“I love technology. As an engineer, that’s something I can grasp, I understand it. Don’t let me lead an insurance office or a bank; that wouldn’t end well.” These are the words of Joris Vrancken, CEO of panel builder P&V Elektrotechniek. A conversation about entrepreneurship, connecting with people, responsibilities, and the end of the patriarch.
“I don’t think you can become an entrepreneur if you aren’t one already. It has to be in you,” Joris Vrancken begins. “You get that from home. I always saw my parents working very hard. And I do the same. During my first job at Trespa International, I rose quite quickly to Production Unit Manager.” After that, he moved on to Vekoma Manufacturing, Alupa, and ANL Plastics. In 2014, Joris took over P&V Elektrotechniek.
“Industry and technology are the constants in my career. Technology fascinates me immensely. When I took over P&V, I spent a year hitting the books to get completely up to speed. I just want to know everything.”
Could someone without that technical background lead P&V? “In my view, no. We aren’t big enough for a purely economic manager. Theoretically, it might be possible, but in my gut, I don’t think it works. We are a substantial SME. As a business owner, you need to know what’s happening here. That’s why, when I’m here, I do my rounds through the building about twice a day. I walk around, talk to my people, make a joke… I want to feel what’s going on here.”
“Of course, that works both ways,” says Joris Vrancken. “Because my people approach me about certain problems or things they think could be done better. For me, that participation is very important. The era of a CEO acting like a patriarch is truly over.”
“I want my people to think about what they are doing. I give them responsibility. That’s how you create dynamics. Otherwise, you eventually end up with a bunch of yes-men on your shoulder. I want to have open discussions with my management team. And I can tell you, we have serious debates at this table. But at the end of every meeting, we make a decision together. They listen to me, but I also listen to them. Everyone in management is an expert in their field—you have to let people like that do their thing. That way, I can let go of operations with peace of mind and focus on strategy and the future of the company.”
And what is that future? “We want to grow. Organically, but also through targeted acquisitions. Those aren’t easy decisions. Is this the deal that will eventually give me 1+1=3? Those are big question marks, you know. You mustn’t forget that I am directly responsible for my employees and their families. More than 200 in total. So yes, those are things that occasionally keep me awake at night.”
“Fortunately, I’m not in it alone,” Joris Vrancken says. “At P&V, I have my management team. Outside of that, a good group of friends. They work in different sectors, but I get a lot out of those conversations.”
“But that doesn’t change the fact that as an entrepreneur, you sometimes find yourself in difficult situations. Luckily, I’m good at putting things into perspective. Although there are also moments when you crash. When you just don’t see a way forward for a moment. But that’s when you have to show character. I’m an optimist, not the type to get depressed. You also learn that as you get older. I don’t know if I would have successfully handled some of the challenges I’m faced with now when I was a young guy.”
“But all of that is outweighed by the beautiful moments. I find fun in the workplace very important. Work hard, play hard, my commercial director always says.
It’s also a work hard, play hard moment here that will always stay with me. It was my birthday. I drove up, but found a closed gate. Not a single car in the parking lot. There was a sign on the gate: Since Joris turns 50 today, we are organizing a collective day off. We look forward to seeing you tomorrow. Signed, the management team. When I walked into the workshop, 160 people were standing there. All of them especially for me. A powerful feeling! We had just come out of a difficult period, but at that moment, I knew everything would be alright.”
As an entrepreneur, I look up to…
“I look up to many entrepreneurs. Because they are the people who make things happen, who go for their ideals. Behind every success story is a strong man or woman.”
If there were twenty-five hours in a day, then…
“I would want more free time. To unwind, exercise, walk… I don’t get to do that enough right now.”
When stress hits, then…
“I drink a good glass of wine in the evening. Thinking things over, putting them in perspective, and chatting at the kitchen table on Friday nights—that’s a moment I always try to keep free.”
If I had an unlimited marketing budget, then…
“Maybe we would do a few more trade fairs, but I think everything is perfectly balanced right now. We do everything within our power. We work all the channels we need to work.”
If I could undo one professional decision, then…
“I would have started my own business even sooner.”