I grew up in agencies. And agencies teach you something extraordinary: how to make people want things.

I was Design Director at VML. Award-winning work for Samsonite, Liberty Global, Pioneer DJ. Work I am proud of. But somewhere along the way, even on the best projects, I started feeling restless.

We would get called in for a new campaign. New energy. A new story. And often it worked. But sometimes I would sit in a briefing and feel like we were answering the wrong question. A product losing sales. A brand losing relevance. And the ask was to fix it with communication.

We were treating a symptom. Not the cause.

The same pattern showed up everywhere. A vision born at the top — full of ambition, full of conviction — travelling down through the organisation. Through strategy, product, operations, retail. Arriving at the customer as something quieter. Diluted. Sometimes unrecognisable. Not through carelessness. Just through distance.

By the time we got involved, it was always the final step. Making it look coherent from the outside. And the longer I stayed, the more I understood that this wasn't a problem with the brief, or the client, or the category. It was a problem with where I was standing. I was in the business of making people want things. What I actually wanted was to make the things people want. My old boss was the one who said it out loud. But I already knew.

So I moved.

Not to another agency. To a large technology group, as a consultant. My first real project was the Belgian Ministry of Justice — an organisation that had not meaningfully changed in a decade. I worked with the leadership team to take one ambition and make it real across the entire organisation. Not through a strategy document. By making the future visible. Concrete. The same direction, translated into the language of every department — in words and images each team could feel and own. It moved. And five years later it is still moving.

I was in the world of make people want things.
I wanted to make the things people want.
So I moved.

I joined a large technology group as a consultant. My first real project was the Belgian Ministry of Justice, an organisation that had not meaningfully changed in a decade. I worked with the leadership team to take one ambition and make it real across the entire organisation. Not through a strategy document. By making the future visible. Concrete. The same ambition, translated into the language of each department, in words and images each team could feel and own. Where they were going. Why it mattered to them. What it meant for how they worked. It moved. Not fast enough (when is change ever), the gap was too big for that. But it moved. And five years later it is still moving. That taught me something I have not forgotten since. People do not follow a strategy. They follow something they can see, feel and believe in.

Twenty years. Agencies. Consultancies. Technology.
And I kept seeing the same thing.

Agencies brilliant at expression. Rarely touching the product. Consultancies brilliant at strategy. Rarely staying for execution. Technology brilliant at delivery. Rarely questioning the direction.

Everyone doing their part.
Nobody holding the whole.

Think of the concept car at the motor show. It will never drive exactly as shown — everyone knows that. But that is not the point. It makes the future visible. Tangible. The CFO, the CMO, the CIO all see the same thing. They stop arguing about where they are going. They start moving toward it.

That is what a designed future looks like. A strategy, a concept, a form — held together from the first conversation in the boardroom to the last detail in someone's hands. Not a document. Not a campaign. Something real that did not exist before.

I spent my career learning how to make people want things.
Vorsprung is for making the things people want.