations dashboards with manual input fields.But business apps cannot stay in a vacuum. Soon, stakeholders ask:"Can it sync with our SAP or Dynamics 365 ERP?""Can we restrict access by region (NL vs. BE) or entity?""Does it meet local GDPR audit requirements?"What Actually Slows Down No-Code Apps?1. Integration Reality GapsStandard connectors often get you 80% of the way. The final 20% handling rate limits, inconsistent API behaviors, or unsupported legacy actions is where projects stall.2. The Data Ownership CrisisNo-code tools expose data issues that have been hidden for years. If your master data is full of duplicates or missing identifiers, your "no-code" app becomes a mirror for those failures.3. The Compliance Bar in BeneluxIn the Benelux, "nice-to-haves" like SSO (Entra ID), role-based access, and detailed audit trails are mandatory. Skipping these during the build phase ensures a rejection from IT during the security review.The Playbook: Making "No-Code" Production-GradeTo succeed with business app creation without coding, you need an "integration-first" mindset.Step 1: The Data Reality CheckBefore designing a single screen, map your systems. Who owns the CRM data? Is the API stable? Do you need middleware? Identifying these risks early prevents 70% of common delays.Step 2: Build a Connected "Slice"Instead of 50 screens, build one core workflow that uses real data and real permissions. Validating the integration early proves the concept is actually viable in a production environment.Step 3: Standardize the Integration LayerDon't wire your apps directly to your ERP. Use an API gateway or shared services. This ensures that when your upstream systems change, you fix one layer not 25 different app workflows.Step 4: Lightweight GovernanceImplement "Minimum Viable Governance" from Day 1:Environment Strategy: Separate Dev, Test, and Prod.App Registry: Track who owns the app and what data it touches.Naming Conventions: Prevent "App_Final_v2" chaos.Choosing a Benelux Partner for No-Code DeliveryIf you are hiring a consultant for business app creation without coding in Benelux, look for these signals:Green FlagsRed FlagsThey ask about your ERP/API limits first.They focus only on how "pretty" the UI is.They have a plan for Entra ID/SSO.They suggest "workarounds" for security. They emphasize data ownership and "Source of Truth."They claim everything is "out of the box."They provide a Day 2 support and maintenance model.They vanish as soon as the app is "Live."No-code platforms are powerful tools for speed. However, the real value lies in making those apps secure, governed, and integrated. If you treat your app like a product rather than a prototype, you can achieve the dream of business app creation without coding in the Benelux without the typical enterprise headaches.

People often say luck is the biggest factor in startup success. But is that really the whole story? What are the actual benchmarks of a successful venture? These questions and many more are at the heart of this Innovantage podcast episode, where its host and Sigli’s CBDO, Max Golikov, speaks with Povilas Žinys, Director of Plug and Play Tech Center in the Baltics. Povilas works closely with startups from pre-seed to Series B and helps founders prepare for the demands of venture-scale growth.Povilas’s professional journeyPovilas’s own path into startups was shaped by a gradual shift away from traditional business. He studied accounting during his bachelor’s degree. But he quickly realized it wasn’t the right fit. He pivoted toward innovation and technology management during his master’s studies and deliberately sought out the most cutting-edge industries he could find.That search led him first to the space sector. He worked at a satellite operator, analyzed market trends, and advised leadership on investment directions. The industry itself seemed exciting. Nevertheless, the corporate environment felt limiting. Later, Povilas moved into cybersecurity and joined a company as a product manager. There, he deepened his expertise through a master’s degree in cybersecurity, helped introduce agile practices, and launched new products.After the company entered an acquisition phase, the work became increasingly focused on internal politics, not on execution. At this moment, Povilas and his colleague decided to start their own company. The idea was born from a simple but widespread problem.They wanted to help businesses manage corporate spending across distributed teams. Their startup aimed to streamline purchases, approvals, payments, and documentation for finance teams. Revenue was expected to be generated through card interchange fees.During this period, Povilas relocated from Luxembourg to Lithuania and joined the Wise Guys accelerator. The company went on to complete additional accelerator programs, raise close to €1 million in funding, launch a product, acquire clients, and reach recurring revenue. However, the startup ultimately struggled due to unreliable banking infrastructure providers. Scaling issues and repeated provider changes led to client losses. The product was eventually sold.One of the startup’s investors was Plug and Play. Later, it offered Povilas the opportunity to establish and lead its Baltic operations. This role provided him with a new perspective. This time, he could take a look at the business world from the investor’s side of the table.What is a startup accelerator?A startup accelerator is designed to help founders move faster and avoid costly mistakes on the path to growth. At its core, an accelerator brings a founding team to the next stage by combining structured learning and access to capital.Accelerators vary by focus. But most of them share common elements, like hands-on mentorship, practical workshops, shared knowledge, and a strong community of peers. Many also offer co-working space. However, the two most critical components are access to a powerful network and early-stage investment. Together, these elements help startups raise their next funding round, enter new markets, or prepare for rapid scaling.Plug and Play works with a wide range of companies at very different stages. Some startups are still in deep R&D or clinical trials without a product on the market. Others already serve thousands of customers.In the Baltics, Plug and Play represents a significant milestone. It is the first Silicon Valley-based venture capital firm to establish a permanent presence in the region. The initiative was launched in collaboration with the Lithuanian government. This reflects a broader trend in Central and Eastern Europe. There, public institutions increasingly support innovation. Meanwhile, similar programs in Western Europe are more often driven by corporate partners.Lithuania and the wider Baltic region offer strong foundations for startups and also serve as an effective testbed for validating products at a smaller scale. However, true growth requires thinking beyond local markets. Plug and Play helps founders go international as early as possible. Challenges for startups in 2026Today, at Plug and Play in Lithuania, startups range from first-time founders with no capital raised to companies that have secured several million euros. The ecosystem also attracts international teams. There are startups from the US, UK, and Asia that rely on Lithuania as a base for their European operations.Lithuania has emerged as a practical hub for launching in the EU. It ensures lower operating costs, strong technical talent, an active startup community, and an approachable government. All this makes it easier for companies to get started and test new ideas. For many international startups, it offers speed and flexibility that are harder to find elsewhere in Europe.Despite these advantages, the core challenges remain largely the same. Fundraising is consistently the biggest hurdle. Among others are entering foreign markets, building the right partnerships, developing a strong product, and scaling teams with the right people. Finding talent is not just about skills. It is also about commitment. The process of building a startup requires deep trust and long-term belief from every person involved.What every successful founder should haveFrom an investor’s perspective, resilience is one of the most important founder traits. Startups rarely succeed quickly. And failure is often part of the journey. What matters is how long founders can keep going. Many successful companies struggled for years before finding product-market fit. In reality, fundraising alone can take nine months or more, despite the common myth of overnight success.Startup life has nothing in common with the stability of corporate roles. There are no guaranteed weekends, no clear work-life balance, and no short-term rewards. Founders often sacrifice income and personal time. They do all this to bet on a future that is far from guaranteed.Those who succeed are usually the ones who endure the longest. They stay focused through slow progress and repeated rejection.Povilas believes that the startup experience offers founders the ultimate combination of freedom and responsibility. It demands tough decisions but allows them to pursue something that is truly their own. The experience itself provides invaluable lessons that shape future careers and personal growth. The relationships established along the way are equally important. Connections made in a startup environment are often deeper and more meaningful than in traditional jobs.How VCs make choicesFor venture capitalists, the team is the single most important factor for startup evaluation. Povilas explained that investors look for founders with proven expertise in their industry, a strong work ethic, organizational skills, and the ability to collaborate effectively. Other factors that matter are:Product quality;Technology;Intellectual property;Scalability;Market potential;Competition. Nevertheless, they are secondary. A strong team can navigate challenges and adapt. Without it, even the best product may fail.Being an expert in every domain isn’t necessary for investors, especially in a global VC like Plug and Play. With a network of 200 venture specialists across industries and regions, Povilas can rely on colleagues for insights into specific markets or technologies. Moreover, it’s crucial to bear in mind that startup evaluation is always context-dependent. A company may be an excellent fit regionally but lack global potential.Startup failure: Is it possible to avoid it?Startup failure is common. Roughly 90% of startups fail within their first year. Many more collapse in the following two years. The likelihood of survival often depends on the stage of the company. In Lithuania, most startups are at the pre-seed stage, and access to later-stage funding (Series A and beyond) is limited locally. This encourages founders to expand abroad. The global approach is essential for building companies capable of reaching unicorn status.Despite high failure rates, there are some indicators of above-average startups:Adaptability;Networking;Persistence. Success is not solely measured in revenue. Learning from failure, gaining experience, building networks, or making a broader impact also count as achievements. Many founders who experience multiple startup failures can eventually find significant successes. They demonstrate resilience and knowledge that often outweigh early financial outcomes.The best age for founding a startupMany successful founders are not in their 20s. They tend to be older, often over 40. They bring years of industry experience to their startups. Povilas explained that this unique experience gives them a crucial advantage. After having worked within an industry, they can identify real problems firsthand and envision practical solutions.While there are exceptional younger founders, statistically, there are more experienced professionals who succeed. They recognize meaningful gaps and execute effectively. Their deep understanding of the industry allows them to move faster and make better decisions. Moreover, they can address problems with insight that comes only from real-life experience.Rethinking startup successSuccess in startups is often misunderstood. Raising a large amount of capital (€20 million, for example) is frequently seen as an automatic success. But as Povilas highlighted, it also brings enormous responsibility.Investors expect a return, and the pressure to deliver can be immense, especially for young founders. Smaller funding rounds often carry lower obligations and allow startups to grow more sustainably.The ultimate measure of success is the ability to finance growth organically. Using their own resources, founders take responsibility for their outcomes and build a business that is under their control.From an investor's perspective, startup funding is a numbers game. Predictable returns require a diversified portfolio. When you invest in just a few companies, it may feel just like gambling. Venture capital remains a high-risk, high-reward asset class, which is typically a small portion of wealthy investors’ portfolios.Launching startups todayAccording to Povilas, establishing a startup in Lithuania and the Baltics has never been easier. Abundant EU funding and support programs make it simpler to raise an initial €500K than ever before. Early-stage launch has become more accessible compared with just a few years ago, when founders often had to rely on personal budgets or limited accelerator support.However, building and scaling a successful business remains challenging. While AI and modern tools have lowered development costs and reduced the need for large engineering teams, competition is fierce.Investors now expect startups to have sustainable advantages. It could be unique technology, strategic partnerships, strong networks, or first-mover positioning.Nevertheless, as Povilas explained, competitive advantages are relative. What works in Lithuania may not hold in Europe or globally. Success depends on speed and partnerships. For instance, securing a partnership in a neighboring country and launching quickly can constitute a real advantage.The scale and intensity of competition also vary by region. In Silicon Valley, rounds and valuations are on a different level. Smaller markets, like Lithuania, are ideal for early-stage testing and prototyping. In such regions, failures are less costly. Gap between startups and corporates in LithuaniaLithuania’s startup ecosystem is growing. But there is a critical gap: corporate engagement. Unlike some countries where companies actively pilot and invest in startups, most Lithuanian corporates treat the ecosystem primarily as a marketing tool. They rely on it to showcase innovation or attract talent. However, they don’t leverage startups to drive real business impact.This limits startups’ ability to scale solutions internationally and deprives corporations of potential revenue growth or cost savings. Povilas mentioned the example of Mercedes. The company runs numerous pilots annually and integrates new technologies into its products. Such collaborations are still rare in Lithuania.How Plug and Play helps startups expand internationallyPlug and Play supports Baltic startups in expanding internationally through two main approaches. First, it sends startups from Lithuania and the Baltics to programs in other global hubs, like Munich, Silicon Valley, New Jersey, or Texas. This allows them to benchmark against founders in other markets and build more diverse networks. Mixed teams with members from different countries (for instance, Canada and Lithuania) create stronger connections that accelerate growth.Second, Plug and Play attracts international co-founders and startups to Lithuania. Companies like Red Arrow Technologies from Germany or renewable startups from the broader portfolio can establish operational hubs or secure fintech licenses in Lithuania.Even if part of a startup’s operation leaves Lithuania, the long-term impact and potential returns benefit the country. Emerging opportunities in Lithuania’s startup landscapeBoth Max and Povilas agreed that, though the role of AI was largely set aside in their discussion, it is expected to impact nearly every sector globally. Beyond AI, Lithuania presents significant opportunities in defense, life sciences, fintech, and cybersecurity.In defense, proximity to Ukraine and ongoing investments in infrastructure position the country as an attractive hub for innovation (particularly in drones and anti-drone technologies). Lithuania is perceived as close enough to conflict zones to provide relevant market insights. But it is still safe enough to serve as a testing and innovation ground.Life sciences is another key growth area. The country has strong research capabilities and ambitious government targets, such as generating 5% of GDP from life sciences by 2030. Today, this sector offers potential to transform Lithuania’s economy toward high-value industries. Early successes, such as Vugene and Biomatter, highlight the momentum and investment interest in this field.Fintech remains a stable sector with continued input and portfolio growth, while cybersecurity represents an untapped opportunity. Today, Lithuania has become an excellent launchpad not just for local and international startups. If you want to dive deeper into the nuances of building a startup and doing business in the age of AI and rapid technological progress, stay tuned for more episodes. In the coming weeks, we will bring you fresh insights from leading experts across various industries.

Most operations don’t break because people aren’t working hard. They break because work is scattered across too many tools, too many handovers, and too many “small decisions” that can’t be captured in if-then rules.You can automate the straightforward steps. But the moment a workflow becomes multi-stage, exception-heavy, or dependent on context, automation quietly hands it back to humans:Someone checks the data “just in case”Someone follows up because the system can’tSomeone reconciles two sources that don’t matchSomeone escalates, routes, rewrites, re-explainsSomeone keeps the process moving manuallyThat’s not a tooling problem. It’s a workflow problem. And it’s exactly where AI agents are starting to make a real difference.Why assistants help… but don’t reduce operational loadAI assistants (copilots, chatbots) are great at self-contained tasks: summarising, drafting, answering questions, generating content. Useful but they still require someone to run the workflow end to end. AI agents go further. They’re designed to operate inside a digital environment, reason across inputs, use tools (APIs, databases, ticketing systems), and execute multi-step work until an outcome is reached within clear boundaries.In plain terms: assistants support work, agents move work forward.The problem this guide helps solveThis guide is for the messy middle of operations, the part most automation can’t reach:Processes with lots of edge casesWorkflows that span multiple departments and systemsTasks that require context, judgement, or prioritisationSituations where speed matters, but mistakes are costlyWhen these workflows stay manual, the symptoms are familiar: long cycle times, recurring backlogs, inconsistent execution, and a growing reliance on “the one person who knows how it works.”What’s inside Sigli’s free AI agent guideFrom Assistants to Agents: Smarter AI for Real-World Ops is built to help teams move from vague interest to concrete action.Inside, you’ll find:A clear explanation of what an AI agent is (and what it isn’t)A practical breakdown of assistants vs agents where each fits6 real-world applications with case studies across healthcare, manufacturing & logistics, finance, retail, sales, and educationA step-by-step roadmap to implement agentic workflows, from ideation to testing and scalingA checklist of common challenges (security, compliance, data integration, adoption, reliability) so you can plan around them upfrontGet a practical view of what’s possible now, what tends to fail, and how to build toward outcomes safely.Download the free guideIf you’re exploring how to reduce operational effort without creating new risk, this guide will give you a strong starting point.👉 Download Sigli’s free AI agent guide here: From Assistants to Agents: Smarter AI for Real-World Ops

AI is often the fastest way to find the real constraint. Not the final answer.Here’s a pattern Sigli notices again and again. A team starts with a clear request: “We need AI.” They want new predictive features , automated insights, smarter workflows and a step-change in competitiveness.Then discovery begins, and the “AI project” quietly turns into something else: data pipelines and data requirements, workflow and model delivery improvements, infrastructure constraints (often security / residency), documentation and operational reliability.At first, this can feel like scope drift. But in fact, It isn’t. It’s the project doing what it’s supposed to do: finding the bottleneck early, before anyone wastes months building a model that can’t reliably run, can’t integrate, or can’t be trusted.A simple truth: if your “AI project” becomes a data/process/integration project, it often means you found the real constraint early.AI isn’t always the end solution. Often, it’s the diagnostic.AI forces uncomfortable specificity.The moment you try to ship something real, you have to answer questions like:What exactly goes in, and what must come out?Where does the data come from, and can we rely on it?How often does this need to run?What happens when it’s wrong?Where in the workflow will people actually use it?And that’s when you discover the reality: the model isn’t the hard part. The system around it is.A real example from Sigli's clientIn one of Sigli’s case studies, a UK property data platform wanted to “implement advanced, up-to-date” machine learning to enrich their data and power new customer features. A typical “AI project,” on paper.But the work that mattered most, what made the AI shippable, looked like this:partnering with the client’s in-house data science team to build new data pipelines and enhance development workflows, alongside ML implementation developing dozens of pipelines to streamline data processing and enable expansion of the feature set auditing and improving existing ML models that were slow and inefficient, because performance issues were blocking day-to-day workflows working under a real constraint: some datasets were confidential, so implementation happened on the client’s on-site servers rather than in the cloud In other words: the “AI project” immediately surfaced that the real work was data readiness + delivery mechanics + infrastructure reality.The most common “something else”: AI-ready dataWhen people say “data quality,” they often mean something broader and more practical:data exists, but it’s not usabledefinitions vary (“what counts as on-market?” “what is a prospect?”)input/output requirements aren’t explicitpipelines aren’t repeatable or fast enoughkey datasets can’t move freely because of confidentialityThat’s why the case study’s three-step approach begins with a review of infrastructure and an audit of existing models plus input/output data requirements and pipelines, before building anything new. And it’s why the delivery centers on pipelines as “engines behind new product features,” not just models. If you want a blunt version: if you can’t move and trust data end-to-end, the smartest model in the world won’t help.What “AI as a diagnostic” looks like in practiceIn the property platform project, the diagnostic showed up as four clear “pivot causes”:1) Data readinessThe project needed multiple / dozens of data pipelines to make the platform’s insights and features possible at scale. That’s a classic signal that value depends on reliable data movement, not on “more AI.”2) Workflow reality (performance and iteration)Existing ML models were slow, and that slowness was interfering with workflows. So the project became: audit, improve, and establish workflows that allow faster feature rollout.3) Infrastructure constraintsConfidential datasets forced an on-prem approach rather than a cloud-first architecture. That single constraint changes everything: tooling, deployment, monitoring, and iteration speed.4) Operational debt (often hidden until AI work begins)The team had to work through a lack of documentation, large/complex datasets, and the usual pain of a tech stack transition. That’s another “AI diagnostic” pattern: AI work exposes the systems you can’t safely evolve yet.So… what shipped?What shipped wasn’t “just AI.” Sigli and the client’s internal team delivered infrastructure upgrades including new pipelines, advanced ML functionality, and improved workflows to release new features faster. And those foundations unlocked concrete product outcomes, like expanded feature capabilities including property tracking and market trend analysis for end users. This is exactly why “turning into something else” is a good sign:you don’t get trapped in prototype landyou build the machinery that makes insights repeatableyou leave the client stronger, not dependent on a one-off modelA quick checklist: are you building AI, or are you diagnosing a constraint?If you want to tell early whether an AI project will “turn into something else,” ask:Do we have clear input/output data requirements? Can we run the data flow end-to-end reliably (even once)?Are we constrained by confidentiality / residency (on-prem vs cloud)? Are existing models/pipelines blocking workflows because they’re slow or brittle? Do we have the documentation and ownership needed to maintain this? “AI projects turning into something else” is often the moment a team stops chasing the buzzword and starts shipping.The bad outcome isn’t a pivot. The bad outcome is an AI demo that can’t survive contact with real systems, real constraints, and real users.The good outcome is what this case study shows: AI work that acts like a diagnostic, and creates durable foundations (data pipelines, delivery workflows, infrastructure choices) that make future AI faster, safer, and actually valuable.

The Innovantage podcast, hosted by Sigli’s CBDO Max Golikov, covers a wide range of topics that explain how emerging technologies empower people to change the world around them. While the podcast often focuses on innovation and tech-driven impact, the latest episode takes a deeper turn and shifts the spotlight to the human force behind it all.For this episode, Max invited Fredrik Härén, a Creativity Explorer who has spent decades traveling the world to understand how humans create. It’s interesting that a lot of things that he has discovered seriously challenge many of our mainstream assumptions about creativity.Speaking about his career, Fredrik mentioned his university thesis on the internet and marketing that he wrote in 1994. At that time, his professor said that these two notions had nothing in common. But later, he asked for permission to use parts of the thesis for a book on the same subject. That’s when Fredrik learned a defining lesson: expertise is often simply knowing more than the audience.In his late twenties, Fredrik became an early internet speaker, founded an internet company, and sold it in 1999. When the company exited, he asked himself what to explore next and decided to choose creativity.For the past 25 years, Fredrik has studied creativity by interviewing people across 75 countries. These thousands of conversations help him to understand how different humans use their power to create new things and how we can all become better at doing it.Why creativity?Explaining the reasons behind his decision to study creativity, Fredrik mentioned several factors. When he started researching the internet, it was not the technology itself that attracted his attention. He was captured by its newness.When the World Wide Web emerged, no one came from the internet industry. People arrived from consulting, software, advertising, and other spheres. And they were trying to build something from scratch. There were no rules, no experts, and no established paths. That uncertainty provided all the necessary conditions for an unusually creative moment in business. Fredrik worked on early online campaigns (such as advertising games for Adidas). There were no best practices to follow. Everything had to be invented. Those first years were defined by freedom and experimentation. Around 2000, Fredrik realized something important for himself. He had never liked the internet itself. But he liked the human ability to see and create the new. From that point on, he stopped focusing on the internet and devoted his life to studying creativity.That desire became a deliberate decision around 2005. Fredrik left Sweden and moved to China to study creativity in a completely different cultural context. After relocating to Singapore in 2008, he understood that focusing on one country, especially a small one, wasn’t enough.Here’s when he decided to study creativity wherever it existed. The goal is to conduct the research in 100 countries. With 25 still to go, Fredrik believes that exploring creativity in more than half of the world’s countries will ensure a unique understanding of human creativity.In recent years, his focus expanded even further. Alongside entrepreneurs, CEOs, and well-known creative professionals, he began interviewing people rarely included in these conversations, from the slums of Mumbai to nomadic communities in Mongolia, and even North Korea. The input and output of creativityDuring a recent trip to Bhutan, Fredrik interviewed the country’s former Minister of Tourism to explore how creativity is understood there. The minister challenged the Western view of creativity as self-expression and output. We often perceive creativity as the act of producing and improving the world through what we make. Instead, he described creativity as an inward journey. At its core, creativity is about understanding yourself better.That idea reshaped how Fredrik sees his own work. The creations that truly mattered to him were those that led to personal growth. However, even failure holds value because learning about yourself becomes the real outcome. At the same time, the final product is simply a bonus.This inward approach also raises a serious question to think about: if you create something but learn nothing about yourself, was it a meaningful creation or just work?Is creativity universal or cultural?Fredrik compared creativity to food. Just as Filipino, Indian, and Italian cuisines are vastly different, creativity takes distinct cultural forms. However, beneath those differences lies something universal. In the case of creativity, it is he human desire to connect and express meaning.This pattern holds true across disciplines, from food and music to art, business, and entrepreneurship. While the surface varies, the underlying creative impulse is shared.In Bhutan, after interviewing Buddhist monks, Fredrik visited a web design agency in the capital. Inside, it looked exactly like a creative studio anywhere in the world: familiar branding, pop culture references, and a global work culture. He had seen the same thing before in Mongolia. Outside, you can see a very traditional environment, but when you walk into an office, you will see just the same as what you can find in offices of web design agencies in Berlin or Stockholm.To Fredrik, this is very remarkable. Technology has made a truly global mindset possible. For the first time in human history, creativity powered by technology is shaping global tribes that transcend borders and culture. Speakers connect with speakers, designers with designers, creators with creators.Fredrik’s books on creativityFredrik has written twelve books on creativity, but his latest work, called “The World of Creativity,” brings his global perspective together in a new way. As he has found out in his research, creativity should be studied at a human level. Different cultures approach creativity differently, and each approach offers a unique tool.By learning how people innovate around the world, readers expand their creative toolbox. The more perspectives you understand, the more ways you gain access to your own creativity.At its core, his work is about exploration. Fredrik travels the world interviewing people, but believes exploration only matters if the insights are shared. One of the chapters of his latest book is dedicated to Japan.In Japanese, there is a word that can be translated as “someone who cultivates the future.” This is a person who sees what’s coming and brings that knowledge back to others. For Fredrik, that mindset defines creativity itself. It covers venturing into the unknown, learning from it, and returning to enrich your own community. When we share what we have learned, everyone becomes richer.What does “hiemskur” mean in Icelandic?During his trips, Fredrik learned an old Icelandic word from the Viking age, “hiemskur.” Now, this word has become one of his favorites, and it sits at the heart of his philosophy on creativity.In Viking times, Icelanders were expected to travel. They needed to sail south, gather resources, and bring back ideas. How were ships built elsewhere? How were weapons made? These insights were meant to be applied back home. Anyone who stayed on their farm and never ventured out was called hiemskur.The word itself reveals its meaning. Heim means “home.” To always stay home, in this sense, was to become ignorant of the world.For Fredrik, this idea feels surprisingly relevant today. Innovation is happening right now in many places, like Nigeria and Indonesia. But they often stay unnoticed by the West. The real danger, according to Fredrik, is believing you understand the world when you don’t.You don’t need to travel constantly to avoid becoming hiemskur. Small changes help as well. Even steps like diversifying who you follow online matter. Seeing the world through the perspectives of people in other countries can radically expand your understanding of creativity and humanity.Think human, act humaneAs Fredrik highlighted, companies often limit themselves by thinking in terms of nationality or demographics. Instead of designing for Swedes, Koreans, or any specific group, companies should focus on universal human needs, like humor, love, and curiosity. These values connect people across cultures. Products designed this way naturally reach global markets.There are a lot of products that feel truly universal, as companies behind them didn’t tie them to their countries of origin. The same can be said about many global businesses. For instance, KPMG operates across multiple countries with no single “home.” It defines itself by corporate values rather than nationality.Unfortunately, some companies still let national identity dictate talent decisions. In one shipping company, Danish captains were paid more than equally qualified Filipino captains simply because of their nationality. According to Fredrik, such things shouldn’t happen.How can anyone become more creative?Creativity is deeply individual. Introverts often generate their best ideas in solitude, while extroverts are more active in collaboration. The key is understanding your own creative process. To create something new, you need to know when your ideas flow, when they stall, and what helps or hinders your creativity. Fredrik even recommends using tools like ChatGPT to brain dump your habits and patterns, then ask it to summarize your process as if it were a creativity consultant.When he interviewed a Thai origami artist, he asked her about the methods that help her overcome creative blocks. Her was simple: she takes an “idea nap.” She steps away, drinks coffee, and returns when the block naturally dissolves. Fredrik realized that the stress often associated with creativity is largely a Western construct.Of course, some people work best under pressure. Their ideas thrive on deadlines and the tension of urgency. That’s why, first of all, you need to find what works for you. Ideation empathy: Improving the creative processFredrik highlights a concept known as ideation empathy. Ideation is the art of generating ideas. Meanwhile, ideation empathy is understanding how others generate theirs.In teams, people often misinterpret each other’s behavior. Introverts might appear disengaged in meetings. At the same time, while some may feel involved only when challenged, others freeze under provocation. By sharing how each person works best, teams can adapt and collaborate more effectively. Fredrik notes that most groups never do this. As a result, they waste creative potential.But while empathy is important, curiosity is even more powerful. Empathy lets you understand someone. Curiosity makes you care enough to want to learn more about them.East vs. West: Two paths to creativityFredrik compared Western and Eastern approaches to creativity. In the West, innovation often emphasizes speed and disruption. A Silicon Valley motto sounds: “Move fast and break things.” It reflects a mindset of tearing down old structures and building new ones. This method works, particularly in fast-moving industries. But it is just one of all possible options.Fredrik also shared the example of an Afghan artist who follows a centuries-old tradition. Before she can paint, she must make her own paper, grind her own pigments from stones and emeralds, and even craft brushes from cat hair. The process takes weeks. And only then can she begin painting. She calls this profound patience. The careful preparation allows the final work to evolve beyond her initial idea. It has depth and quality that speed alone cannot achieve.Though these two methods are completely different, they are both valid. When we learn different cultural approaches, we expand our creative toolbox. Some projects benefit from speed and disruption. Others thrive on reflection and patience.The real meaning of inspirationThe word “inspiration” comes from the idea of “breathing in,” while creation is like “breathing out.” Inspiration fuels creativity, but it must be balanced with the act of producing. Otherwise, ideas remain trapped inside.To create, Fredrik sets aside dedicated time to turn off the input and focus on output. Every year, he isolates himself with his family on an island for over two months. This period is devoted to thinking, writing, and reflection. He compares this practice to Bill Gates’ “Think weeks.” These are retreat periods, when he has enough time for reading, personal reflection, and setting goals.AI and the future of creativityFredrik is highly optimistic about AI. He believes that it is the greatest creativity tool humanity has ever invented. AI can seem threatening at first. But when it is used properly, it expands human potential. There are concerns that artificial intelligence can replace creative thinking. But in reality, AI can even enhance it, just as calculators enabled more advanced math.Artificial intelligence can act as a brainstorming partner. It can challenge ideas from multiple perspectives and generate thousands of problem definitions or concepts. Let’s be honest, all this is impossible for the human mind alone. Fredrik shared an excellent example from a Stockholm kindergarten. Children were provided the possibility to ask ChatGPT endless questions via a microphone. Unlike adults, AI never tires. Such an initiative encourages curiosity and teaches kids that asking questions is central to creativity.AI is good at combining ideas and generating novel concepts. As a result, it can create millions of new ideas that humans can build on. However, misuse can limit creative growth, just like drinking too much water can be harmful.Fredrik also mentioned early studies that showed reduced creativity in AI users. These comparisons are premature. People just didn’t know how to use AI effectively.Will creativity still matter in the future?Creativity helps people solve problems. Without it, humans would still be cold, hungry, and living in caves. But that’s not the only reason for its importance in the upcoming years.Fredrik quoted his friend, Swedish entrepreneur Johan Staël von Holstein, who argues that while love may be the most powerful human emotion, the second most profound is the moment when you have a truly great idea or when you see one of your ideas come to life. According to Fredrik, that feeling is central to what it means to be human. Creativity makes us happier and more alive.Creativity isn’t limited to the arts. It is also essential in government, technology, and everyday systems. Poorly designed services (like endless visa applications or broken digital platforms) are often not a lack of resources, but a lack of creative thinking. The expert explained that creativity won't become obsolete or replaced by technology. The world is far from running out of problems to solve, from inequality and mental health to inefficient institutions. Until those challenges disappear, creativity will remain one of humanity’s most vital tools.In fact, new technologies don’t eliminate creative work. They expand it. Programmers, designers, and builders can now create more than ever before. A message for tech leadersDon’t focus first on making your people more creative. Focus on developing your own creativity. That’s what Fredrik recommends to tech leaders.Creativity is not something that can be mandated. It spreads through example. Children learn more from what parents do than what they say. And employees are inspired by leaders who think creatively and are not afraid of taking risks.At the end of their conversation, Max voiced an important idea. Business is defined less by success than by failure. Progress comes from overcoming setbacks along the way. Failure is essential for learning. Without it, success simply isn’t possible. The real skill is understanding how to live with failure and continue moving forward until something works.Want to explore more insights from business and tech experts? That’s exactly what you’ll find on the Innovantage podcast. Don’t miss upcoming episodes!

Back-office automation tools are everywhere in Belgium. Most SMEs have a stack that includes accounting software, a social secretariat portal, payroll tooling, time tracking, expense management, invoicing, and a growing list of “one more app” solutions that promise to save time. And yet, the back office still feels manual. Data still gets copy-pasted between systems. Finance still reconciles mismatched numbers. Payroll still depends on emails, exports, and last-minute fixes. Management still struggles to get a simple, trustworthy view of cash, margins, and payroll.That’s the paradox of Back-office Automation Tools Belgium: automation exists, but the back office isn’t truly automated, because the tools are not connected. When software is implemented one piece at a time, it creates local improvements but breaks the end-to-end flow. A new invoicing tool speeds up sending invoices, but creates a new reconciliation task for accounting. A time tracking tool helps operations, but produces exports that payroll can’t use without manual work. A portal makes compliance easier, but becomes yet another place where the same data is entered again.In Belgium, this pattern is especially common because back-office ecosystems are shaped by external partners and obligations. SMEs work closely with accountants, and payroll often runs through a social secretariat. Compliance requirements push companies to adopt specific flows, such as e-invoicing, but these are often added as separate tools rather than integrated processes. The result is what many teams experience as islands of automation: each tool works fine on its own, but moving information between tools becomes the real job.From Spreadsheets to Islands of Automation: The Reality of Back-office Automation Tools Belgium SMEs FaceSpreadsheets don’t disappear when new tools are introduced. They just change roles. Instead of being the main system, spreadsheets become the glue that holds the process together. They turn into trackers for invoices that don’t match the books yet, mapping tables between payroll and accounting, cost allocation sheets used for management reporting, or workarounds when two tools export differently.This happens because tools were bought for their individual value, not for how they fit into one connected operating model. Over time, the company ends up with multiple “mini automations” that don’t connect. Each tool saves time somewhere, but the time reappears somewhere else as reconciliation, checking, exporting, fixing, and chasing missing information.Accounting, Payroll, Time Tracking and E-invoicing: Where the Fragmentation StartsFragmentation usually starts in predictable places. Invoicing and accounting drift apart, and suddenly VAT codes, payment terms, and customer references become inconsistent across systems. Payroll and time tracking fail to align, because the logic needed for payroll—absences, contract types, overtime rules—rarely matches what the time tracking tool outputs by default. Social secretariat portals are essential in Belgium, but they weren’t designed to integrate neatly with modern cloud stacks, so companies fall back to manual uploads and emails. E-invoicing adds pressure to standardise, but if it’s implemented as “one more portal,” it increases operational complexity rather than reducing it.Over time, the typical Back-office Automation Tools Belgium setup becomes a landscape of portals, exports, and reconciliation steps that no one planned, but everyone now depends on.The Risks of Unconnected Back-office Automation Tools in Belgium: Double Entry, Errors and Blind SpotsThe cost of unconnected tools is not just inconvenience. It creates structural risk. Double entry becomes normal: employee data, supplier data, cost centers, invoice references, and payment statuses are entered in multiple places and maintained inconsistently. Errors become harder to detect because each system looks “correct” in isolation while the overall picture is wrong. A small mismatch can lead to incorrect VAT coding, payroll mistakes due to outdated employee information, or misallocated costs that distort profitability.The biggest damage is the blind spot it creates for leadership. When numbers differ across dashboards, people stop trusting reports. Decisions slow down. Month-end becomes a firefight. Instead of gaining control through automation, the organisation loses confidence in its own data.Step 1: Back-office Mapping – Make Your Tool Landscape Visible Before Adding Anything NewThe way out is not buying yet another tool. The way out is visibility and connection. The first step is back-office mapping, because you cannot fix what you cannot see. A mapping exercise makes the current tool landscape visible: which tools are in use, who owns them, what data each tool creates or needs, where manual transfers happen, and where errors or delays repeat.Most SMEs discover that what they thought was an “automation problem” is actually a set of integration gaps. And once those gaps are visible, it becomes obvious where the real effort is being wasted.Step 2: Designing a Simple Integration Blueprint for Back-office Automation Tools BelgiumOnce the landscape is visible, the next step is to design a simple integration blueprint. “Simple” matters, because the goal isn’t architectural perfection. It’s operational relief. A blueprint clarifies what becomes the source of truth for customers, suppliers, employees, and invoices. It defines which data must flow between accounting, payroll, and operations, and how frequently.For many Back-office Automation Tools Belgium stacks, the most valuable early flows are invoices into accounting, time and absences into payroll and then into accounting, and payment and bank sync into cash reporting. These are the flows that create the most manual work and the most risk when they are fragmented, so they typically deliver the fastest return when connected.Step 3: Building a Lightweight Integration Layer Between Accountant, Social Secretariat and Cloud AppsBelgian SMEs often get stuck here because they assume integration requires replacing systems. In practice, you can connect what exists by building a lightweight integration layer. This layer can use standard connectors when available, scheduled sync when real-time isn’t necessary, API-based integrations when tools support them, and controlled file-based integration when portals are simply the reality.The point is not to be “pure.” The point is to reduce manual transfers, make responsibilities clear, and create repeatable flows that don’t depend on one person’s memory. When accountants and social secretariats are part of the ecosystem, this clarity is crucial, because integrations need to work across organisational boundaries as well as technical ones.Step 4: Data Mapping and Quality Checks – Creating One Source of Truth for Your Back OfficeIntegration only becomes valuable when data is defined and enforced. Data mapping is where you decide how identifiers match across systems, how cost centers and projects are structured, how payroll categories map to accounting accounts, and where VAT codes are maintained.Then quality checks make those decisions real. Duplicates detection, validation of mandatory fields and formats, and exception reporting ensure that when something breaks, you see it immediately, understand why, and know who fixes it. This is how you create one source of truth in the back office. You don’t declare it; you enforce it.Step 5: Adding Workflow and AI Automation on Top of Connected Back-office ToolsOnce tools are connected and data is reliable, workflow automation becomes genuinely powerful. Invoice approvals can be routed automatically based on supplier, cost center, or amount. Reminders can trigger when timesheets are missing or expenses are overdue. Exceptions can be handled systematically when payroll inputs don’t match contract rules. Accounting entries can be generated from operational events instead of created manually.This is also the stage where AI becomes practical. AI can categorise invoices consistently, extract fields from documents when needed, summarise anomalies, and answer internal questions using validated back-office data. Without integration and data quality, AI tends to accelerate chaos. With a connected foundation, AI becomes leverage.Step 6: One Management Cockpit Instead of Five Portals – Reporting on Cash, Margins and PayrollMost leaders don’t want more tools. They want answers they can trust. They want to understand cash and cash risk, profitability by customer or project, and payroll cost trends without waiting for manual reconciliations.When your Back-office Automation Tools Belgium stack is connected, you can move toward one management cockpit. That doesn’t mean one monolithic system. It means one consolidated view with consistent definitions, faster month-end close, fewer reconciliations, and confidence in the numbers. Instead of five portals and five versions of reality, you get one view of cash, margins, and payroll that supports decisions.Why a Managed Integration Service Beats DIY Back-office Automation Tools in BelgiumMany SMEs try DIY integration and some succeed, but the same breakdowns appear again and again. Ownership is unclear, fragile automations fail after software updates, and there is no monitoring so issues are discovered too late. Logic lives in undocumented scripts or one person’s head. Security and access become messy as quick fixes accumulate.A managed integration approach is often more effective because it treats integration as an operational capability, not a one-time project. It includes design that fits business processes, secure implementation, monitoring and alerting, maintenance when tools change, and continuous improvement as the business evolves. For Belgian SMEs operating with accountants, social secretariats, and multiple cloud tools, that reliability usually beats heroic DIY.How Sigli Helps Belgian SMEs Move from Tool Chaos to a Connected, Automated Back OfficeSigli helps Belgian SMEs turn Back-office Automation Tools Belgium from a fragmented stack into a connected operating system. We start by mapping the current landscape and the manual bottlenecks that drain time and create errors. We design a simple integration blueprint focused on the flows that matter most, then connect accounting, payroll ecosystems and cloud tools through a lightweight integration layer. We standardise data mapping and add quality rules so the business has one source of truth, not five competing versions. Then we automate workflows and add AI where it actually reduces work, not where it adds complexity. Finally, we consolidate reporting into one cockpit that leadership can trust.The result isn’t a bigger toolset. It’s a back office that runs with fewer manual steps, fewer errors, and better visibility, so your team can focus on running the business rather than reconciling systems.Book a call with Sigli to discuss your current setup and see what a connected back office could look like for your business. In one conversation, we can map the key friction points, confirm where integration will have the biggest impact, and outline a realistic path to consolidate your back-office operations without replacing everything.