René Dings took up his position as operational manager at Ondernemend Venlo from 1 August. A new position with the important task of making this advocate of over 1,200 companies within the municipality even stronger.
"It is a position close to me," said the 57-year-old Dings. "Throughout my working career, I have always sat at the table with entrepreneurs. I still love doing that. I know what keeps them busy, what they find important and understand their motivation. So this position is a great new challenge. And also in my own Venlo. It could hardly be nicer."
You consider yourself a connector. Explain that.
"In total, I worked at Rabobank for 26 years, 19 of which in Venlo. In doing so, I was always active in many networks. I have also always been active in club life. Not because it was expected from my job, but because I just really enjoy it. It's in me to organise things and work together. I am a bit of a control freak and get energy from bringing people and companies together. Things you are good at, you like to do and things you like to do, you are good at. I'm convinced of that and then things actually happen automatically. For me, networking is a good example of this. Working together is always central for me. It is great to achieve things together and unite parties. In this new role, that all comes together."
You have had some eventful years. This was due to various developments, but calm seems to have returned. How do you look back on that now?
"That was a while ago though. I have since left Rabobank seven years ago. But it was certainly a hectic, but also instructive period. After this departure, after 26 years, it was first time to switch off for a while. A period of reflection followed, including a search for new challenges. This eventually led to my current position as an independent advisor and intermediary in business and real estate financing under the Credion franchise flag. So now I will combine that with this new role at Ondernemend Venlo."
That departure at Rabobank should come after have been inconvenient for such a long period of time?
"Absolutely. It had to do with the organisational changes within Rabobank, which became necessary after the banking crisis, followed by the new policy rules of the ECB and DNB. This had consequences for the independence of the local Rabobanks and also for the interpretation of my position. In my role, I had intensive contact with entrepreneurs in the SME sector. From the baker on the corner to large enterprises. This changed when the autonomy of the local Rabobanks was largely removed. That didn't feel right to me. Letting go of those clients hurt. It subconsciously did more to me than I consciously realised. A burnout was the result of that development."
'Things you are good at, you like to do and things you like to do, you are good at'
So painful, but also instructive. What consequences Did this whole process have for your development?
"You start thinking about the future and ask yourself the question: what do I want? A similar job or something completely different? Rabobank provided excellent guidance in this process and gave me all the space I needed. Although I am actually quite a security seeker by nature, I decided to say goodbye to Rabobank. Again, they facilitated me fantastically. I really felt appreciated for 26 years at Rabobank.
What followed was the period of reflection and an orientation towards the future which led towards hospitality, politics and management positions. Eventually, a good acquaintance advised me: 'René, go back to financial services. That's your world. You've always liked doing that and done it well; that's where people know you from. And the developments in this industry offer ample perspective.' Then in early 2019, Credion came my way. In fact, the same job as at Rabobank, but self-employed. However, the big difference was that at the bank I had around 150 clients in portfolio to draw from. Now I had to start from '0' and look for new clients, which I had to draw from my own network. But that worked out well in the end."
And now your position as operations manager follows At Entrepreneurial Venlo. Were you looking for a new challenge?
"No, a business relation pointed me to this vacancy and said, 'Rene, this role is really perfect for you.' It's a 24-hour job, so I can just keep working as an independent finance consultant."
Then it will be long days?
"Ha ha. I hope that's not too bad. I usually make long days already. I'm used to that, I probably got that from home, being the son of a family of gardeners. I have no problem with that. In fact, I love it. But for me, too, there are only 24 hours in a day, so I will have to organise my time more efficiently, make choices and reduce some of my other jobs. My personal biggest challenge is therefore expected to be managing time."
What image did you have of Entrepreneurial Venlo?
"I have always been actively involved with entrepreneurs and have naturally always followed developments in Venlo. It is especially very clever how they realised a BIZ for all (21) member business parks. A BIZ of this size is unique for the Netherlands. We are the largest BIZ in the Netherlands and, after Amsterdam and two areas in Rotterdam, the largest entrepreneurs' collective. In that respect, the entire entrepreneurial Netherlands looks with envy at Ondernemend Venlo, including Lomm, Tegelen and Belfeld! The power of such a collective is enormous. We should realise that within the whole of Entrepreneurial Venlo. In this way, we are a very serious discussion partner. This also ensures that cooperation with the municipality is fantastic. And together with them we can again make a fist towards the province or even The Hague and Brussels. In this way, we can do great things in our municipality and create an excellent business climate. We should be really proud of this collective and it is very important that the BIZ in 2025 is extended again until 2030. With this BIZ, we can continue to work shoulder to shoulder in the future and achieve great things."
The position of operations manager is new For Entrepreneurial Venlo. What expectations are there from the organisation?
"First and foremost, this is about connecting. In addition, growing the business climate in Venlo is important. There are plenty of ideas and the necessary projects on the shelf. These could be about safety, sustainability, infrastructure, greenery et cetera. We need to make choices and then implement the chosen projects. No, I am not going to implement all that myself. We have to do that together with the members and all parties involved. It is my job to initiate and monitor these projects. After an inventory in the coming months, the exact details will take concrete shape."
What challenge do you see in it yourself?
"Especially working with entrepreneurs. These are dynamic people and that mentality appeals to me a lot. My contacts in the business community have always been good. This also applies to connections in politics, which are very important. But I am not alone. Nor can I be. There are several departmental boards and committees with many committed volunteers and/or entrepreneurs. And, of course, the park manager. It is a great pity that Lidy Rutten is leaving us, as she has done a fantastic job in this role in recent years. So she needs to be succeeded quickly. My goal is to get projects off the ground. In the first months, getting to know the various boards and committees or the volunteers/entrepreneurs is very important. That way, I can get an even better picture of Entrepreneurial Venlo and it becomes clear to me what is going on within the association. I already know many entrepreneurs, but most of the 1,200 do not yet."
Does development in the area of of sustainability still play an important role?
"Also. Sustainability is definitely an important item. Also for business parks. But in my view, it has become too much of a catch-all term. By this I mean to say: the term 'sustainability' is so comprehensive that it has lost priority among entrepreneurs. In my opinion, sustainability measures should be made more concrete and practical. This will give entrepreneurs a better sense of the usefulness of investments, because in the end it has to pay off."
'The "Venlo entrepreneur" should be "gruuets" on the strength and beauty of the other city districts and the other cores should be so on the Venlo city district'
It is a sound heard more often, but does not cheer politicians.
"The reality is: as long as it doesn't affect their business, entrepreneurs think: I'll see later. Without coercion, many entrepreneurs will put off taking measures. What matters is how the new cabinet takes this up. If they let go of the reins, that will not for the time being provide any incentive for entrepreneurs to be very concrete about it."
What goal do you have with this feature for the coming years in mind?
"Connecting all entrepreneurs in the municipality of Venlo. From Arcen and Lomm to Belfeld. In doing so, I especially want to develop a pleasant entrepreneurial climate for Venlo's businesses. Naturally, entrepreneurs' priority is their own business. But Entrepreneurial Venlo plays an important role in this. We mainly achieve and realise things together and certainly not only René Dings. With staff, board, volunteers and entrepreneurs, we are a team. I hope to enthuse people by, among other things, emphasising the importance of the BIZ and showing what happens with their money. I want to relieve entrepreneurs of this burden and fulfil the role of catalyst/booster of projects."
So this BIZ is important for Entrepreneurial Venlo?
"Very important! As mentioned earlier: with a size of 1,200 companies with 40,000 employees, we are unique in the Netherlands. Everyone is looking at us. Many cities envy Venlo. It is very important to maintain this collective. We should be proud of this unity within the municipality of Venlo, proud of each other! This applies to all business parks, from North to South! The 'Venlo entrepreneur' should be 'gruuets' of the strength and beauty of the other districts and the other cores should be so of the Venlo district. We have a regional function. Wear this all out! Dare to put the overarching interest above your own. If you go for it together, it will be better for everyone in the end."
How do you mean?
"Look at the merger at a sports club like Delta. It took a lot of energy to realise this, but vision and perseverance ultimately led to a strong club with excellent future prospects. That would certainly not have been the case for each individual merger club. It is an example of how strong a collective can be. A collective makes Venlo stronger as a unit than the separate parts as it was before. Be proud. Stop 'steeple thinking'. Emotions are good to express, but don't lose sight of reality. The beauty in this is that the BIZ confirms that the business community in Venlo municipality is also convinced of the strengths of the collective. Together you get further, I am firmly convinced of that!"
Rene Dings is married to Jeanine Duckers, who is self-employed in casual wear. Together, they have a son Dio (25, studying Hotel Management in Maastricht) and daughter Danee (22, studying Sport & Communication in Tilburg). In his spare time, René likes to spend time on the golf course and tries to visit the gym two or three times a week. He is also involved in MKB Limburg and chairman of Stichting Volkstheater Frans Boermans.
Still, he considers himself primarily a life-giver. "I like a lot of conviviality; especially with the right people around me. Nice drinks, food, a good conversation or some schaele wazel, preferably just in my own Venlo or during a weekend trip. I also like going on holiday with the family, but I am definitely not a world traveller. I am enormously proud of the thousands of volunteers in our municipality and enjoy the many events they make possible. The Vastelaovend, the Venloop, the Zomerparkfeest. But also an evening at the VVV or Maaspoort, I enjoy coming everywhere. And if I don't have anything, it's fine to be at home. Although I should probably do that a bit more often, haha."
www.ondernemendvenlo.nl
Text: Rob Buchholz - Photography: Bram Becks
