The speed of AI innovation is staggering. Not a week goes by without a new development or the launch of a new AI solution. As AI reshapes industries across Europe, Valcon has set out a new bold vision recently – to become a European powerhouse in AI and data-driven business transformation.
Here, our CEO, Geert van den Goor, discusses what this new chapter means for our consultancy and what he sees coming down the track in the next year or so.
So what does Valcon’s new vision mean in real terms?
We have always helped clients to improve their productivity and efficiency – and developments in AI just mean that we are also now helping them do that with AI and data tools too. 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 led by Koko Visser. So we have decided to ensure AI is incorporated into all client propositions – everything from an AI-specific transformation to a strategic consulting or change management brief – as well as our own working practices.
What do you think is behind this period of growth and innovation?
Over the last three years, the consulting landscape has changed dramatically. Organisations no longer seek advice or a point solution in isolation; they want end-to-end execution that translates strategy and technology into measurable impact with long-term productivity gains. A lot of the innovation is coming out of the US and Asia, but we believe Europe has an important role to play in AI adoption, governance and ethics. We believe this is a real opportunity for Valcon – Europe is a really sizeable market with huge potential and we are extremely well positioned to take advantage of that.
A lot of organisations have been excited about AI but are struggling to move from pilot phases to adoption. Why do you think this is?
Most of the organisations 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.
What industries are you seeing the most 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 FS, 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.
Getting hold of people with the right AI skills is difficult right now – how is Valcon attracting and retaining top people?
We have a really well-established, experienced AI team. 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. And 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’s vital that 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 overregulation could be a hindrance, the right level of regulation – like the EU AI Act – is essential and will provide a framework for AI implementation.
Valcon has a fairly new private equity partner, Rivean Capital Partners – what has that enabled Valcon to do?
In December 2024, 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 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 – Germany, Switzerland and Austria – and an acquisition strategy will enable us to do that.
And finally, as the business expands, how do you maintain Valcon’s culture and values?
That’s an important question 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. Our culture is important to us, and preserving it is integral to our success.
