Jan-Willem Dockheer, CEO BMN — The C-Suite

“We are essentially the supermarket for building materials. While not widely recognised by the general public, BMN is a trusted resource for nearly all contractors, from the largest firms to the smallest local freelancers.” For over a century, Bouwmaterialen Nederland (BMN) has been serving construction professionals by offering a comprehensive range of materials and services under one roof. These include timber, sheet materials, structural products, chemicals, binders, finishing products, tiles, hardware and tools. Beyond this, BMN also provides its customers with logistical services and tailored solutions.

Dockheer’s comparison of BMN to supermarkets is no coincidence. Before joining BMN, he served as CEO of Delhaize Serbia and held various leadership roles at Ahold Delhaize, Philips and Nestlé. “I understand this business model quite well. “Inventory management, sustainability, supplier and purchasing strategy – you would be surprised how similar these topics are to those of a supermarket board meeting.”

I gather awake people around me who tell me the truth. It cannot be critical enough. That is an enormous gift to your career.”

Jan-Willem Dockheer CEO and Managing Director, BMN

What inspired the move from Ahold Delhaize to BMN and your return to the Netherlands?

“I had already been abroad for four or five years, and although I had no intention of leaving Ahold Delhaize, I still opened the door. I wanted to have conversations and explore opportunities that would bring me back to the Netherlands. I find it important to work in a relevant field.” Then BMN came onto my radar, because what could be more relevant than leading the market leader in an important sector like construction? The Netherlands urgently needs a million additional homes, which must be built industrially to meet demand. And that’s before even considering renovation needs and sustainability impacts. The topics we discuss at BMN have a direct societal impact.”

“BMN has a fantastic national network with 140 branches and extensive expertise on both the supplier and contractor sides in a wide range of building materials. We also have an above-average authentic group of people who have been with BMN for a long time. Our people make transactions with our customers personal. When we discuss projects with contractors and explore what they really need, we create something meaningful together. There’s a lot happening around sustainability. Customers increasingly want to know where products come from. Buildings must be designed to be easily and sustainably dismantled after 70 years to meet new environmental standards. This requires innovation and collaboration among suppliers, distributors and customers. Having an authentic and highly professional person at the table in those discussions is crucial. That combination of network and expertise at BMN is unparalleled.”

“This is a classic industry that is rapidly modernising and must comply with increasing regulations. In such a situation, you learn to get the whole company involved in the transformation and help your people grow. Moreover, as part of BME, BMN is a private equity company with a different focus in terms of leadership and priorities. I had the chance to learn something new while offering significant value myself. Although BMN is already the largest in its field, it only holds 20% of the market share, so there’s huge potential for growth. And that challenge suits me perfectly.”

What do you see as BMN’s biggest assets? How do they help you to be successful?

“BMN has a fantastic national network with 140 branches and extensive expertise on both the supplier and contractor sides in a wide range of building materials. We also have an above-average authentic group of people who have been with BMN for a long time. Our people make transactions with our customers personal. When we discuss projects with contractors and explore what they really need, we create something meaningful together. There’s a lot happening around sustainability. Customers increasingly want to know where products come from. Buildings must be designed to be easily and sustainably dismantled after 70 years to meet new environmental standards. This requires innovation and collaboration among suppliers, distributors and customers. Having an authentic and highly professional person at the table in those discussions is crucial. That combination of network and expertise at BMN is unparalleled.”

I work in a company where I can make a difference both socially and internally. I love what I do and then leadership feels like a hobby.”

Jan-Willem Dockheer CEO and Managing Director, BMN

Why did BMN choose you? What did they want to learn from you?

“On one hand, I bring experience from various sectors, private equity and leadership across different organisations. For example, food retail often leads the construction sector in terms of processes and digitalisation. I am also a member of the Supervisory Board for two companies, and I bring those insights into my leadership at BMN.”

“Additionally, it’s about the energy I can bring to BMN. We look to come out winning the next phase together. I think I can make a difference when something needs to be shaken up and when I can engage people to reinvent themselves.”

Reinventing BMN? What transformations are currently taking place?

“The sector is evolving from on-site construction to factory-based construction, with industrial contractors and production taking on greater importance. While we do some impressive things in prefab construction, we are still relatively small in this area. To take a major leap forward, a lot needs to change. BMN must evolve from being a traditional trader to a full-solution partner that structurally supports its customers. Builders face numerous regulations to obtain permits, and we need to help them navigate these challenges.”

“This evolution has a significant impact on our company, our products and the expertise we need. It requires a substantial cultural change. While we remain a people-focused company, e-commerce should make transactions more efficient. Contractors want to order from the construction site on their mobile phones and receive their order within an hour. They also need data to know the origins of the materials they use. We are moving towards delivering complete buildings and projects instead of simply supplying individual products. Our ambition is to make things easier for everyone involved, and that requires significant effort.”

Leading transformations

“I am an energetic leader, hands-on when needed, but approachable. My people know the vision for where we want to go because I make it a priority to communicate that very clearly. This creates a certain energy, and together, we run in that direction. Where we end up exactly will be determined along the way. We head in the right direction, then accelerate and adjust intelligently based on where we gain traction and can achieve sustainable success. It’s fantastic to share these experiences with large teams. Running together as a team is safe. If you fall along the way, that’s fine – just make sure you learn from it.”

“I emphasise the human side, having fun together, while also being incredibly ambitious. There’s so much to do to reach that point on the horizon, and that also means I sometimes keep people busy. While we might identify twenty things to work on, you may only have time to deliver three of them. So, my team needs to stand firm and push back when I ask too much. Everyone is responsible for setting the right priorities to avoid becoming overwhelmed.”

Jan-Willem Dockheer CEO and Managing Director, BMN

How do you define success?

“When we’re eighty and having a beer together, we won’t being talking about our performance in 2024. Success arises when you do smart and enjoyable things together with others. Choosing where we want to invest to help the company grow together is incredibly fun. The resulting financial success is very connecting, and that’s why I want to be ambitious. We can double the business and help the construction industry in the Netherlands build faster and better. I don’t believe in a cold performance world but in growing together. When things are going well, you can continue to invest in each individual. You see people develop into broader mindsets and take on bigger roles, and that makes me very happy.

Sometimes things naturally go wrong too. What learning moment has ultimately shaped you?

“When I moved from Russia to Sweden, I went from an environment where I could undertake a lot for four years, to a company in reorganisation mode. I found that transition really difficult, but that is part of running a business. I had to delve into subjects I had no passion for and deal with a different culture, which meant learning to adapt my leadership style.”

“That was the moment I truly learned to run a company. Before, I was on the commercial side, and suddenly, I was responsible for a full P&L. I started to enjoy thinking about cost challenges, company culture, and getting to know the interesting people in all those departments.”

How do you continue to grow?

“I gather people around me with whom I can have courageous conversations. These are alert, wise individuals I’ve met along the way – whether it’s a former boss with whom I can spar as equals or a consultant I’ve connected with. I run things by them and ask for feedback. It can’t be critical enough. If you are not defensive, you learn a lot. That is a huge gift to your career.”

“I’m getting closer to my authentic self. The more you are yourself when sitting at the table with others, the better they work with you. People sense when you’re comfortable in your own skin. Everything is on the table – honest and open. When you know yourself well, you understand others better and sharpen your ability to observe and guide. In my role, that’s very important.”

What makes a good day?

“A good day combines doing something with others and being able to delve into something, especially if it’s a bit complex. I love exploring ideas more deeply and daring to show my true colours more clearly. I think that makes you more successful in the long run. I enjoy doing things well and approaching them smartly. Then, I add an extra layer of energy to motivate everyone and make them part of the journey. I believe I’m more valuable when working with others. One plus one absolutely equals three.”

“I shape life according to my will. This is a company where I can make a difference both socially and internally. I love everything I do and then leadership feels like a hobby. Developing a vision in this environment is energising and makes it enjoyable to pursue together. I also think about the small things that make a difference – like avoiding unnecessary traffic or ensuring I always stay connected with my team. And I don’t believe in rigid routines; if you want to stop early on a Wednesday to go for a run, go for it. If you pick up some work afterwards, it will probably go four times better.

What other small rituals recharge you?

“A conversation like this because I enjoy listening to people. I believe that everyone has something to offer, and I am happy to take that in. I really enjoy having a nice coffee or, in the evenings, doing absolutely nothing on the couch with my daughters. Running through the Vondelpark with good music on. Exercising with my girlfriend, enjoying good food, and talking endlessly. And then dancing at a festival with my girlfriend until four in the morning, where the music connects you but everyone can still do their own thing. I find that wonderful.”

Are there any books or podcasts that you would recommend?

“Personally, I love variety. I always read two books and follow two or three podcasts. Currently, I am reading Attached, which explores the science of attachment in adulthood. It includes various tests to help you understand your own style. Another book I’m reading is Awake, recommended by a friend, which I find intriguing. As for podcasts, I enjoy listening to investment advice, as it gives me more perspective on the world. I also follow “Boekestijn en De Wijk”, especially because, after living in Moscow for four and a half years, I closely follow the war in Ukraine – a truly grim misery. I never miss Derk Sauer’s column in Het Parool. And I read a lot of newspapers in the evenings and at weekends. Above all, I love everything that helps me keep growing and thinking more deeply. That is what I wish for every reader as well.”