The world has been turned upside down, and this is not the first time in Web-IQ’s 15-year history. COVID, Ukraine, political and power instability, and more. As a company, Web-IQ has evolved from a project into a globally operating SaaS business delivering mission-critical services to Law Enforcement, Military and National Security agencies. By focusing on customer needs and measurable impact, we continue to develop and grow.

This evolution has taken place not only within the Voyager platform, but also within the organization itself. Support is not an additional task; it is a core part of the business. Maintaining sources in terms of quality and structure is not something we do on request for a single customer; it is a fundamental requirement for the hundreds of sources used by all customers. Compliance with GDPR when working with open source data differs by country, and our platform must be designed accordingly. Web-IQ now operates in 34 countries.

All of this can be structured into departments and roles, but the risk is that operations become less efficient, people retreat into their own roles, and collaboration decreases. As a result, the company becomes less agile and, more importantly, less innovative and customer focused.

At Web-IQ, we aim to prevent this by always keeping the customer at the center and ensuring that the impact we create by supporting our customers will flow through the entire organization. “The customer is king” is an old Dutch saying. At Web-IQ, the customer determines how much impact is made and how we truly realize our social mission. It therefore follows naturally that we want to support our customers together, across all departments and structures.

The best way to achieve this is by preserving the “kitchen table” mindset, even as we grow into a much larger company, while maintaining clarity about who is responsible for lunch, dinner, the dishes, and the budget.