Since the role shift between Jeroen and Wouter last year, the division of responsibilities within Pipple has been further refined. Together, Robin, Roos, and Wouter form our management team.
We asked them four questions: (1) what they enjoy most about their role, (2) which superpower they bring to the Management Team, (3) what they want to focus on in their domain in the coming period, and (4) what they hope to have achieved five years from now.
Robin Swinkels, Chief Technology Officer
“CTO is the most enjoyable role because it combines content, management and strategy. You operate at a strategic, tactical and operational level.”
Robin thrives on that versatility and aims to build, from a technical foundation, a team that grows alongside Pipple’s ambitions. His superpower: switching seamlessly between complex content and the bigger picture.
Roos van Dongen, Lead People & Culture
“Everything that receives attention grows; and our people just happen to be Pipple’s most important asset!”
Roos wants to ensure we continue to professionalize, while preserving our unique culture. Her superpower: quickly sensing when something feels right, or when it doesn’t, on a content, organizational, or human level.
Wouter Leenen, Managing Director
“What I enjoy most about my role is that I get to build the organization both with our clients and within Pipple.”
Wouter finds great fulfillment in guiding teams in their professionalization and growth, helping them reach increasingly ambitious goals. Superpower: providing direction, clarity, structure, and priorities.
The Management Team’s current focus
When asked about their focus for the period ahead, three key themes emerged.
Pipple is growing, from around 30 to 50 colleagues, and that growth requires increasing clarity in how we collaborate.
Robin wants to reorganize the technical team so that, drawing on our experience and expertise, we can support multiple projects more effectively and with greater ease. From an operational perspective, Wouter is focused on the same shift: “I want to restructure our operational processes to make them more efficient and scalable.”
Pipple consciously invests in its people, as our culture and quality are built on them. Roos is working on a strong foundation for learning and development: “clear growth paths, measurable development, and focused skill-building.”
In addition, Wouter places strong emphasis on the connection between the commercial team and operations. He envisions an organization in which teams collaborate seamlessly and expertise aligns with our clients’ needs, enabling us to support them in a sustainable way: “We’re aligning commercial and delivery more closely, with a clear rhythm. By looking ahead together with our clients, we can deliver even greater value.”
Pipple is maturing as a partner. Wouter is focused on sharpening how we position where Pipple truly excels: creating direct impact and delivering sustainable value with data and AI. This enables us to support clients more quickly and consistently. “We want to build long-term partnerships instead of working on one-off projects.”
Where will Pipple be in five years?
Five years from now, our Management Team envisions a Pipple that has grown; not only in size, but above all in maturity. In how we collaborate, how we make decisions, and how we help clients make Data & AI a real part of their daily practice.
Technology will remain important, but never as an end in itself. Pipple will continue to move with developments in Data & AI, experiment where it adds value, and help clients apply new technology in a pragmatic and practical way.
Internally, this means an organization where learning is second nature and where people are given the space to grow into strong professionals. Externally, it means a Pipple that increasingly works in long-term partnerships; relationships in which Data & AI is embedded from strategy through to operations.
In this way, we continue to advance our ambition of being the number one Data & AI partner in the Netherlands.
