As a teenager, Daniel Siahaya was already fascinated by technology. 'When the Internet was just coming up, my father bought a temporary subscription to World Online through Dixons,' he laughs. 'You got a box with a CD-ROM, username and password for 24 guilders. That got you 24 hours of Internet.'
When the Internet bundle ran out, young Siahaya went exploring. 'I started scanning IP address ranges in the Netherlands and found open PCs with usernames and passwords. I had a whole list of Internet subscriptions, which allowed me to stay
browse. It taught me that technology is full of possibilities and there are always alternative paths to solve problems. And why limit myself to what people say is possible? Why always follow the trodden paths?'
From frustration to renewal
After years as a consultant with a series of large companies, where he had to adapt to what he calls the "blue suit culture," Siahaya decided to go his own way. The impetus was not all positive. 'It was born out of frustration,' he states. 'At many companies where I worked, I just didn't understand certain choices.'
'I was young and faced men who were verbally stronger than me. If I saw trouble coming, I didn't dare act on it. Often it did come out as I predicted, and I still had to solve it myself. So
sewed I'm actually killing myself twice.
Occasionally asking irritating questions as well
That experience motivated him to do things differently with his business:
high-end tech consultants
HeadFWD. 'I actually turned all my frustrations to avoid the same problems I was experiencing,' Siahaya says. 'With HeadFWD, we give technical talent the tools AND the mandate to make a difference. With that core belief, we help organizations reach the next level.'
>The company now works for a wide range of organizations: Bol.com, KLM, Schiphol Airport, Booking, Rabobank, ING and Deloitte. 'We distinguish ourselves by providing people who are not only technically very good, but who also understand the business. We also dare to ask irritating questions, which makes organizations think.'
Being able to say no
"If I don't believe in it, I want to be able to say no," says Siahaya. That firm stance soon proved its worth. On his first self-employment assignment, he was asked to build a startup. 'It had to be cheaper, so I offered to do it for just under half, with less functionality. When the client chose a party that wanted to do it for a quarter of my price, I refused to compete.'
In the end, given the feasibility of the project, that turned out to be a smart choice. 'Later I heard that the project had foundered,' Siahaya says. 'For me personally, this was an important moment: it confirmed that I had a good view of the potential and scope of a project. By saying no, we sometimes help clients better, even though it doesn't always feel that way to them at first.'
'Also last year I had to disappoint a large client that we could not accept the order because the technical basis was insufficient to build on. Such conversations are not fun - and sometimes painful - but they are the right ones.'
Growth through authenticity
HeadFWD's approach to staff development is as unconventional as it is effective. 'If you were to ask our staff, they'd probably say I see more potential in them than they see themselves,' says Siahaya. 'But I also say in job applications: I'm going to ask a lot of irritating questions. If you dare to be vulnerable to that, then you can grow.'
Siahaya deliberately challenges his people to step out of their comfort zone. 'You always have things you run away from, but that's exactly where growth lies. If someone says they want another job, I ask: will that solve the problem? Often people want to walk away because something is difficult. But maybe you should just stay and find another way to deal with that situation.'
Culture as a differentiator
HeadFWD's headquarters in B. Amsterdam reflects Siahaya's vision of corporate culture. 'We started here when B. Amsterdam was just in its infancy,' he says. 'We moved five times within the complex, which does say something about the flexibility.'
'The location also fits our vision of work culture,' Siahaya adds. 'Ten years ago, developers were flicked into a cubicle, so to speak. We deliberately chose this creative environment. When developers walk in here, they feel the energy of a creative environment.'
Navigating through rapid change
The tech sector faces unprecedented challenges, especially with the rise of AI. Siahaya sees it primarily as an opportunity. "We are moving to a world where everything can go really, really fast, especially because of AI. You shouldn't see that as a threat, but as something we should embrace. There have been innovations like this before, think of the printing press, the steam engine or even social media. You're not going to stop this technology, you have to find a way to deal with it.'
The trick, according to Siahaya, is a certain agility, especially in the technological field. 'Most companies today are IT companies: IT has become the primary process. But that doesn't mean IT companies are run the right way. If you don't have your IT in order, you can't change direction fast enough. In this day and age, you will be eaten up. We now live in a world where companies can be worth a billion with only ten people on the payroll. That's only possible if you know how to use technology in the right way.'
Personal growth as the key to success
For Siahaya, growth also has a personal touch. "You encounter patterns of yourself and have to look at yourself in the mirror," Siahaya says. That is sometimes quite painful, but it is not talked about enough. The limitation of the business is often also the entrepreneur himself. You also want the organization to become less independent of your own time and capacity at some point. That is difficult for any entrepreneur, but if it works out, I can do my own thing even more.'
For the future, Siahaya sees his company as
thought leader in the industry. 'We want to become a niche player that is very good at some of the things that are important to large corporates. We don't have to become the biggest, but a specialist club that can do the hard work. We have always been in the very fastest sector, but now things are moving absurdly fast. What we did two years ago doesn't work now. You have to constantly move along. A 1-minute lead can make the difference between winning and losing.'
