No Managers, No Problem? Our 12-Month Experiment in Running a Bossless Organization

Tearing down the old ways

When our transformation leaders Dunia and Xavier stepped in, Indaero was your typical top-down organization. Five layers of hierarchy, bosses calling most of the shots, and employees following these orders.

In just 12 months, Dunia, Xavier and the amazing team at Indaero completely overhauled how the company operates. Those five layers of hierarchy have been replaced with seven self-managing teams. No more bosses – instead, the company aligns through chosen representatives. We've thrown open the books with full financial transparency, and we're sharing the benefits through profit-sharing (25%) for all employees.

The numbers don't lie

Now, I know what you're thinking – "That all sounds great, but what about the bottom line?" Good point. Let's dive in.

We're looking at a revenue increase of 40-50% this year (going from €2.2M to €3M+). Profit (EBITDA to be precise) is nearly doubling from €470k to €800k+. And here's the kicker – we've achieved this while increasing salaries by 27% across the board and introducing an annual bonus of 25% of net results for all employees.

Beyond the balance sheet

But Indaero's transformation goes way beyond just financials. We're seeing real, tangible changes in people's lives and careers:

• Before our acquisition, only 20% of employees were in leadership roles. Now? A whopping 52% actively participate in governance forums.
• Women taking on leadership roles have skyrocketed from 18% to 62%.
• We've taken average salaries from 4% below the national average to 20% above it.

These aren't just statistics – they represent real people getting real opportunities to grow, lead, and earn more.

Growing pains and lessons learned

Now, I'm not here to paint some rosy picture where everything's perfect. This transformation has been challenging, and the team has hit their fair share of speedbumps.

Some employees are struggling with their newfound autonomy. We've realized we need to get better at resolving conflicts. And yes, there are even a few folks who say the sentiment in the company has deteriorated.

But you know what? That's okay. This is hard, messy work. We're literally rewriting the rules of how a company can operate. There are bound to be growing pains.

We have just performed an employee survey to evaluate the impact of the transformation, and here are the overall aggregated results:

77% of responses indicated improvement, meaning there is a general satisfaction with the transformation process.

The most positive impact was in the areas of:

• Team spirit and alignment
• Increased responsibility and autonomy
• Trust and collaboration

Some quotes to highlight their sentiment:

• "I share the values of the company and feel committed to our common goals."

• "There is a noticeable increase in commitment, and colleagues are becoming more responsible for their work."

• "While initially challenging, the focus on results rather than rigid rules has been a positive change."

• "The company supports my development, and I have many opportunities to grow."

• "Respect among colleagues has improved, and there is more trust now."

• "We now have a voice in decisions, which was not the case before."

A smaller number of respondents rated some aspects of the change negatively, highlighting concerns or dissatisfaction with the transformation process in the long-term outlook and stress they are feeling.

• "I’m worried about the long-term viability of the company once Krisos leaves."

• "Decisions aren’t always clear or transparent, leading to frustration."

• "The transformation has added stress, and sometimes I feel overwhelmed with the new responsibilities."

This feedback has been quite useful to give us ideas of the next set of training programs we would like to roll out next year to support them with their ongoing journey.

What's next for Indaero?

We're not resting on our laurels. The transformation at Indaero is an ongoing process. We're continually refining our approach, listening to feedback, and making adjustments as we progress.

Next up, the team is rolling out new training programs to help employees navigate this new world of self-management.

What's next for Krisos?

What's happening at Indaero isn't just about one company. It's proof that putting people and purpose first can lead to incredible results – both financially and in terms of human development.

We're creating better jobs, fostering equality, and driving systemic change in how businesses can operate. And we're just getting started.

We're currently on the lookout for three more companies to acquire (1 in The Netherlands, 1 in Spain, 1 in Germany).

For that, we're raising a new round of capital. Reach out to me if you'd like to know more.