The starting point for change

It was a moment of great change when I first came into contact with Julian Hendriks, the founder of JDS Bedrijfsautomatisering, in 2005. I vividly remember responding to a job advert in the local newspaper. It was the first step in a journey that would change both my life and the company. Julian had built a solid business, but it was clear that more was needed to unlock the full potential of JDS and its three business areas. After a phone call with him, during which I learned more about the role and the company’s future needs, I began to understand the scale of what lay ahead.

When I took on the role of managing director, the situation within the company was far from straightforward. The contract I received was detailed and clearly defined, but it quickly became apparent that many internal processes were not yet in order. The challenge was significant, but I also saw huge potential. Julian wanted to focus primarily on the commercial side of the business, while I was given responsibility for everything non-commercial—HR, procurement, operations, and finance. Initially, this arrangement seemed to work, but we soon realised the roles hadn’t been clearly enough divided. Julian, who prefers to avoid conflict, wanted to keep his focus on the market. At one point, he said: “I don’t have an ego—Jos will become Managing Director and I’ll be Commercial Director.” That statement gave me full responsibility for the company, with Julian now reporting to me. It was a defining moment in our partnership.

My main goal when I started was to improve the internal organisation. There were many things that simply weren’t well managed: credit control, internal processes, and ensuring proper contracts with customers, partners, suppliers, and staff—putting into writing what had been agreed. I wanted to ensure we not only said what we would do, but actually did it. We needed to work more systematically and streamline our structure. That was the first step towards raising the overall quality of JDS and Plan-IT.

Julian and I complemented each other well as entrepreneurs. He had deep knowledge of the market and the technical side, while I brought experience from larger companies and internationally operating software businesses. Our partnership was a dynamic mix of leadership styles: Julian was people-oriented and a strong communicator, but sometimes found it difficult to make tough decisions. I was more structured and focused on the bigger picture. We worked well together and made key strategic decisions jointly.

Over the following years, we significantly reshaped the structure of Plan-IT and JDS. We created new entities such as ISDG and Plan-IT International, and established a software escrow foundation. All of this was done with the future in mind—we wanted to be prepared for any scenario. I remember having a conversation with Julian about where the company was headed. We asked ourselves, “What if Bill Gates landed here in a helicopter and said, ‘I want to buy Plan-IT—name your price’?” That conversation was an eye-opener. We needed to ensure the organisation was well-positioned for whatever might come.

The company grew—not only because of our internal focus, but also due to external changes in technology and the rise of cloud-based solutions. We had to adapt to shifting market conditions and respond to the increasing demand for more integrated and flexible software. I still believe Plan-IT holds enormous potential, especially in the global market. The product is unique: it offers a wealth of functionality at a low cost, it’s multilingual, and extremely stable.

Looking back on my time at Plan-IT, the international achievements in Belgium, Germany, and nearly Spain stand out as true highlights. It was fantastic to see our product being exported and making a real impact. But there were also great moments at national level—like when DMS providers offered Plan-IT to their customers to improve their business processes. That validated the value we were providing through our product.

What I’ve learned most is that success at Plan-IT is all about acceptance. There will always be companies willing to collaborate, but hesitant to take the leap due to fear of change. My deepest respect goes to Julian. It’s remarkable that he entrusted the company he built from the ground up to me, then still a complete stranger. That level of trust is something I will never forget. When the time came to hand things back to Julian, I was ready. With retirement on the horizon, we had regular discussions about the future. Julian decided to fully dedicate himself to Plan-IT again, and I knew he would continue to lead the business with the same commitment. That gave me great peace of mind.

Now that Julian is once again at the helm, I look to the future of Plan-IT with optimism. The opportunities in the automotive sector are still very much alive, and I firmly believe that innovation remains essential. The market is constantly evolving, and Plan-IT must keep adapting and renewing itself. My advice to the current Plan-IT team is simple: keep learning, stay focused, and celebrate your successes. Waiting is not a verb—so keep looking ahead and keep innovating!