Cases

From 35 to 140 employees, without losing the culture

Protix stood for a double transformation. From research organization to industrial production. And from 35 to 140 employees. In 3 years, we accompanied that growth while maintaining everything that Protix is Protix: the pioneering spirit.

From 35 to 140 employees, without losing the culture

Klant

Sector

Foodtech

Omvang

35 → 140 employees

Dienst

HR Model + Recruitment

De uitdaging

In a short time, Protix had to find a completely new team of 35 to 50 people for a new factory. And at the same time, professionalize the organization without losing the pioneering spirit.

De aanpak

We built two tracks together. A recruitment process that went differently than usual, with speed dates instead of resumes. And a management process with training, coaching and team building.

Het resultaat

In 3 years, Protix grew to 140 employees. The core values are anchored in the new team, the organization is more mature, and pioneering is still an important pillar.

De situatie

Protix is the leading company in the industrial breeding of insects for animal feed. Their work ensures that feed for chickens, pigs and pets is much more sustainable. Less overfishing for fish meal. Less forest cover for soya cultivation. A scale-up with a clear mission, and an organizational culture that focuses on pioneering. Protix was about to take a big step. A complete transformation from a research organization to a running production on an industrial scale. This not only required a new factory, but also a completely new team: 35 to 50 new employees. And in the meantime, the organization had to professionalize, with an HR structure that suited the new scale. Protix knew they couldn't do this alone. VIE People joined us to supervise that transformation together.

Onze aanpak

Phase 1: Recruitment that suits pioneers

It quickly became clear that the usual way of posting vacancies and reviewing resumes would not work. How do you find people with the right pioneering spirit? By taking a different approach. We organized speed dates and events, and got many more candidates to visit than expected. We told a framework of core values beforehand, so that everyone knew what Protix stands for. Only people who matched that went ahead. Focus: speed-dates, events, culture as a selection criterion

Phase 2: Onboarding with core values at the forefront

Hiring people is one thing. Making them truly part of the culture is another story. That is why the core values were given a central place in the onboarding. New employees knew from day one what Protix stands for and what it required of them. The result: all new people fit into the Protix culture. Focus: onboarding, core values, cultural anchoring

Phase 3: Empowering managers in their roles

In addition to recruitment, the management process ran. We continuously provided workshops and training courses to give managers tools for performance and control. We looked at internal communication: what message is coming in, and what does it mean for the departments? Teambuilding activities provided a connection. Each team leader received a toolbox to manage and coach their team. We guided young managers so that they were confident in their new roles. Focus: leadership training, team building, coaching

Phase 4: HR ready for industrial scale

For an organization that quadruples in 3 years, HR must come along. We structured the HR work and ensured professionalization that suited the new scale. This is how we built a foundation that not only works for now, but also continues to grow as Protix. Focus: HR structure, professionalization, scalability

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Het resultaat

30+

Trained and coached managers

100%

New factory fully staffed

In 3 years, Protix has made the transformation from a research organization to industrial insect production. The core values are anchored in the new team, each department has grown not only in FTE but also in maturity, and pioneering is still in the DNA. Proof that rapid growth and cultural preservation can go hand in hand.

Babet Becker - Mulder

Babet Becker - Mulder

CCO

Specifieke implementatie voor

To find people with the right pioneering spirit, we put speed dates and events instead of a traditional application process. Candidates came into contact with several Protix people in one evening and got a clear picture of the core values. For example, we did not only select for skills, but especially for cultural fit. The result is a new team that fits the Protix culture from day one.

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