Thierry Geerts, who managed Google Belgium for more than 12 years, is taking over from Olivier Willocx as head of the organisation.
You announced your departure from Google in January. Did you expect to be back at work so soon?
Thierry Geerts: 'It's true that after such a long period at Google, I might have considered taking a real sabbatical. Some people are passionate about sports or travelling. For me, it's the entrepreneurial ecosystem and the idea of moving society forward. The opportunity presented itself and I wanted to seize it. In the few weeks since I left, I've continued to support projects and meet individual entrepreneurs. But I definitely prefer to do this with a team.'
Why did you decide to take on this new challenge?
'It was out of the question for me to work for one of Google's competitors or for a large international organisation. What's more, I could only see myself working on a project with a social impact. But what really convinced me was the opportunity to work for Brussels. I love to tease people who say they've visited the world, but don't know what the Atomium looks like today. Entrepreneurship, Brussels, social impact: this responsibility combines my three passions. What's more, the excellent initial contacts with the chairperson really counted.'
What's your favourite aspect of Brussels?
‘Its rich diversity. It's a city that's hard to decipher at first glance, which makes it fascinating. You can go from a bar to a luxury boutique in just a few metres. Cultural, culinary, entrepreneurial: there are ecosystems, but they are never stereotyped, because there is no single type of inhabitant of Brussels. With its 170 nationalities and all its communities, Brussels is a reflection of the world. In the local dimension of its small neighbourhoods and the international dimension of a European capital. And all of this with a dose of common sense.'
And which aspect do you like less?
‘Its lack of pride. People in all the world's capitals are proud of who they are, but not here.'
Before Google, your career took you from an industrial laundry in Schaerbeek to the Mediahuis media group (then VUM). What do you remember about these experiences?
‘When you become CEO of an industrial company with 100 employees at the age of 27, you learn everything very quickly, from environmental issues to workplace safety and relations with social partners... You also discover that there's no such thing as a silly job. In fact, I've retained this curiosity about all industrial sectors, which offer a wealth of techniques, know-how and models. For Mediahuis, I developed an all-box newspaper with a weekly circulation of 4 million copies in 100 different editions. I discovered the world of the media, of course, but also the dynamics of towns and districts, and the diversity of the SME landscape in our country, because they were our advertisers.'
And what about Google?
‘I may surprise you, but before the technology, I'd like to talk about the human experience. I learned a lot about managing human capital, valuing diversity and paying attention to our impact on society. Of course, I also intend to give BECI and all its members the benefit of my 20 years of expertise in digital transformation and artificial intelligence. Brussels businesses can't afford to miss this train.'
What else does your experience as a business angel bring to the table?
‘When you've been working for a company like Google for a long time, paying salaries at the end of the month is not an issue. Staying in contact with start-up companies keeps you close to these realities and to the challenges and responsibilities of the entrepreneur, which are not sufficiently recognised in society.'
What do you think makes an entrepreneurial journey a success?
What do you think makes an entrepreneurial journey a success?
‘The entrepreneur him- or herself. I've seen a lot of very detailed business plans that came to nothing. On the other hand, some initial projects have turned out to be successful, but not at all for the reasons we expected. A business plan is useful as a guide and to establish a dialogue with your financial backers, but it is always overtaken by a different reality. And there, it's the entrepreneur's passion and energy that really counts, more than any MBA. I have boundless admiration for anyone who starts a business from scratch.’
'I have boundless admiration for anyone who starts a business from scratch'
What is your vision of the entrepreneurial support ecosystem in Brussels?
‘The number of players has multiplied, but let's not forget that 15 years ago there was virtually nothing. This diversity, particularly by sector, is very welcome. Perhaps today's landscape lacks visibility for a project owner, who doesn't necessarily know which door to turn to first. Furthermore, while there are many support structures for start-ups, this is much less the case for scale-ups. Brussels still needs to work on developing systems capable of financing larger projects - €10 million and beyond - in order to keep companies with international ambitions here.'
The role of CEO has an important dimension in terms of dialogue with the political world. What can you bring to BECI?
‘Google has always attached great importance to its impact on society, so I have interacted a lot with decision-makers at all levels. Notably with the federal ministers for digitalisation as a member of the Digital Council, with the local authorities of Etterbeek or Brussels City as part of programmes to help digitalise small businesses or the deployment of Street View, Google Maps or Waze. Just like Brussels, the political world is very diverse. I have a lot of respect for these people who are committed and who are also experiencing increasingly complex realities. Both sides will need to show empathy, educate and listen, but also dare to challenge each other, because the development of Brussels really needs a constructive approach.'