Interview with Joshua Fransz

ISOPARTNER NL was formed through the integration of 3 previously independent companies Jacosol, Asbipro and Atis. Bringing these 3 entities together created a unique blend of cultures, expertise and ways of working. With that in mind: what did each of the former entities teach you, what strengths or insights did Jacosol, Asbipro and Atis individually bring to the table?

It is amazing to see how all entities served the market in its own unique way in the past. Each of the former entities brought something very distinctive, and together they form the backbone of ISOPARTNER NL today. I am happy to see that we have kept all strengths and brought them more and more together.

Jacosol taught us the power of entrepreneurship and speed. They have shown how efficient a company can run with only a few people. That DNA is still visible today and helps us to move fast, remain pragmatic and be a reliable partner for our customers.

Asbipro brought us the brand name and everything that comes with it. That brand name has been built by its people and has brought us strong relationships with customers and suppliers. It has also brought us structure in the market, scale in production and discipline overall.

ATIS added deep technical expertise and a solution-driven mindset. Its certification and quality standards help us to create more custom-made products with their production facility. Their footprint in the marine market and expertise in acoustics creates extra diversity and added value towards our customers.  

Most importantly, all entities brought high-skilled people to the table with an extraordinary amount of knowledge. They really know the market and the market knows them. 

IPCOM is rapidly accelerating its ESG ambitions. From your perspective as Managing Director, where do you believe you can make the biggest impact in driving sustainability forward?

As Managing Director, I believe my biggest impact lies in embedding sustainability into daily decision-making rather than treating it as a separate initiative. For me, this starts with people and culture. Creating awareness, setting clear expectations and making sure sustainability is part of how we think about safety, materials, suppliers and long-term partnerships. In addition, transparency and data play an important role. Measuring impact and making progress visible helps drive accountability and continuous improvement.

What did you learn about yourself in the last year being promoted from business leader to managing director?

By nature, I am very data-driven and I still strongly believe in the power of data to support good decision-making. However, over the past year I have learned that it requires much more than numbers and analysis alone. HR and people skills have become increasingly important. Leading through change means delegating more, trusting others and truly listen. I have learned not to rely blindly on data, but to balance it with context, judgement, and an understanding of people and dynamics within the organization. My role has shifted from driving results myself to enabling others to succeed, and that has been one of the most valuable lessons of the past year.

I also value the time I spend with my close friends and family. Many of my friends have been part of my life since childhood. Doing sports together, such as going to the gym, playing padel or golf, is something I really enjoy and helps me recharge.

If you could have dinner with any leader (inside or outside business), who would it be and why?

Wow, can I only pick one? In that case I would choose Gary Vaynerchuck. I admire how he has built and scaled multiple businesses. What resonates with me most is his belief that you can be kind and successful at the same time. Kindness is often mistaken for being soft, but I believe it is possible to be direct, make tough decisions and tell people uncomfortable truths while still treating people with respect. In the long run, people do business with people, and that mindset truly matters.