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
- International retailers need standardisation to scale. Local markets make complete standardisation impossible. Fiscal requirements show exactly where that tension appears. A retailer may want one platform across every country, while each market brings rules and technical requirements that affect the process. This is not a technical detail to solve at the end. It is an architectural choice at the start. Standardise too little and the organisation becomes difficult to manage. Apply the standard too rigidly, and local teams end up
- Complexity is a management choice. A new application solves a problem. Another supports a new channel. An integration is added because replacing an existing system would create too much disruption. Each decision can make sense on its own. The problem appears later, when stock, orders, and store processes depend on an increasing number of systems and connections. I believe retailers should review that complexity every year. At Becosoft, this is also why we don't assume one new platform should replace everything. Our retail
- International growth has one overlooked measure: proximity. Of course, it looks impressive on a map. More countries, more customers, more projects. I believe the more important measure is whether growth brings you closer to the people using your technology, or pushes you further away from them. Our UK office reached its first anniversary in September. For me, that local presence matters for a simple reason: retail is local, even when the organisation behind it is international. A programme may be managed centrally, but stores
- Inspiring days in Copenhagen with fellow CEOs and CTOs from the Arcadea Group portfolio. 🇩🇰 As the only retail company at the table, I learned a lot from seeing how leaders in very different industries are putting AI to work. Many of their lessons apply directly to us. Thanks again to FlightLogger for hosting, and to Paul Y. for the inspiration. Now it's time to turn these ideas into action across every team at Becosoft. 🚀
- 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
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