Jan Blondé

Elevator Pitch
I%27m a founder CTO who has spent 15+ years doing one thing in different contexts: making sure that what companies build, how they build it, and who they build it for are actually aligned. I%27ve done this across ERP implementations for SMBs, enterprise architecture for government and banking, digital transformation for Belgium%27s largest nature conservation non-profit, and now as co-founder and CTO of Camprea, a B2B SaaS platform, where I connect market research and pricing strategy to IoT infrastructure and multi-tenant cloud architecture.
What makes me different from most technical advisors is that I don%27t start with the technology. I start with the customer. Most companies don%27t fail because of bad code, they fail because they build the wrong product perfectly. I bring the rare combination of being able to sit in a board meeting and challenge whether the product strategy is sound, then walk into the engineering room and assess whether the architecture actually supports that strategy. That bridge between product thinking and technical execution is where I create the most value.

What makes me a good advisor or board member
I bring five things that are hard to find in one person.
First, product-technology translation, the ability to assess whether what%27s being built, how it%27s being built, and for whom it%27s being built are aligned, and to flag it early when they%27re not.
Second, hands-on credibility: I%27m not advising from past experience alone, I build in production today, which means my advice is grounded in current reality, including AI-augmented development.
Third, cross-context pattern recognition: I%27ve worked in startup, scale-up, enterprise, government, and non-profit environments, so I recognize failure patterns that people embedded in one context can%27t see.
Fourth, business fluency: with a law degree, an executive master from Solvay Brussels School, and four years as a bank branch manager, I speak finance, legal, and strategy natively, not as a techie who learned a few business words. And fifth, AI governance and readiness. I%27m actively building AI adoption frameworks for a 130,000-member organization, which gives me practical, not theoretical, perspective on responsible AI integration.

What kind of companies benefit most from my expertise
Three profiles. Post-MVP B2B software companies: startups and scale-ups between seed and Series A that have a working product but are struggling with product-market fit, GTM, or scaling their architecture. I help them figure out whether the problem is what they%27re building or how they%27re building it, usually it%27s both.
Growing SMEs going through digital transformation, companies building their first serious software product or modernizing legacy systems, often relying on external development teams or agencies without senior technical leadership to assess whether the right things are being built the right way.
And mission-driven organizations: non-profits and public sector bodies navigating technology strategy and AI adoption, where the stakes are different but the product-technology alignment challenge is identical.
The common thread: I%27m most valuable where technology decisions are actually product decisions in disguise, and nobody in the room sees it yet.