1-on-1 with Valcon CEO Geert van den Goor on the firm’s next chapter
In the coming years, Valcon has set out to achieve its bold vision – to become a European powerhouse in AI and data driven business transformation. We sat down with CEO Geert van den Goor to discuss what this new chapter means for the firm and what he sees coming down the track in 2026.
Let’s start with the big picture – what does Valcon’s new vison mean in real terms?
Helping clients improve productivity and efficiency has always been central to what we do. And in the last few years, we have increasingly harnessed AI to supercharge the transformation programmes we have worked on with blue chip organisations across Europe.
We have an excellent AI team made up of data engineers and data scientists. So we have made the decision to ensure AI is incorporated into all client propositions – everything from an AI specific transformation to a strategy consulting or change management brief – as well as our own working practices.
What’s driving this next phase of growth?
Over the last three years, the consulting landscape has shifted. Clients no longer seek advice or a point solution in isolation; they expect end-to-end execution that translates strategy and technology into measurable impact with long-term productivity gains. A lot of the innovation might be coming out of the US and Asia, but we believe Europe has an important role to play in terms of AI adoption, governance and ethics.
This backdrop offers a real opportunity for Valcon – Europe is a sizeable market with huge potential.
We’re seeing AI hype everywhere – but also a lot of hesitation in boardrooms. Why do you think European companies are genuinely struggling to move from pilots to production? Most of the clients we work with are already seriously considering AI implementations and some are running pilot projects. They are conscious of the hype around AI and also aware of the challenges, such as the fact that proof of concepts don’t always measure up to expectations.
This tends to be down to reasons like the data quality or data infrastructure being poor, or they don’t have the right processes in place. This is where Valcon is well positioned – to offer the advice and guidance they need to help steer them through AI and data transformation.
Valcon works across sectors from automotive to financial services. Where are you seeing demand for AI to scale fastest and why?
Most organisations in most sectors are starting to recognise the operational efficiency gains AI can bring. We are doing a lot of work in the aviation and airport sector, for example – using AI and data to smooth operational running. Or in financial services, in financial crime, they are using AI to analyse large data sets to identify incidents of fraud and money laundering.
In infrastructure it’s being used to great effect in asset management, helping to improve health and safety and reduce the incidence of accidents. In healthcare, it’s making massive gains. I think we’re just at the cusp of AI adoption and we’ll be on a sharp trajectory from here in all industries.
AI talent is incredibly competitive right now – how is Valcon positioning itself to attract and retain top people?
It is – as mentioned, we have a really well-established AI team in place. Lots of our data scientists and data engineers are PhD and masters’ degree level qualified. The quality of our team – and the level of projects we work on – attracts other AI talent.
At Valcon, we also have an excellent internal training programme in place. We are in the process of upskilling all our employees – whether they are client facing consultants or technologists, or working in a business function like HR or finance – with AI and data proficiency.
Europe is pushing ahead on AI regulation – do you see this as a risk or opportunity for consulting-led implementation?
The governance and ethics element of AI is becoming Europe’s wheelhouse. And associated regulation – such as the EU AI act – is emblematic of that. Putting appropriate guardrails around AI strategy and implementation is essential and it is vital organisations understand that and adhere to all regulatory edicts.
As a consultancy, we specialise in governance around projects and helping organisations to comply with industry regulation is a key element of what we do. Where over regulation could be a hindrance, the right level of regulation – like the EU AI Act – is essential and will provide a framework for AI implementation.
You’ve recently brought in a new private equity partner. What does that enable that wasn’t possible before?
That’s right – in December last year Rivean Capital replaced Waterland as our majority investor, but Waterland continues to invest in us as a minority investor, which we think underscores their faith in Valcon and our business strategy.
The investment from Rivean Capital is enabling us to achieve our vision – and in addition to organic growth, M&A will be part of the playbook as we build this European powerhouse in AI. We have recently announced the acquisition of Swedish data and AI consultancy, Bricobomba. And we hope to expand the business into the DACH region too – German, Switzerland and Austria – and an acquisition strategy will enable us to do that.
And finally, as the business expands, how do you retain your culture and the same ‘feeling’ you had when Valcon was a start up?
That’s a good question and a pertinent one when you are trying to scale a business. Our culture and our values are so important to Valcon and our executive team. Our aim is to build the best consultancy of the happiest consultants and that idea is at the core of everything we do. So that will be front and centre if we make acquisitions – buying similar companies from a cultural perspective is key.
Last year we launched our Valcon Unity programme, which covers everything from company townhalls and enrichment programmes, to diversity initiatives and employee satisfaction research. Or culture is important to us and preserving it is integral to our success.
