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Since we’re growing so fast, we need to shift gears quickly and optimize our processes every week. Every week? Yes, you heard us right! If necessary, we change them every day. We need to reevaluate fast to make sure our work method is still doing the trick.

Our legal team is centralized at our HQ in Ghent. We’re now active in 6 countries, each with their own legislation. It makes it challenging and tough at times, but also keeps our motivation high.

Finance usually picks up on things first. We’re not hitting our targets? A country is understaffed on sales people? We serve as the troubleshooters for all the other departments and keep our eyes peeled on potential issues to make sure we can focus on growth.

We have marketers working at our HQ in Ghent supporting international teams. This makes up for a really interesting dynamic, with a hyperlocal marketing approach. We support each other to make sure every country is hitting their numbers in order to grow.

Every first Friday of the month, we spend our mornings polishing our marketing expertise or broadening our horizon by learning about a completely new topic. Afterwards, we share what we learned and contribute to improving everyone’s skills.

Teamleader’s marketing team is a pretty diverse group of people who all have different expertise in the marketing field. With this small area of focus, we have a great overview of all our marketing activities and build our expertise in-house.

Every Friday, we take the time to drill down into our processes and investigate if there are glitches that are preventing us from doing a good job. We also take a closer look at the opportunities we’re missing. It keeps us sharp, and well organised. When something’s not working, we change direction fast.

We take our time to write good code and go to great lengths to achieve that. Stuck with something you’re working on? Just ask a colleague for help. While everyone works independently and autonomously, a colleague to help you out or bounce ideas back and forth is never far away.

We work in multiple smaller teams based on the famous Spotify model. Each team consists of a small group of people. Working in smaller teams allows them to be laser-focused on one single aspect of our tool. This way, we create a huge level of ownership.

We really swear by the Agile product management method, you could say it’s our holy grail. We always ask ourselves 3 questions: does a request fit the product vision? Are we going to be good at this? Is it going to matter to our users? With this feedback in mind, we define our product roadmap to make sure the work gets done.

The most important part of our job is actually saying “no” to certain product requests. In a friendly, tactful way of course. After all, it’s hard to please everyone. It's sometimes a tough balancing act, but we need to be tough sometimes to make sure our product is heading in the right direction.

We never forget our many stakeholders: (potential) customers, employees, investors, ... To investigate the real value of new requests, we add every opinion to the table. Explaining “why” something is or isn’t useful is really important.