Zwanenberg Advies has been around since 1960. The company helps entrepreneurs with administration, payroll, taxation, etc. Since their official website says they “have an informal company culture and are always up for a good conversation”, we asked Aniëlka Emmen, the company’s project leader, to share her impressions about working with Becky.

“We are very demanding when hiring people because we attach great importance to service. We work on a fixed price basis, which includes everything. Customers can call us anytime without receiving an extra invoice. You need a certain type of employee for that; it’s not everybody’s cup of tea."

Could you share something about yourself and the company Zwanenberg?

Zwanenberg Advies has been around since 1960. We have a wealth of experience, and our expert team is familiar with the challenges that entrepreneurs face every day. We have a personal commitment to our clients and aim to make a difference by continually developing ourselves and offering innovative solutions. We are always on the move, and we take pride in helping your business move forward. We are willing to go that extra mile. Currently, we have around 70 employees, but we are still growing. From our office in Heesch, we work closely with our clients, assisting them with accounting, payroll services, and more. However, we go beyond that by providing practical advice that can truly help entrepreneurs advance. We also organize engaging events and share knowledge through our newsletters. We have an informal company culture and are always open to meaningful conversations. We know our values and what we want to achieve together with our clients.

How did you come to know Becky?

In late 2021, we were looking for new colleagues, but due to the competitive job market, we were not getting immediate results. Mark, the director of Zwanenberg Advies, got in touch with the co-founder and CEO of Becky. After visiting Belgrade once and getting acquainted with their way of working, it was quickly decided that we would also collaborate with Becky.

Did you initially have doubts about whether working with a remote team would be successful?

I don’t see challenges really, and I’m always open to exploring new paths. I approached this situation with an open mind and tried to make the best of it.

What, in your opinion, are the advantages of working with Becky?

The individuals at Becky, in our case, do not have direct customer contact, so they can stay more focused on the tasks at hand. Additionally, they can bring fresh ideas to the table when it comes to their work.

What steps should Becky’s new partners take to establish a team in Belgrade and organize its hierarchy gradually?

After assessing the reason for establishing a team in Belgrade, new partners should focus on team building. Luckily, this is handled entirely by Becky. Of course, they still need to ensure that the company culture and values are consistent between the headquarters and the Belgrade team. But I believe this becomes much easier once you appoint managers and team leaders responsible for various aspects of the work. Among other things, I would say that open and clear communication, staff training and development, providing feedback and evaluation, and defining hierarchy and reporting, all play vital roles in establishing a team in Belgrade and making it operative.

Last but not least: Foster a culture of trust and autonomy within the Belgrade team. Avoid micromanagement and give team members the freedom to do their work.

You mentioned avoiding micromanagement. Why do you feel it is unnecessary?

Micromanagement is indeed not necessary and can be counterproductive, especially in a remote collaboration. It can be burdensome for the team in the Netherlands and can hinder productivity and morale. The best way to lead a remote team and delegate successfully without micromanaging is to establish clear roles and responsibilities, foster a culture of trust, and implement effective communication and reporting mechanisms.

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