Overview
5th floor is a Belgian B Corp-certified digital company of 120+ professionals that delivers tailor-made digital solutions designed to transform public sector organisations. The company offers tailor-made software, UX research and design, data and business intelligence services, agile coaching, and legacy system modernization (L4F).
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In the news
- We are hiring a Business Development Manager — Public Sector Belgian #public institutions are undergoing ambitious #digitaltransformations. At 5th floor, we're building the internal capabilities to help make that happen - and this role sits right at the start of that journey: opening doors, earning trust, and shaping opportunities. 📎 What you'll own: Build and run a portfolio of 15–25 high-value public sector accounts, hunting-first. Sell custom software development, application modernization, our L4F
- Case study Deploy continuously, activate when ready. Progressive adoption of feature flags in a Belgian federal institution We helped a large Belgian federal institution split that act in two. Code now ships to production continuously. Turning a feature on for users is a separate decision, taken when it is ready, and undone by flipping a flag rather than redeploying. What that gives: ✅ Governance: one view of who activated what, for whom, and when, across all teams ✅ No lock-in: an open standard, running in the client's own
- We are hiring an Agile Analyst. At 5th floor, we turn complex environments into digital solutions that people actually use. This role sits at the centre of that work: connecting the client's vision, the end users, and the development team. You would join a team made up of a Scrum Master, a (proxy) Product Owner, an Agile Analyst and developers. You run workshops with domain experts and end users, write clear and concise stories, and support the client through change management and continuous improvement. What we are looking for: at
- 5th floor's recipe has not been more true than during yesterday AI Meetup : inspired people achieve better results 💡 Here are some of the topics that were presented: ✅ Claude Code plugins demystified with Pierre Saelens ✅ Sustainability & sovereignty with François Dupire ✅ Are AI decisions gender biased? with Noémie M. Bringing our floorians together to discuss the evolution in #AI is in our DNA : that's how we align our framework and share what we learn along the way. And it's not only about getting inspired: it's about sharing
- In many Belgian public organisations, #AI is already in use. Not the AI that was chosen and deployed. The AI people use quietly on their own, without a framework and without sharing what they learn. This is #shadowAI, and the result is predictable. Isolated experiments that lead nowhere, and a growing sense that "it doesn't work." The problem is rarely the tool. It is the absence of any structure around it. A 2025 KPMG study with the University of Melbourne, cited by Trends on 14 May 2026, puts numbers on it: 73% of employees who
- In twenty years of software delivery, our co-founder Evert Penninckx saw very few public sector projects fail for lack of individual #expertise. They failed because #organisations could not align on what to do next. Generative #AI is very good at accelerating individuals. Ask it for user stories, test code, a persona or an analysis, and you have an answer in seconds. That has real value. But organisations do not learn the way individuals do. They learn together. Here is the uncomfortable part. The more self sufficient each
- Nobody plans to build a wall between developers and production. It happens gradually. One team writes the code, another handles the deployments, each with their own backlog, their own priorities, their own definition of "ready". At some point, going live stops being a routine and becomes an event. A stressful one. You coordinate across teams, you wait, you hope nothing breaks. And when it does, rolling back is an operation in itself, manual, slow, with no safety net. That's where we came in. We designed and deployed a modern
- We need to digitalise. We need to move faster. We need to transform." Does this sound familiar? Everyone in the room nods because they know it's true, but six months later, the project has stalled. Not because the technology wasn't good enough. Not because the budget ran out. But because somewhere between the strategic vision and the daily reality of teams, something got lost in translation. The organisations that struggle aren't the ones lacking ambition. The technology was ready. The people weren't brought along. That's
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