“Before leading, make time to listen”: Dorien Sterckx on joining Isabel

You joined Isabel in March. What attracted you to the role, and what were your expectations before starting? 

My career has taken me through quite a few different environments. I started in a consultancy role for a start-up active in health and wellbeing, combining after-sales responsibilities with communication advice. I then joined UNIZO, where I coordinated partnerships and events, from developing concepts and managing logistics to creating media plans for major partners. That’s where I really got a taste for marketing. 

Later, I moved to an international company where I was responsible for the Belgian, Luxembourg and French markets, working across both B2B and B2C. Before joining Isabel, I spent four intense and rewarding years at Acerta, within a B2B consultancy unit, where I gained a lot of experience in branding and positioning and go-to-market projects. 

Over the years, I realised that my ideal next step would be a role where I could bring all my passions together: communication, marketing, business and people management. At the same time, I knew that I preferred working in a somewhat smaller organisation, where collaboration is close and you can really see the impact of what you do. 

When the opportunity at Isabel came along, it felt quite unique. The financial sector was completely new to me, which was both exciting and a little daunting, but the ecosystem around Isabel immediately caught my interest. 

How did the onboarding process help you settle into your new role? 

The first few weeks were definitely intense. There were a lot of conversations, a lot of information and many different ways of working to understand. 

What helped was having the opportunity to meet people across the organisation rather than immediately being thrown into projects. Those conversations gave me insights not only into what people do, but also into how Isabel works as a company. 

The induction day was particularly valuable because it helped connect many of those dots and gave me a broader picture of the organisation. Looking back, I think that's essential when you join as a manager. Before you start changing or building things, you need the time to understand the context you're stepping into. 

Was there a specific moment or person who made you feel supported during those first weeks? 

David Demerie, CSMO at Isabel, played an important role in that. His door was always open, and I appreciated the time he invested in bringing me into meetings and conversations, even when that sometimes meant hearing certain things more than once! 

It might sound like a small thing, but I think it's incredibly important. When someone new joins, we sometimes expect them to become operational immediately. My experience at Isabel reminded me how valuable it is to deliberately give new colleagues time to onboard, listen and understand before expecting them to jump straight into projects. 

That investment at the beginning pays off later. 

As a new manager at Isabel, what support helped you most in finding your footing? 

There has been support on different levels. The leadership training provided by HR was valuable, and I also benefited from one-to-one executive coaching. Having that combination of formal training and individual guidance gives you space to reflect on your own leadership style while you're getting to know a new organisation and a new team. 

But the informal side has been just as important. Being able to talk openly with colleagues, ask questions and learn from their experience makes a huge difference. 

You quickly notice that people here are willing to help. There is an openness and friendliness that makes it easier to ask questions, including the ones you might hesitate to ask as a newcomer.

How would you describe the collaboration with your team, peers and leadership? 

For me, it starts with curiosity. When you join a new organisation, and particularly when you join as a manager, you shouldn't arrive thinking you already have all the answers. 

I spent a lot of time listening and talking to people: understanding their experience, what works well today, where they see opportunities and, importantly, what they would like to do themselves. 

That last question is particularly relevant within the team. We're looking at our plans for the future, but also at how we can give people opportunities to step outside their comfort zones, develop new skills and perhaps take on responsibilities they hadn't considered before. 

For me, leadership isn't just about deciding where the team needs to go. It's also about understanding the potential you already have within the team and creating opportunities for people to grow. 

I’m also especially proud of the progress we have already made together as a team. Over the past months, we have been taking important steps in strengthening Isabel’s branding and positioning, while introducing a fresher and more strategic MarCom approach through our marketing and communication plan. What stands out to me is the team’s openness, creativity and willingness to embrace new ideas. That's what makes this journey very rewarding for me: the collaboration with my team.

Almost six months in, what has surprised you most? And what would you tell another manager considering joining Isabel? 

What stands out to me is how accessible people are. There is a lot of experience in the organisation, but at the same time people are open, friendly and willing to share it. That makes it much easier to find your way in a sector or company that is new to you. 

My advice to anyone joining Isabel would be simple: come with curiosity. Be ready to listen, talk to people and genuinely engage with them. 

Don't feel you need to know everything from day one. Give yourself the time to understand the organisation and the people around you. And as managers, we should remember to give new colleagues that same time. 

My first months have reinforced something I strongly believe in: a good onboarding isn't about getting someone into projects as quickly as possible. It's about giving them the context, connections and confidence they need to make a meaningful contribution afterwards.