SD Worx was born in Belgium and was first a domestic company and later a multi‑country one, still with a clear capital centre in Central Europe. But becoming an European leader and a truly international partner required a shift in mindset. Now, we not only operate in more than 26 countries directly, but treat each of them as equal, fully prepared to support organizations headquartered in any of them and with their own mapping specifics. We also created a trusted network of partners that offer payroll services in +120 countries worldwide.
Join the club of shaping an impact culture
Driving sustainable growth through culture, leadership and a unified international strategy.
At SD Worx, we are determined to share our experience of international growth with anyone who may find inspiration in it. That is why Kobe Verdonck (CEO) and Bruce Fecheyr‑Lippens (Chief HR Officer) documented our story in the book “Join the Club. Shaping an Impact Culture”.
Kobe Verdonck and Bruce Fecheyr‑Lippens chose transparency over secret formulas to explain how SD Worx built an impact culture: a culture where everyone takes ownership. It is an insightful read for leaders and key stakeholders involved in building an organisation, and a “must” for those looking for guidance on where to begin.
Building our international competences
Transitioning from a traditional, domestic‑centered structure into a dynamic international organization is neither easy nor effortless. As the book highlights, this shift required strategic decisions, new decision‑making dynamics and even a transformation of our ownership model.
In our own journey, this meant evolving HR from an administrative function into a catalyst for business growth. Today, HR is fully embedded in strategy execution. Interestingly, this is also part of the support we offer to clients worldwide.
Throughout this journey, one thing remained unmovable: culture. Culture keeps people engaged and accountable as they work together toward a shared goal; from leadership to every level of the organization. Strategy must feel real, attainable, and personally meaningful.
The hierarchical structure was therefore totally reshaped. Internal mobility grew through dedicated programs, teams were encouraged to work in an agile way, and flexible roles and critical thinking became part of the environment.
At the same time, we gave each person the value and autonomy they deserve, trusting them to steer their own careers. Trust in personal responsibility and accountability is essential for sustainable growth.
If we were serious about customer centricity, we needed to follow our customer wherever they operated. One in five European companies now conducts business beyond its national borders. Serving them meaningfully required us to grow beyond our current capability and become meaningful for alle types of organizations across Europe.
1% better every day
Without revealing too much from the book, this principle is worth highlighting.
It tells people: own your career, step up. Culture grows through small, continuous steps, not grand declarations. Change rarely comes from one bold act, but from everyday gestures.
Culture is not a slogan; it is a lived contract. Teams that consistently embody their purpose and values are the ones who truly succeed.
Trust can’t rely on just a handful of individuals. It must be part of how we operate as a company.
About the authors
Bruce Fecheyr‑Lippens, an HR leader and entrepreneur from Belgium, is Chief HR Officer at SD Worx. He has worked at McKinsey, Solvay and Euroclear, and is co‑founder of huapii. His focus lies in people‑centered leadership and inclusive, high‑performing cultures.
Kobe Verdonck became Chief Executive Officer of SD Worx in 2019. Previously, he was CEO at Raet (now Visma) and held several executive roles at NGA HR and Arinso. Kobe combines strategic insight with a strong focus on sustainable growth, customer success and empowering people.
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