Driving Disruption: Pieter Vanermen On The Innovative Approaches They Are Taking To Disrupt Their Industry
An Interview With Cynthia Corsetti
Value-centric Hiring: At SPIN, we prioritize hiring based on values over specific skills. An example would be recruiting individuals aligned with our core values, which fosters a collaborative and cohesive work environment.
In an age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes, but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches they are taking to disrupt their industries. As part of this series, we had the pleasure of interviewing Pieter Vanermen.
Pieter Vanermen, the CEO of SPIN since 2014, brings a wealth of expertise in Hospitality, Finance, Marketing, and Innovation to his leadership role. With a dynamic background, Pieter is dedicated to driving SPIN’s innovative approach to hospitality and fostering its position as a vibrant hub for human connection by way of ping pong.
Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
My career journey began in a ‘pay to play’ capacity, as Country Manager for PayPal in Belgium. A pivotal connection with Vincent Herbert in the States led me to the CEO role at SPIN. With a background in technology, I saw the opportunity to revolutionize the hospitality industry by infusing it with tech, automation, and innovation, addressing its lag in adopting these advancements.
As a child, my creativity thrived through outlets like drawing, although I was nudged by my parents into a more conventional educational path. Today, the fusion of my creative and analytical skills aids me in my role. What I relish most about being a CEO is the diverse spectrum it offers, from delving into HR and financial management to interior design, coaching, and data analysis.
Outside of work, my passion lies in mountain skiing and outdoor sports, increasingly gravitating toward activities like running and track cycling. This competitive spirit naturally translates into my drive to excel in business, aspiring to push the boundaries and achieve excellence in the realm of hospitality.
What do you think makes your company stand out? Can you share a story?
At our core, we prioritize people over P&L, in that specific order. The exceptional nature of our team lies in their unwavering commitment. In our original flagship location, SPIN Flatiron, many have been with us for an impressive 13–14 years, reflecting our remarkably low turnover and fostering a culture of loyalty.
Beyond our incredible team, our distinction is further underscored by our data-driven approach in the hospitality industry. We lead in digitization, from comprehensive data warehousing to leveraging insights about our customers to improve their experience such as employing innovative technologies such as robot bartenders and AI driven ping pong-playing robots.
Additionally, our company boasts a loyal community, composed of both everyday members who come to play with friends to planners who organize gatherings and support our robust corporate events business. Their dedication contributes to our unique standing within the industry.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
I attribute my success to graciousness, unwavering focus, and the value of quality feedback.
- Graciousness is paramount in business — one must understand that it never pays in any way to be indignant. Being respectful and open in conversations, even when ending discussions, is crucial. You never know the potential of the person you’re engaging with, and giving opportunities a chance to fully mature while being firm with decisions is essential.
- Focus is key. Our success stems from a deep, unwavering focus, leading to impeccable execution. The mantra from the book ‘Will It Make the Boat Go Faster ‘ resonates deeply. I consistently ask myself this question, ensuring that every endeavor contributes to our primary goals. Amid a barrage of new ideas daily, we prioritize by asking if they align with our overarching objectives, enabling us to put our heads down and forge ahead.
- Feedback holds immense value but sourcing it from those actively ‘playing the game’ has been pivotal. I’ve learned to discern advice and feedback, valuing insights specifically from those deeply entrenched in the field.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
As a leader, I’ve often encountered situations requiring tough decisions, where I’ve had to navigate between seemingly good options. A saying by Mark Twain comes to mind in these instances, “it’s never wrong to do the right thing,” which has shaped my approach in these circumstances. For me, it’s not just about immediate gains but rather about fostering long-term relationships and ethical business practices.
When looking to choose between two business paths, both which may appear to be promising, my focus shifts to ethical considerations and long-term sustainability. I apply two key criteria: first, evaluating whether the decision is aligned with the principle ‘will this make the boat go faster,’ ensuring it advances our primary objectives. Secondly, I address the potential longevity and enduring value the decision could bring, evaluating its impact beyond immediate gains.
Ultimately, these decisions play a role that are not only aligned to SPIN’s long-term goals, but also must uphold our commitment to ethical business practices and sustainable relationships. My priority is doing what’s right for the business and its stakeholders in the long run, even if it involves sacrificing short-term gains.
While a challenging code to uphold at times, I have found that holding fast to a code of ethics, your long-term vision, and consistently principled decision-making yields success. While difficult choices may not always yield immediate benefits, they contribute to building a foundation for sustainable success and enduring relationships — a principle that continues to guide my leadership approach.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?
In the realm of hospitality, ‘disruption’ entails a fundamental shift in approach. It’s about doing things differently than what is conventionally expected. For instance, when confronted with the response ‘because we’ve always done it like this’, I recognize it as a clear signal for potential disruption. It’s an opportunity to challenge the status quo, whether in people management or enhancing the customer experience.
One of the most significant disruptive forces I have brought to SPIN is hiring individuals who possess zero experience in the hospitality industry. Contrary to the typical ethical hiring standards, which emphasize intelligence, the right values, and hard work, I believe that having all three attributes are essential. For example, without aligned values, intelligence and hard work might work against the company’s best interests.
For example, we recruit ping pong Olympians into SPIN, despite their lack of experience in the hospitality industry. While ping pong was the initial draw, these individuals have brought a fresh perspective due to their exceptional values, intelligence, and work ethic. This unconventional approach to hiring signifies our commitment to disruption, bringing in diverse talents who see things differently and contribute to innovative strategies within the hospitality sphere.
How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?
The role of ‘disruption’ within the hospitality industry, from my perspective, is not just a necessity but a strategic imperative. Embracing disruption is crucial for staying ahead and adapting to the evolving landscape. At SPIN, we’ve actively integrated disruptive technologies like AI to enhance and optimize our operations. For instance, back in October 2022, SPIN became one of the pioneering hospitality companies to utilize AI for optimizing our results. The next frontier for us lies in leveraging it for staffing, considering factors such as the time of the year, seasonality, and past events to streamline and improve our services.
It’s crucial to note that our goal isn’t to replace human resources, but rather to replace outdated practices. The use of AI, for example, aims to augment and support our workforce. It’s not about eliminating jobs but rather enhancing efficiency and adapting to a rapidly changing industry landscape.
My personal embrace of disruption involves actively seeking and implementing innovative technologies like AI to revolutionize our approach in hospitality. I firmly believe that staying stagnant in an ever-evolving industry is not an option. Embracing disruption is a strategic choice to remain at the forefront, ensuring SPIN evolves and adapts, setting a precedent for the industry’s future trajectory.
What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?
Challenging conventional wisdom has been a cornerstone of my leadership journey and has taught me invaluable lessons that have profoundly shaped my leadership style.
The most significant lesson learned is that stagnation breeds obsolescence. I’ve discovered that innovation thrives in discomfort. It’s essential to question, to challenge, and to seek new ways of doing things. One crucial lesson is to actively seek out opportunities to disrupt, especially in industries like hospitality where adherence to tradition is deeply rooted.
Embracing discomfort and dissenting voices has become a pivotal aspect of my leadership approach. I’ve realized that progress often lies in the discomfort of change. Additionally, the ‘will this make the boat go faster?’ ethos has been instrumental in navigating decisions. This approach allows me to ensure that our efforts are not just for the sake of change, but for real progress and improvement.
By challenging the ‘status quo,’ I’ve cultivated a leadership style focused on embracing innovation, disrupting traditional norms, and fostering an environment where unconventional thinking and change are not just accepted but encouraged. The phrase ‘This is how it’s always been done’ is now a catalyst for reevaluation and change, propelling us toward continuous improvement and growth.
What are your “Five Innovative Approaches We Are Using To Disrupt Our Industry”?
1 . Use of AI: We leverage AI for pricing strategies, enhancing customer experiences, and plan to integrate into staff scheduling. At the October 2023 grand opening of SPIN’s Midtown flagship location, we unveiled ‘Spinny’, the M-ONE Pong Bot used by Olympic professionals around the world, which is the first of its kind in the U.S.. It provides guests with the opportunity to interact with a robotic ping pong arm with AI capabilities that optimize play for novices and pros alike, revolutionizing the SPIN experience by mixing technology, innovation and sport.
2 . Value-centric Hiring: At SPIN, we prioritize hiring based on values over specific skills. An example would be recruiting individuals aligned with our core values, which fosters a collaborative and cohesive work environment.
3 . Data-driven decision-making: Our approach involves data-driven strategic thinking to determine market expansion. For instance, utilizing comprehensive data analysis to identify and justify new market openings, such as SPIN Midtown in October 2023, contributing to the continued scale and success of SPIN as a business.
4 . Spend money to make money: A common business inclination can be to do things on the cheap, but you have to spend money to make money — and you have to focus it on customer experience and journey. To this end, and many others in our business, the quote by Maya Angelou “people will forget what you said, people will forget what you did, but people will never forget how you made them feel” by Maya Angelou comes to mind. By directing funds toward improving customer journey and experiences, we’ve witnessed an increase in customer satisfaction and loyalty.
5 . Have some fun: At SPIN, we believe in balancing work with ‘play’, integral to our business ethos. This approach fosters creativity and results in a more engaged and inspired workforce, ultimately enhancing SPIN’s innovative edge
Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?
Reflecting on my career, embracing disruption has significantly shaped and redefined my path. Trusting and surrendering to the forces of life, while upholding the right values, has been pivotal in leading me toward remarkable destinations.
The surprises encountered along the way have been numerous, but embracing and adhering to my value system consistently yields unexpected and rewarding outcomes.
This trust in the process, surrendering to life’s forces, and adherence to a strong value system have not only defined my journey, but have continually reshaped my path, often unveiling unforeseen opportunities and destinations.
Beyond professional accomplishments, how has embracing disruption affected you on a personal level?
I am at my core, a curious person, constantly seeking knowledge and improvement, not only in my professional endeavors but also in my personal life. This unending quest for innovation has become a fundamental part of my personal growth, driving a continuous pursuit of learning and advancement in all aspects of life, so in many ways disruption is the constant.
In the midst of disruption, however, family stands as an unwavering constant that keeps me grounded, and family time is sacred. I adjust my schedule to ensure I’m present when my kids return from school, often rearranging or canceling meetings during this period. This commitment to family time echoes my dedication to maintain a balanced and harmonious life amid the hustle of my career.
Balance is important, not just in the professional sphere, but also in the personal domain. It underscores the harmony sought between a pursuit of career and personal life, demonstrating how disruption isn’t solely about professional evolution but encompasses finding personal fulfillment as well.
In your role as a C-suite leader, driving innovation and embracing disruption, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?
Corporate culture is the only thing that keeps me awake at night, so to speak. As a leader, it’s crucial to prioritize people before focusing on the bottom line. The financial performance (P&L) is merely a reflection of how we treat our people. At SPIN, our emphasis lies in ensuring that everyone has the necessary tools to grow as individuals, fostering their best selves and guiding them on a path toward a fulfilling career. These reflections consistently guide my leadership decisions, emphasizing the significance of nurturing a supportive and growth-oriented corporate culture.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
If I could initiate a movement to maximize good for the largest number of people, it would center around encouraging participation in a simple yet impactful activity. SPIN is about more than sport; it’s about picking up a paddle and engaging in the simple act of’ play’. It’s an opportunity to step away from the constant sensory overload of modern life today, to find joy and connection amongst fellow humans. Our mission is to facilitate moments that put a smile on people’s faces, fostering community and providing a brief escape and impact the overall well-being of those under our roof.
How can our readers further follow your work online?
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
