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Spargle meets Bart Liebregts
Book: ‘The Count of Monte Cristo’ by Alexander Dumas
Motto: ‘It’s nice to be important, but it’s more important to be nice.” – John Templeton
“Miele X is undergoing a transformation towards a leaner and more agile organization.”
What is your role?
As Head of Business Performance (a.i.) at Miele X, I am responsible for driving global revenue growth and empowering markets to succeed in an evolving e-commerce landscape. My team focuses on developing and implementing innovative strategies to optimize conversion rates and deliver measurable business outcomes. We work in close collaboration with the global media team to ensure alignment and maximise impact.
At the same time, Miele X is undergoing a transformation towards a leaner and more agile organization. I play a key role in guiding my team through this transition, introducing new ways of working while maintaining a strong focus on sustainable growth.
You mentioned working with the media team. How do you manage differing perspectives between teams?
Both teams share the same objective: driving revenue growth. The media team focuses on optimizing marketing investments, while my team ensures these efforts translate into higher conversions. Our success depends on seamless collaboration. To align priorities, I encourage open dialogue and direct engagement. Being in close proximity to the media team allows us to quickly address any differences in perspective, ensuring we remain focused on our shared goals.
What is the biggest challenge in your role?
The greatest challenge is making a meaningful impact within a limited timeframe while navigating a complex organizational transformation. My role requires balancing a long-term strategic vision with short-term, actionable results that create value for the business and its stakeholders. Operating on a global scale adds another layer of complexity. With numerous local stakeholders, each with their own perspectives, aligning everyone towards a common goal requires structured communication and clear direction. My focus is on ensuring tangible progress so that the transformation delivers lasting impact. When stakeholders see results and feel confident in the journey, I consider that a success.
“I joined a small PostNL-owned e-commerce business in its early days.”
You need to drive significant change within a short period in a large organization. How do you approach this?
I am not responsible for this transformation alone. It’s a process that started before I joined, and my role is to refine the strategy, ensure clarity, and keep momentum. Effective change management relies on keeping employees informed, engaged, and supported throughout the transition. While I’m not the one initiating every decision, I ensure that teams have the guidance they need. I maintain an overview of key performance indicators (KPIs), intervene when necessary, and ultimately work towards a point where teams can sustain progress independently.
Your background includes sports and management. How does that influence your approach today?
I hold a bachelor’s degree in marketing and a master’s in sport management. While these fields are not directly tied to e-commerce, they have given me a valuable perspective on performance-driven environments. The sports industry operates differently from traditional business. Athletes are often intrinsically motivated to perform, while commercial organisations tend to focus on other drivers. My studies in sports management taught me how to build high-performing teams—an approach I apply daily in my work.
How did you transition into e-commerce? What drew you to this field?
I’ve always been passionate about marketing and large-scale product sales. After finishing my studies, I joined a small PostNL-owned e-commerce business in its early days. It was an intense learning experience where I developed a broad skill set and quickly became a generalist. From there, I progressed to managing small teams responsible for webshops. I thrived in this environment, collaborating with diverse specialists, trusting their expertise, and creating structured systems for growth. Over time, I took on larger e-commerce projects, working on e-services, app development, digital innovation, and omnichannel strategies. Today, I am a well-rounded digital leader, focused on aligning talent with business objectives to create fast-paced, data-driven commercial ecosystems.
“Ultimately, results matter most. But working with people is a critical part of achieving those results.”
How does your broad understanding of different roles benefit you as a leader?
While I don’t claim to master every function within an organization, I make it a priority to understand what drives specialists and what their objectives are. My role isn’t to micromanage but to facilitate their success. I maintain ongoing conversations with experts, ensuring they have the right conditions to excel. A broad perspective allows me to identify connections, align priorities, and create an environment where specialists can thrive.
What motivates you most in your work? The people or the results?
Ultimately, results matter most. I need to feel that I am contributing to growth. While you can’t measure success on a daily basis, stepping back and seeing long-term progress is incredibly rewarding. That said, working with people and building strong relationships is a critical part of achieving those results. I enjoy connecting different elements, identifying opportunities, and bringing together the right people to drive growth. Success comes from aligning expertise, strategy, and execution.
“The industry is entering a phase where success is defined by fine-tuning the details.”
Do you maintain a helicopter view, or do you dive into details when necessary?
I’ve learned to maintain a balance. My background in e-commerce makes it tempting to dive deep into data and analysis, but I’ve trained myself to only go into the details when necessary. Understanding key challenges, motivating teams, and building relationships sometimes require deep engagement. However, decision-making should remain in the hands of the specialists. My role is to provide guidance and structure without overshadowing their expertise.
What trends do you see shaping e-commerce in the coming year?
For years, e-commerce has been about aggressive growth. While that remains a priority, the industry is now entering a phase where success is defined by fine-tuning the details. Five years ago, a strong conversion rate optimization (CRO) program or A/B testing could deliver significant gains. Today, consumers are more informed. They might not know all the technical aspects, but they recognize quality experiences. Offering the right product at a competitive price is still crucial, but the overall shopping journey must be seamless.
Retailers with a strong brick-and-mortar presence must refine their omnichannel strategies. Consumers expect consistency across channels—pricing, availability, and service should be aligned to create a frictionless experience. Companies that still treat digital as a separate entity will struggle. Digital is no longer just a channel; it’s embedded in every aspect of commerce.
I also see e-commerce becoming more collaborative. Deep digital expertise will remain with specialists, but their role is shifting toward advisory positions. Ultimately, I believe the distinction between “e-commerce” and traditional commerce will fade. In the future, we won’t talk about “e-commerce specialists” or “chief digital officers”—it will simply be part of the marketing mix.
“The industry is entering a phase where success is defined by fine-tuning the details.”
Who or what inspires you?
I’ve never had idols or looked up to famous figures in business. Instead, I find inspiration in people who excel at their craft. Whether it’s an athlete, a musician, or a business leader, I enjoy understanding their mindset and techniques. If I see someone doing something exceptional, I ask questions, learn from them, and apply their insights to my own approach. I’m always exploring new ideas, diving deep into a topic for a short period, and then moving on to the next challenge.
Do you have a personal motto or philosophy that drives you?
Yes, a quote by John Templeton: “It’s nice to be important, but it’s more important to be nice.” I believe kindness is a powerful tool. People often focus on networking with executives and decision-makers, but they overlook the value of genuine human connection. Whether it’s a CEO or a member of the cleaning staff, I treat everyone with the same level of respect. Success is built on relationships. Being approachable, fair, and supportive creates trust. If people like working with you, they’ll go the extra mile. This isn’t a strategy—it’s simply how I operate.
What is your favorite book, podcast, or documentary?
My favorite book is The Count of Monte Cristo. It’s a beautifully written novel set in early 19th-century Paris, exploring themes of revenge and political change. Originally published as a serialized story, it offers a fascinating glimpse into that era. As for podcasts, I used to listen to them frequently for learning and professional development. Now, I primarily listen while traveling. However, when I need to think deeply, I prefer silence—too much input can be distracting. That said, podcasts remain a great way to absorb new information quickly.
