The ROI story of Holger Büsing
Holger Büsing has now been with Royal Boon Edam International for more than four years as Managing Director for Germany.
His main assignment reads: Your job is to double the company’s sales within five years. You will achieve this by focusing on service sales, maintenance and retrofitting. What has brought this to him and how has he contributed to Boon Edam’s ambition?
Expectations for the role
When I first saw the Managing Director position at Boon Edam, I was drawn to the company and the growth opportunities they offered. I was already familiar with Boon Edam before I applied for the position. This familiarity, along with my admiration for the brand, made the position very attractive-a role in which both the company’s and my ambitions aligned. I saw this role as a direct route to growth-both for myself and the company-and an opportunity to work with a team that shared my vision for the future.
A major attraction for me was working with a Dutch company. In previous positions, I found the Dutch approach refreshingly pragmatic and enjoyable. The Dutch corporate culture often brings a unique perspective, where ideas and solutions take precedence over rules and laws. This contrasts with the German approach.
The reality of the role
Once I was in the role, I faced a mix of expected and unexpected challenges. The primary goal was to double Boon Edam’s sales within five years-an ambitious objective I was eager to tackle. However, the COVID-19 outbreak brought additional complexity. Although we did not fully achieve the original goal, we made solid progress and achieved steady growth.
An unexpected challenge was team morale; only 52% of employees felt connected to Boon Edam’s mission when I started. This presented an opportunity to reform the culture. Over the years, we have worked hard to align our team with Boon Edam’s values. I am proud to say that employee satisfaction has now risen to 92%.
Achieving this shift required listening to employee feedback, setting clear guidelines for managers and fostering collaboration between departments. Difficult decisions had to be made, including restructuring the team, to create a more cohesive and positive work environment. This collaborative approach resulted in a more motivated team that drives the success of the organization.
-Holger Büsing
Personal and professional growth
Looking back over the past 4 years, I am proud of the progress we have made, both as a company and as a team. Achieving an employee satisfaction rate of 92% is an extraordinary achievement. I believe that satisfied, motivated employees are essential to achieving positive change. The high level of satisfaction has allowed our team to contribute valuable insights and ideas.
Personally, this role has broadened my perspective considerably. I have become more involved with other international entities within Boon Edam, something that was less common in my previous roles. Here I have access to consultants and experts within the organization, which has enabled knowledge sharing and accelerated problem solving.
Ambitious goals
Looking to the future, I am excited to continue our growth trajectory. We have clear plans to develop new strategies in terms of service and strengthen our presence in specific target markets. We aim for sustainable growth in the coming years, based on the foundations we have laid.
I will continue to help build Boon Edam’s success in Germany and am confident that together we will achieve the ambitious goals we have set.
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