What happens when two strategic acquisitions are executed simultaneously to create an immediate market advantage? I’ve had the privilege of experiencing this multiple times—and what a privilege it is!
In previous articles, I’ve written about the momentum that was unleashed when Jordy Kool and Altor joined forces to accelerate Infotheek’s growth journey.
Today, I want to share the most striking example of this journey. It’s about the moment when Infotheek—by this point with Altor as the majority owner and Kool as a minority shareholder—received board approval to carry out two strategic acquisitions on the Dutch market, nearly simultaneously.
With a bold strategy, Infotheek took a major leap forward by acquiring both Scholten Awater and Centralpoint at the same time—a move that was not only aggressive but also a powerful defensive strike to outmanoeuvre competitors.
In one swift move, Infotheek acquired Scholten Awater, led by CEO Luuk Slaats, and Centralpoint, with Brian Speelman as CEO. Overnight, Infotheek gained the ability to address both enterprise/tender business (from the strong SA tender-team) and SMB markets, thanks to Centralpoint’s strong position in e-commerce.
This was both an offensive and defensive masterstroke. By executing these acquisitions simultaneously, Infotheek not only gained critical mass to become the dominant player in the Dutch market but also preempted competitors from acquiring these companies. It was a decisive move that left no room for a counterattack.
These acquisitions remind me of the strategy Ib Kunoe – at that time the largest owner and also the Chairman of the combined Topnordic/Ementor -, used when the former TopNordic/Ementor made bold, ambitious moves to consolidate the Nordic IT infrastructure market.
In February 2006, the market was informed that TopNordic and Ementor were merging. Just a few months later, Kunoe and CEO Jo Lunder made the strategic decision to acquire Atea as well.
Ib said, *“This move is both offensive and defensive. Offensive—because we become the clear number one in the Nordics. Defensive—because no one else stands a chance.”*
I have been fortunate to witness this level of ambition and decisiveness many times in my career—working with owners who had both the vision and the means to create market-leading players. What a privilege.
Have you ever witnessed a moment where determination and vision converged to reshape the playing field? These are the moments that remind me why passion and courage are essential in business.
It’s a privilege to work with owners who dare to think big—because bold decisions shape the future and give us the opportunity to leave a lasting mark on the market.
In a time when markets are shifting at an unprecedented pace, these defining moments remind us that success demands both bravery and vision.
What strategic choices are you making to secure your position in the future?
NOTE.
However, I do not want to belittle the extremely hard work it involves being CEO and responsible for building so many competitors into a harmonious company with satisfied employees.
When the owners and Board have made their brave decision to consolidate, it is then up to the management to create a functioning business as quickly as possible … More about this in another column.
The picture is showing Brian Speelman (Centralpoint) , Luuk Slaats (Scholten Avater) and Jordy Kool (infotheek)