Don't judge a book by its cover

When I joined Plan-IT in 2011, sales were primarily focused on individual dealerships. The company already held a strong position within the niche of workshop planning, but there was still room to grow. With my arrival as a dedicated account manager, we were able to turn that ambition into a concrete strategy and steadily built towards a sustainable expansion of our client base.

One of our key strategies in those early days was to inspire dealers through their peers. In practice, we noticed that business owners tended to rely more on the experiences of fellow dealers than on the pitch of an account manager. That insight led us to actively appoint ambassadors—users who were eager to share their positive experiences with Plan-IT within their network. As a result, trust in our product grew. Later on, importers and OEMs followed. They saw first-hand that effective workshop planning could genuinely improve their aftersales process.

Our success is the result of a close-knit team where everyone knows their role—from development to marketing and sales. One of our greatest strengths is that we speak the language of the industry. That makes a real difference when it comes to advising users. Because we don’t just sell a product; we actively think along, advise on processes, and often act as a sparring partner.

These days, a customer journey often starts with a free download of our tool or through word-of-mouth. Mechanics who’ve used Plan-IT before and switch to a new employer will often ask me to come and give a presentation. That word-of-mouth effect is powerful—and it continues to fuel our growth.

We listen closely to our users. Their feedback is the foundation for everything we develop. We don’t dream up features from an ivory tower—we build what our users actually ask for. That user involvement is also reflected in the appreciation for our helpdesk. People regularly offer spontaneous compliments. That’s not something you can take for granted. It confirms that we’re delivering not just a great product, but also a level of service that really makes a difference.

One of our biggest challenges was convincing larger dealer groups and importers. After all, aftersales isn’t the first thing that comes to mind when you think of a car dealership—most of the focus tends to be on sales. Fortunately, more and more organisations began to recognise the untapped potential in the workshop. A 2 to 5% improvement in profitability through better planning is not unusual. In the end, those figures also convinced the bigger players.

The biggest trend we’ve responded to is the rise of online booking. The combination of Plan-IT Workshop with Plan-IT Online enables real-time availability to be shown. There’s no need to call customers back—just like booking.com. I often make that comparison deliberately. After all, you wouldn’t book a hotel room only to be told the next day that it’s no longer available. Our solution prevents that kind of frustration. It saves time at the service desk and increases customer satisfaction.

Juul is a true no-nonsense entrepreneur. He never acts like a director, but simply as a colleague. That’s typical of his style and makes working together as a team so enjoyable. He stands among his people—not above them. That attitude creates a safe and open working environment where people tend to stick around. Staff turnover is minimal, and some colleagues have been at Plan-IT for over twenty years. That says it all.

Juul believes in his team and gives us the space to take ownership. That trust is infectious. It gives us both the responsibility and the freedom to do our jobs in our own way. At the same time, he’s always looking ahead. Thanks to his background in IT, he knows exactly how to deal with change. He stays right on top of developments—from the shift to web applications to the integration of AI. We often visit clients together, and when I hear him speak so passionately about Plan-IT, I end up learning something new myself.

What’s struck me most over the years is his ability to always see opportunities. He thinks in terms of possibilities, not obstacles. That inspires me. He still surprises me with his creativity and his ability to keep looking ahead. That entrepreneurial drive is deeply rooted in him—and it energises the whole team.

Working at Plan-IT means freedom. There’s no rigid mould you have to fit into here. If you take responsibility, you’re given every opportunity to grow and develop. Juul actively encourages that. It’s truly a company where you’re seen and where you get the chance to flourish.

Looking back on my time at Plan-IT, there are a few lessons that have stayed with me. First: never give up. That mindset was already in me, but it’s been reinforced here. Second: don’t judge too quickly. I’ve walked into situations thinking “this will never work,” only to be proven completely wrong. You always have to keep thinking in terms of possibilities—that’s what I’ve learned here, and it’s made me stronger as a person.

The most impressive thing Juul has achieved is turning a niche product into a market leader. He’s built a company that truly makes a difference in the automotive world. And he’s done it with a team that stands behind him and grows alongside him. He has every reason to be proud—and we are proud too.

My own role remains the same. I’m responsible for sales and do it with great pleasure. In the coming years, our focus is on international growth, but also on retaining our existing users. They’ve placed their trust in us, and we continue to earn that through innovation, personal attention, and strong service. Our users’ needs remain our top priority—and believe me, our development list is long enough to wallpaper the Eiffel Tower. But we keep building. Every single day.