A Blooming Success: How De Vreede Tulips Reached Its Flow
Annet Baron and Michel de Vreede, a Dutch entrepreneurial couple with a lifelong passion for tulips, have steadily grown their family business De Vreede Tulips from a modest local operation into an internationally recognised brand. What began as a small-scale effort focused on breeding tulip bulbs for the regional market has blossomed into a thriving export business, with their premium bulbs now shipped to over 20 countries worldwide.
Today, Annet and Michel find themselves in the Flow Phase—a point in their journey where the business is operating at full strength. But rather than coast on momentum, they decided this was the perfect time to take a step back and assess where they truly stood. Were they making the most of this moment? Were they staying true to their mission?
Is the Business Still Driven by Vision and Values?
On a sunny morning, the scent of fresh tulips drifting in from the fields, Annet and Michel sit at their kitchen table reviewing the business.
“Are we still living our values?” Michel asks, sipping his coffee.
Annet nods. “I believe we are. From our field teams to our office staff, everyone is aligned with our mission—sustainability, quality, and innovation. It’s never just been about selling flowers; it’s about making a meaningful contribution to the world through what we grow and how we grow it.”
She points to a recent example. “Jeroen, our logistics manager, came up with an eco-friendly packaging idea for our shipments to Japan. Not only did it reduce costs, but it also aligned with our environmental values. That’s when you know your culture is truly embedded.”
A Well-Oiled Operating Model
Next, they turn their attention to how the business is run.
“Our structure is strong,” Annet reflects. “Everyone knows their role. Sales, production, and logistics communicate clearly, and we’re quick to resolve any issues that arise.”
Michel agrees. “It’s helped us become more responsive. We’re no longer firefighting—we’re forecasting. That’s a sign of a mature business.”
They both feel confident in the robustness of their operating model: clearly defined responsibilities, collaborative departments, and minimal operational surprises.
Clarity of Purpose and Strategic Objectives
“Do you think the wider team knows what we’re aiming for?” Michel asks.
“Yes,” Annet replies confidently. “We’ve developed a strategic plan that’s revisited quarterly. Everyone understands that growth isn’t just about more volume—it’s about improving quality and customer satisfaction. It’s the how that matters.”
This clarity is evident across the business. Staff not only understand the broader goals—they see how their contributions help achieve them.
Finding the Balance Between Structure and Agility
Annet and Michel then evaluate how well they balance structure with flexibility—something they’ve worked hard to master.
“Our systems are robust,” Michel explains, “but they aren’t rigid. When we introduced a new tulip variety last month, our team adapted without a hitch.”
Annet adds, “The same happened when we saw a surge in orders from North America. Our teams responded creatively and efficiently. That’s the sweet spot—freedom within a framework.”
Managing Overheads Without Sacrificing Quality
Like many growing businesses, De Vreede Tulips has seen an increase in overheads. But Michel and Annet keep a close eye on the numbers.
“Yes, our costs have risen,” Michel admits, “but that’s to be expected.”
“What matters,” Annet emphasises, “is that we remain in control. We’ve cut back in some areas while protecting what makes us unique. So far, that approach is working well.”
Leading Strategically, Not Just Operationally
Finally, they reflect on their roles as leaders.
“It’s tempting to get drawn into day-to-day issues,” Annet says, “but our job is to steer the ship—not just keep the engine running.”
They’ve instituted regular strategic planning sessions, allowing them and their leadership team to focus on the future, not just the present.
“We’ve encouraged everyone to think long-term,” Michel says. “That’s part of why we’ve reached the flow phase. Strategic thinking is part of the culture now.”
The Flow Phase: Stability, Strength, and Future Focus
Annet and Michel’s self-assessment confirmed it: De Vreede Tulips is in the flow phase. They’ve built a business that runs efficiently, lives its values, and performs sustainably.
But they’re not complacent.
“The flow phase isn’t the end goal,” Annet notes. “It’s a strong platform, but we have to keep evaluating and evolving.”
Michel agrees. “If we keep doing what works—staying aligned with our values, remaining flexible, and leading strategically—we’ll keep moving forward, with both confidence and purpose.”
Is Your Business in the Flow Phase?
The flow phase represents a point where your business is no longer just growing—it’s performing. Things run smoothly, your team is aligned, and you’ve found a rhythm. But how can you be sure you’ve reached this point?
Ask yourself:
- Are your company’s values actively influencing how the business operates day-to-day?
- Is your operating model robust, efficient, and transparent?
- Are your goals clearly communicated and strategically pursued across the business?
- Have you achieved the right balance between structure and adaptability?
- Are you actively managing your overheads to protect profit margins?
- Is your management team focused on strategy and leadership, rather than simply operations?
If you answered “yes” to most of these, your business may well be in the flow phase—an ideal time to consolidate success and plan confidently for the future.
Need Help Navigating the Flow Phase?
Our business mentors at thexton armstrong can help you review, refine, and reinforce your current strategy—ensuring your flow phase becomes a springboard for long-term resilience and success.
👉 Request a complimentary introduction session to find out how we can support you.