Overview
His management company DCIG BV was registered on 22 June 2012 and has its seat at Grote Baan 185/1 in Waasmunster, with business and management consultancy, real-estate intermediation and agency work in timber and building materials among its registered activities. He was a director of Matmatch BVBA, a Bornem company registered on 9 May 2012 whose registered activities include holding-company activities, until 13 November 2017. Matmatch is now directed by Evert Delanoye. Together with Davy De Coninck he has been a director of Rex Invest BV since 24 June 2022, a Temse company registered on 5 November 2013 with business and management consultancy as its registered activity. Becosoft's international entities include Becosoft Ltd, incorporated in the United Kingdom on 11 July 2019 under company number 12097174 with a registered address at Watermoor Point, Watermoor Road, Cirencester.
Kristof De Coninck is chief executive and managing director of Becosoft, a Belgian software company at Luxemburgstraat 1 in Temse. Becosoft builds point-of-sale, ERP, CRM and e-commerce systems for retailers and wholesalers with complex inventories and supply chains, covering fashion, garden, lifestyle, hospitality and leisure, and delivers software, hardware, professional services and support. Alongside Temse it lists offices in Cirencester, Amsterdam, Houston and Toronto. The Belgian entity carries enterprise number 0448.096.349, has been active since 21 August 1992 and has held the Becosoft name since 6 August 2001. Becosoft is listed among Arcadea Group's portfolio companies. Since 18 October 2023 he has been the permanent representative of DCIG BV, the Waasmunster company he directs, in that company's role as director of both Becosoft and POS Solutions BV. POS Solutions BV was registered on 27 August 2021 at the same Temse address as Becosoft, and its possolutions.be domain redirects to clixx.be. POS Solutions is described as a Temse-based point-of-sale technology provider and is an authorised Heckler dealer for Belgian retail and service customers.
Career history
In the news
- Data is no longer a nice-to-have in retail. It increasingly determines who stays in control and who starts falling behind. Retailers who are performing well know their numbers. They understand stock turn, category margins, sell-through, and where products are actually moving. The retailers struggling most often lack that visibility. They may still be growing, opening stores or increasing revenue, but without a clear view of what is driving the result and what is quietly eroding it. That is where the real risk starts. Poor data
- One of our best clients today was almost too small for us to take on. When he first approached us, he had only a few stores. But he was ambitious, realistic, and clear about where he wanted to go. We saw the potential before the numbers fully justified it. That judgement turned out to be right. Today, he runs around fifteen stores and is still growing. Store count alone does not tell us enough. We also meet retailers with one or two flagship stores in several countries. That can create a great deal of complexity without enough
- We underestimated our own RFID rollout. And we should have known better. The test store worked flawlessly. We built the product with the client’s team, wrote the manuals, created the videos, and provided intensive training for the store. Then we rolled it out across every store using the same guidelines, expecting the same result. It did not work. We treated the technology as if it spoke for itself. Give someone a scanner, explain the process, and they will know what to do. That was the wrong assumption. Every store needed the
- The best decision I made was not building something new. It was stopping three products we already had. We used to run four different applications. Different clients wanted different things, and for a long time, we said yes to most of them. That gave us more products, but not more focus. The team kept expanding its scope instead of deepening its expertise. Everyone knew a little about four applications, but no one could devote all their energy to improving a single platform. At some point, we had to choose. We decided to move
- For a long time, we mainly built what clients asked for. A custom integration. A specific workflow. A feature request. A practical fix. That approach helped us grow. It also taught us a lot about how retail operations really work. But at some point, only reacting to requests is not enough. The market moves faster than individual tickets. Over the past two years, we have shifted more towards proactive product development. We still listen closely to clients. That will never change. But we also look at the operational problems
- 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗹𝗼𝘆𝗮𝗹𝘁𝘆 𝘀𝘁𝗮𝗿𝘁𝘀 𝗼𝗻 𝘁𝗵𝗲 𝘀𝗵𝗼𝗽 𝗳𝗹𝗼𝗼𝗿. A loyalty programme cannot fix a poor customer experience. A customer walks into a store. The product is not available in their size. A staff member checks the system and sees it is available at another location. They offer to deliver it to the customer’s home the next day. That is a loyalty moment. Not because of points. Not because of a discount. Not because of another campaign. Because the customer feels helped. But that only works when the store’s
- In IT procurement, “safe” is often the most expensive choice. I see the same pattern in many large retail organisations. When companies select a new platform, the decision is not always driven by operational fit. It is often driven by perceived risk. A well-known vendor feels easier to defend internally. If something goes wrong later, nobody gets blamed for choosing the “safe” option. I understand that logic. But safe can also become slow, expensive, and overly complex. Especially when retailers spend years adapting their
- We are not adding AI because it sounds good in a presentation. We are adding it where it solves an actual operational problem. That distinction matters. There is a lot of AI theatre in software right now. Chatbots everywhere. “AI-powered” labels on almost everything. Features that look impressive but do not always improve retail operations. For me, the question is simple: Does it save time or save money? If not, it probably does not belong in the product. A practical example is replenishment. Retailers already make stock
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