Don’t just dream about what might be possible – get to work!

Some 35 years ago, during a period of economic crisis, the foundations of what we now know as Brainport Development were realized. That time saw Operation Centurion at Philips, bankruptcy at DAF, and massive layoffs in the Eindhoven region. Just about every household received a letter of dismissal. However, the response from the government in The Hague remained limited. As a result,  Henk de Wilt, Chairman of the Eindhoven University of Technology Executive Board, Rein Welschen Mayor of Eindhoven, and Theo Hurks, then chairman of the Chamber of Commerce and owner of Hurks construction company, thought. ‘We’re not going to wait for The Hague – we’ll act ourselves’.

With European support, the region’s economic development was collaboratively addressed, with support measures for SMEs. From this initiative, a concept with a more ambitious vision emerged: Brainport. This initiative not only focuses on SME support, but also on strategic projects, regional cooperation, and an integrated approach based on an overarching vision and strategy. This in turn led to Brainport Development, the Brainport Eindhoven region development company, which focuses on economic growth and innovation in the region, with a medium- and long-term focus.

Connecting strategy and execution

For 15 years, I have been working at Brainport Development as Business program manager, connecting strategic and operational activities, with the aim of stimulating innovation in our region and helping startups and SMEs grow. I lead the business team supporting innovative SMEs and tech startups. Our focus is on providing support where none is yet available from commercial initiatives. This support can be broad or highly specific, depending on the needs. We facilitate and connect throughout the region. Besides strategic projects, we offer operational support when necessary. We support startups in various ways, from advising on business plans to helping realize funding for smart ideas. We set up funding and investment meetings and facilitate sparring with a group of CEOs from the region. We can help provide everything from small-scale support to sizeable investments. Brainport Development also plays a crucial role in attracting funding. For instance, it is working to obtain government funding for investments in infrastructure, talent development, and social goals. This is required to support the expected growth and ambitions, and to position the Eindhoven area as a leading innovation and technology region.

Energy and sustainability

The energy transition, Power Quality, installation, optimization, electrification, circularity, and sustainability are today’s hot topics. Yet we sometimes seem to downplay or ignore these issues. In government, the attitude sometimes seems to be: ‘The market will take care of this,’ while at the same time companies hope the government will take the lead. But if no one takes the initiative, we risk missing out on crucial opportunities. It is therefore essential that the public and private sectors actively cooperate and address these pressing issues. In a crisis, you should occasionally be able to fast-forward through processes and procedures, I think. It’s essential to achieve movement in rigid systems. This requires a single overarching vision, however, rather than tackling individual themes. Major strategic issues require fast decision-making. We need a task force with a clear mandate. It is vital to put some serious effort into this because the problem increases every day. Only when the consequences become really visible – hospitals not being able to connect to the grid, for example –  does it become clear to everyone how serious the situation is. That’s why it is essential to take the right steps now and work together on sustainable solutions.

You just need to start small. For example, entrepreneurs at business parks in the region are putting their heads together and taking joint steps to tackle energy issues. If you put your shoulders to the wheel at local level, you can create a snowball effect and inspire more companies to contribute to solutions. At the same time, it is crucial to keep clearly discuss problems. If we act too light-heartedly as if everything can be solved easily, you risk getting the wrong reaction: the sense of urgency disappears, and nobody feels called to do anything.

Within our organization, we have strong vertical collaborations on issues such as grid congestion. My role here is to make connections with innovative startups. Companies active in battery storage and energy technology, for example. We ensure operational insights are brought in strategically, and that strategic points are translated into concrete actions. Our strength lies in bringing people together, regardless of their background. Whether they’re start-up entrepreneurs, large companies, or the mayor, everyone is connected. People in this region have not always been prosperous in the past, which is why always seems to be a willingness to work together. Several parties who can contribute a part of the total solutions we require. Brainport kind of presents all those pieces together on a silver platter.

Only recently, I read that just a small percentage of all companies are actually working to conserve  energy. However, critically reviewing energy consumption or having an analysis carried out can easily bring savings of 20-30%. Imagine what would happen if all companies in the Netherlands achieved such a level of savings. That would have a huge impact on energy costs and the sustainability of business and would actually free up capacity for those companies.

One clear point of contact

If someone from another region or country were to ask me what they should bear in mind when setting up an initiative like Brainport, I would emphasize that it’s all about focus and distinctiveness. It starts with choosing a spearhead, an area in which you really excel. Next, you develop a strategy and attract the best people. They, in turn, attract the right experts at tactical and operational level. In this way, you get a team that not only develops plans, but implements them, too.

Success comes from transparency and to-the-point communication. An entrepreneur needs to understand what you’re offering and how it may solve their problems. Therefore, you need to develop clear and practical programs and products, together with people who speak the entrepreneur’s language. It is crucial to have a strategic agenda, but also an implementation agenda with practical actions. Don’t talk endlessly but take concrete steps. Don’t send several different people with vague ideas to entrepreneurs; provide one clear point of contact with a concrete offer.

Entrepreneurs want practical support and need to have confidence in the feasibility of plans. If they feel confident, they are often willing to take the first steps, especially if support is available. A clear focus and practical implementation get people moving, inspires, and creates confidence. Ultimately, it is about not just dreaming about what is possible, but actually rolling up our sleeves to make it happen.