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In an industry where scalability and efficiency often take center stage, Susanne Bolck, Commercial Director at e-fulfilment company Hexspoor, takes a different approach. The family business prioritizes both its customers and employees. “We’re not a factory focused solely on costs. It’s about getting everything right—from the product to the service—so the customer feels valued,” says Bolck.
Bolck grew up in Knegsel, a small village in Brabant, where her family ran a farm. She felt at home in the agricultural sector, appreciating its down-to-earth mentality, hard work, and loyalty to the people around her. After studying business administration and marketing & consumer behavior, she decided to leave the agricultural sector behind—a decision that disappointed her father, as it meant no successor for the family farm. “I have great respect for the sector, but I didn’t see a future for myself there. I felt I couldn’t make much of a difference as an individual. Farmers work tirelessly, yet the regulations make it feel like it’s never enough. That’s why I chose a different path,” says Bolck.
She began her career at Philips, managing supply chain projects and building customer relationships. There, she learned the importance of understanding customer needs before providing solutions. However, as the daughter of entrepreneurs, Bolck felt the pull of independent business ownership. She sought a company where she could eventually become a stakeholder and found the perfect fit in Hexspoor, a former bookbinding business that had already become a pioneer in e-fulfilment.
Bolck brought her customer-focused philosophy to Hexspoor’s fulfilment operations in Boxtel, delivering personalized solutions for premium brands. The company handles logistics for high-end cosmetic brands like Zelens and Rossano Ferretti, as well as the British triathlon brand Zone3.
Bolck and her team ensure a personal touch in the fulfilment process. “We make sure everything is perfect, from the box to the card inside. We’re not an automated factory driven solely by cost. Our team members are passionate about their work and take pride in what they pack. You can feel the difference in everything we do. It’s like comparing a supermarket to an artisanal bakery. The supermarket may have good bread, but there the baker hasn’t kept my favourite loaf aside because they knew I’d come,” Bolck explains.
In 2008, at the age of 33, Bolck was tasked with developing Hexspoor’s logistics division. Under her leadership, the company grew rapidly. When the bookbinding operations were sold in 2019, it was a natural step for Bolck to co-lead the company with owner Silvan Hexspoor, with Bolck focusing on the commercial side and customer base while Silvan managed operations and finances. Today, Silvan is not only her business partner but also her husband.
“The bookbinding business had built a strong reputation over 75 years as a creative partner for its clients. They were so good at going the extra mile. That’s the same approach I applied to logistics. If it’s your strength and your DNA, you need to carry it forward. It started small, with just a handful of employees. Initially, we focused on books and annual reports from the bookbinding business, but webshops soon began asking for broader logistics solutions. We essentially followed the customers’ needs, which led to increasing demand for our services. Today, we’ve won five FD Gazellen Awards and two International FD Gazellen Awards as one of the fastest-growing companies in the Netherlands. It’s a huge recognition that customer intimacy as a strategy still works.”
“It’s fantastic and has been from the start. Silvan is a numbers guy, focused on long-term strategy, big-picture planning, and investments. I’m all about customers, processes, and business development. It’s an ideal mix. We energize each other because we complement each other so well. Of course, it can be challenging not to talk too much about work at home, given how passionate we both are. Silvan is good at reminding me to pause. He’ll say, ‘Look at that beautiful bird,’ and I know what he means.”
“I’ve never received odd looks because of my position or because I was with Silvan. Before Silvan joined, I had already built up the fulfilment company. It was mainly Silvan who had to find his footing within the company. That became necessary when the bindery, Silvan’s part of the company, closed down four years ago. For me, it meant transferring certain tasks and responsibilities to him, which was quite challenging. Previously, I handled everything and ran my little shop on my own, but I had to make space for his role. We’ve found a good balance in that.”
Bolck laughs, “Sometimes people still see me as ‘the secretary’ when Silvan and I, for example, welcome suppliers together. When we walk in, I often go to get coffee. People then assume I must be the secretary and that I’ll leave once the coffee is served. They’re surprised when I start the presentation instead. I find that amusing.”
“Yes, it’s really great. All the kids—Isabel (25), Tijn (27), and Sjors (28)—have always been involved in the company. Even back in the day, they’d be here after school or as a part-time job. My sister and Silvan’s brother also work in the company. It’s nice that when you come home in the evening, the kids understand why Silvan and I are so busy. Do they want to take over the business? Maybe, but that’s entirely up to them. If they want to continue the company, that’s wonderful. If not, that’s fine too. For now, it’s great having them work with us—they bring a fresh perspective.”
“It’s all in how we treat our people. We treat them with respect and give them space when needed. If someone needs to leave because their child was sent home from school, that’s fine. But if a container unexpectedly needs unloading in the evening, that same person will stay late. It’s a mutual exchange: if you treat your people well, they’ll be good to you and your customers. This approach works not only in small teams but also with 85 or even 150 employees. That ‘customer intimacy’ has to be part of your company culture, or it simply doesn’t work. It’s not just an empty phrase.”
“I really enjoy e-commerce. But I find the logistics sector generally cold and tough, with a lot of distance and lack of collaboration. Transport companies all drive through the same streets at the same time to deliver parcels, yet instead of working together, they remain siloed. I understand it’s complicated, but it would be great to see more cooperation. I’m not a die-hard logistics professional, so I don’t always understand these things. I don’t see my work as typically logistics-focused. Much of what we do is data-driven and IT-oriented, with lots of customer interaction. The fact that products are stored, packaged, and shipped is almost secondary to what we do here.”
“No, not at all. I work a lot with creative people, brand builders, and marketers. My experience in logistics revolves around the story behind the brand and the customer experience. I have many women around me and might even be considered a female leader. That feels good. I simply want good people on board, but I have great respect for strong women—I find that inspiring.”
“Absolutely not. Women should aim for the top themselves, and in my opinion, they now have just as many opportunities as men. In fact, I think there’s even more positive discrimination nowadays. Women are given those chances, but they have to go for it.”
“I believe managers should make room for the younger generation in time. That’s important to me. Look at leaders like Trump or Biden—I think it’s difficult at their age to keep up with how younger generations think. It’s unfortunate that you often only earn your peak income at the end of your career. If you stepped back earlier, you might earn less but also need less. For example, AI—we’ll have to do something with it too, but I didn’t grow up with it. It would be fantastic to create a strong mix of younger and more experienced colleagues in the management team and middle management. That would also give me more space to focus on business development and less on day-to-day operations.”
“You always feel the weight of responsibility, especially towards the people in the company. You want to take good care of them, and that’s a constant factor. The idea of eventually handing over that responsibility brings some relief. I like being hands-on, knowing exactly what’s going on, and following everything closely. I can’t do things halfway—that’s just not who I am. In recent years, I’ve started letting go a bit more, and that’s been really nice. Silvan is better at it than I am, to be honest. We currently have a fantastic team, so I can step away from the business more often with peace of mind. Just the idea of being able to have coffee with my mom on a Wednesday afternoon, without my phone—that feels wonderful.”
“This year, we were named the best e-fulfilment company in the Netherlands—a great accolade. Now we want to move forward. Our team has set a goal to double revenue in the coming years, and that’s what we’re striving for. Personally, I’ll focus more on business development. Creating great new services for our clients is what truly excites me.”
