WeGroup in Trends: from a hard chapter to a mature, profitable scale-up

On 3 September 2026, the Belgian business weekly Trends published an in-depth portrait of WeGroup, written by editor Patrick Claerhout. It is not the usual growth story. The article describes candidly what went wrong after the 2020 funding round, how the company reinvented itself and where it stands today. Here is the essence, with a link to the full article at the end.

Where WeGroup stands today

Arvid De Coster describes WeGroup in the article as a mature, profitable scale-up. The Dutch team, led by country manager Arjuna Bosch, works from its own office in 's-Hertogenbosch and has made the Netherlands the company's most important market. With the knowledge and experience built up there, WeGroup now wants to develop its Belgian home market again. Many conversations are under way, including with customers who left in the past.

A Dutch majority shareholder who knows the industry

The thread running through the article is the role of Erik De Voogd. Together with his brother Bas, he built the family business Voogd & Voogd into one of the largest volmacht firms (managing general agents) in the Netherlands. In 2017 he sold his stake to Rothschild & Co, which later merged Voogd & Voogd with Heilbron into Alpina, known in Belgium as the shareholder behind the Hillewaere group. De Voogd first joined WeGroup as a business angel and external adviser. In May 2025 he took a majority stake, while the other shareholders stayed on board. All external debt was repaid, so the company could restart debt-free.

De Voogd is closely involved in operations and is in the office several times a week. For De Coster he is a sounding board and sparring partner, more a co-founder than an investor. His view of the market matches what WeGroup builds: private-equity investors buy up brokers, form larger groups and set up volmacht firms. He predicts the same evolution for Belgium. It is precisely for those larger organisations that WeGroup's software adds an intelligent layer to the policy administration system they already use.

The lesson: product first, then sales

The article also covers what went wrong. After the 2020 funding round the bar was set at exponential growth, while the product, in De Coster's words, was not yet fully ready for its target group. The team did not understand the broker's business well enough at the time, brokers postponed their purchases, and attention went too much to growth figures and too little to cash flow and profit. The new funding round needed by early 2022 did not materialise. Partly at De Voogd's suggestion, the team decided to pause and get the product fully right first, instead of betting everything on sales.

That choice shapes how WeGroup works today: first a product that truly fits brokers, volmacht firms and groups, customer value over growth figures, and sustainable, profitable growth. The platform as it stands now, one intelligent layer on top of the broker's or volmacht firm's source system, is the result of that period.

What this means for our customers

• checkStability: a debt-free restart in 2025, profitable today, with a majority shareholder who knows the insurance industry and the Dutch market inside out.
• checkProven fit with the market: 2,000+ users and 40% growth, with several large volmacht firms and groups as customers.
• checkThe same course: an intelligent layer on top of the systems you already run (ANVA, DIAS, Assu, eBlinqx), not a replacement.
• checkBack at full strength in Belgium: with the experience from the Netherlands, WeGroup is rebuilding its Belgian market.

Questions about the article or about where WeGroup stands today? Email hello@wegroup.ai. We reply within one business day.