The sector is increasingly looking for companies that can connect different technologies and disciplines

Technical expertise has never been in short supply at PB Group. In recent years, however, both the company and the horticultural sector have changed. It is no longer just about developing technical solutions, but also about integrating them. “The sector is increasingly looking for companies that can connect different technologies and disciplines.” It is one of the priorities for new CEO René Kester.

GreenTech was René’s first industry event in his new role, just a week and a half after officially joining PB Group. At the same time, horticulture is not an unfamiliar sector for him. Over the past years, he held several management positions at Dutch Flower Group and most recently spent three years as Managing Director of e-Flora, where he brought together the company’s e-fulfilment activities for online retailers. Connecting different parts of an organization is also one of the themes on the agenda at PB Group.

Vision for the future
“We have been active in horticulture for many years, and it is important to understand where the industry is heading,” says Commercial Director and owner Koen Brabander. “It is no longer only about building very good equipment. The sector is changing, and you need to understand what role you want your company to play.”

According to Koen, demand from international markets is increasingly shifting from individual technologies towards integrated solutions. This is especially visible in regions where less cultivation knowledge is available and where growers are looking for systems that combine multiple processes. At the same time, more companies are looking for solutions that allow one grower to oversee several locations.

“In the United States, they have not been asking for more technology for years. They are asking for someone who can maintain the overview and bring everything together into one solution.”

Within PB Group, innovations are also increasingly emerging from the combination of existing technologies, data and knowledge, Koen explains. “Technology is increasingly becoming a combination of systems that work together.”

Connecting expertise
René sees this as an important next step for the group.

“The passion within the group, the knowledge that is available, and the vision for the future form a strong foundation. What is already in place works and has a lot of potential. The next step is therefore not to move away from that foundation, but to strengthen it further based on a renewed, shared vision.

“The different teams within the companies that are part of PB Group each have valuable knowledge, experience and specialist expertise. By connecting these strengths more effectively and using expertise where it adds the most value, we can make optimal use of the potential within the group. This creates stronger links between disciplines, project execution and customer needs, while further improving the quality of projects. In this way, we are not only building sustainable growth, but also long-term relationships with customers who want to remain connected to PB Group.”

Specialist companies within one group
PB Group already anticipated this development by becoming one of the founders of Atrium Agri, which now brings together fourteen companies, each with its own area of expertise.

“Customers should be able to come to us for the complete package,” Koen says. “One point of contact for the total solution, without having a single main contractor.”

The partner companies retain their own identity and specialist knowledge while combining their strengths. This allows them to benefit from collaboration and economies of scale, helping them respond to the growing demand for large and complex projects.

René’s experience at Dutch Flower Group aligns with this approach. “Within DFG, a group of independent companies grew into a larger organization while each company maintained its own identity,” he says. “I see a lot of potential in further developing the collaboration within Atrium Agri and, together with my colleagues, building a strong and future-ready organization.”

Attracting the next generation
René’s experience in connecting people and organizations is also relevant to another challenge facing the industry. The shortage of skilled employees affects not only growers, but also many suppliers. There is high demand for technical specialists, while there is no standard education program that prepares people for working at an electrical and water technology company operating across multiple segments.

“In water technology, it can take up to seven years before someone is fully trained and really adds value,” says Koen. “That is why it is important to retain people within the organization for the long term and attract new generations.”

René’s previous roles also contribute to this challenge. He has worked extensively with young employees from different backgrounds. “You have to make sure that people feel they are part of the bigger picture,” he says. “We want to get young people excited about this sector and keep them in horticulture by making sure they feel involved.”