Rational. It’s a word they often use themselves. When they talk about how they make decisions. When they give their vision on entrepreneurship: it’s about putting money in a pot and seeing how you can make it yield a return. We would add modest to that. So modest that being the managing director of seems almost natural and easy. A candid conversation with three of the five shareholders of machine builder IMA.
After the necessary signatures, the official announcement followed at the end of 2017: André Vandeput is selling IMA to five managers. And those five managers are Bart Aerens and Mario Hermie from the Maldegem branch, and Steven Geudens, Johan Doucé, and Joris Ceyssens from the Houthalen branch. So, on a certain evening, you close the door as an employee. And the next morning, you walk in as a managing director. A world of difference?
Johan Doucé: “No, not really. Firstly, because a management buyout is a long and intensive process. So, you make that switch gradually. Secondly, because not much has actually changed for us. The five of us were already responsible for the smooth running of things here. Each from our own expertise.”
Joris Ceyssens: “We just keep doing what we were doing. Our range of tasks remains largely the same. I am responsible for marketing and sales. And that new job title of managing director doesn’t change that. Just as Johan will continue to concentrate on projects and the figures. And Steven takes on the operational side. A title is just a title. I don’t feel any different than before, and I’m not going to behave differently.”
Steven Geudens: “It was a logical step. At a certain point, you get that now-or-never feeling. The click was there within our management group. We knew what we had in each other. We believed in each other’s abilities.”
Johan Doucé: “And then, one fine day, you put money on the table to buy yourself (laughs). Like Joris says: we rolled into it. I wouldn’t call it jumping. At least, that’s not how it feels to me.”
Joris Ceyssens: “I also noticed that from my wife’s reaction. She saw that decision coming too. You must have thought about it long enough, right? Just do it! She knows Johan and Steven, knows what kind of people they are.”
Steven Geudens: “Whether colleagues look at us differently since the takeover? I don’t think so. Why should there suddenly be a distance?”
Joris Ceyssens: “It’s not like conversations fall silent now when we come and stand nearby.”
Steven Geudens: “On the contrary. When Joris joins in, exactly the opposite happens (laughs). I do notice that there is a barrier for the new guys. Those who joined after the buyout see us more as The Boss. And even though my door is open to everyone: I realize that it is less natural for them to approach me. While for my old colleagues, it’s very normal. Even when it comes to private problems.”
Joris Ceyssens: “Although the latter is rather exceptional. We are in a company with many ‘blue’ personalities here; they are just a bit more reserved. Because often the downside of open internal communication is that it becomes too informal. I think managers of a different type of company sometimes have to set boundaries. Here, that’s not necessary – our own people sense that well themselves.”
And the communication between the managing directors themselves?
Johan Doucé: “We can discuss everything with each other. And somehow we always work it out. Without shouting, without anyone taking the lead or wanting to push their way. We are all five very rational people – that helps to avoid heated or emotional discussions.”
Joris Ceyssens: “That blue rationality connects us, but we are still different people.”
Steven Geudens: “There is no one bluer than Johan. Joris is the yellow one. And me, I’m the loose cannon maneuvering through everything (laughs). Yet that rationality must not come at the expense of the human side. Because that is very important to us. Trust. Working together with people who share the same values and standards. That’s why we also have a somewhat atypical shareholders’ agreement. Most of those agreements are drawn up so that you cannot get out as a shareholder. Ours is actually very loose. If Joris or Johan decides tomorrow that he wants to become an adventurer and travel the world, that’s perfectly possible. If that’s his dream, who are we to stop him?”
When stress hits, then…
SG: “I need to get away every now and then. On holiday to Austria – hiking in the mountains. And besides that, sports: football, tennis… Although I must admit that’s mainly for the beer afterwards.”
JC: “I go cycling a lot. I really need that to clear my head.”
JD: “Honestly? I almost never feel like it’s getting to be too much for me. But I’ll just say holiday then, shall I? Hopefully my wife isn’t reading this (laughs).”
Are you primarily fellow managing directors or friends?
JD: “This year, all five of us managers are going on holiday together. With the wives and children included. So there is more than just a professional click.”
JC: “A purely business relationship wouldn’t work for me. Precisely because the work never stops. We are still busy with IMA in the evenings and on weekends. It’s just more pleasant working with people with whom you click personally and professionally. Conversely: I couldn’t do business with someone who uses different standards and values. Even if they are top-notch in their field: no, thanks.”
SG: “There is friendship between us. And I need that too: I have to be able to believe in the colleague as well as the person.”