In this exclusive interview, we speak with Dik Pijl, CEO of Expert Netherlands and a member of the Board at Expert International, about his journey from an IT-driven career to leading one of the most digitally advanced organizations within the Expert Group.
Known for his strong digital and data-driven mindset, Dik has played a pivotal role in transforming Expert Netherlands from a traditional brick-and-mortar network of independent retailers into a truly omnichannel organization. His approach combines technology, entrepreneurship, and human-centered retail, proving that innovation and local ownership can grow stronger together.
In this conversation, Dik shares insights into his professional path, the challenges behind large-scale digital transformation, the role of AI in modern retail, and his vision for the future of Expert, both in the Netherlands and across the international group.
Take us through the journey that has led you to your current role.
With a background in IT, I joined BCC (a well-renowned privately owned Dutch retailer in household appliances and CE) in 1994 to take over and complete the store automation project. After a few months, I was asked to join the company on a permanent basis, working in both IT and marketing. This is where my journey in retail began. In 1997 Kingfisher PLC acquired BCC. I took my next steps in retail, also working for Kingfisher PLC, studying in Oxford and learning more about international retail. In 1999, I made the move to Euronics, where I worked for five years for a true entrepreneurial organization. I worked a lot in an international environment and was also able to study in Santa Monica. Until, in 2004, I was asked to set up Mediamarkt in Belgium. Here I learned everything about a store and the retailfunction. In the meantime, I wrote my book about the pyschological / emotional side of shopping, as the conclusion to my master’s degree in marketing. I gained valuable experience that I could put into practice when launching Saturn in Luxembourg and Belgium. Doing this, I was selected for the Metro Academy and had the opportunity to go to Insead for the Metro. After eight years, MSH became increasingly centralized and it was time for something new. I had my own consultancy business for a while and then started at Expert in 2013. After a few months, Expert asked me to become the new CEO of Expert, which I accepted. I have been working here for over 13 years now and enjoy working with and for dedicated business owners. The entrepreneurial spirit is something that suits me well.
Guiding a network of independent retailers into a modern omnichannel group is a significant achievement. How did you approach this transformation, and what were the most important lessons you learned in the process?
In 2013, Expert Netherlands was in a different position then it is today. At that time, e-commerce, which was operating as a separate unit, was not the favored choice. From an entrepreneurial perspective, I wanted e-commerce to be part of the local store operation and not a separate (national) unit. The idea of a second storefront was obvious, integrating ecommerce into the daily business of store owners. Implementing this meant a complete transformation of the ICT systems, with a single system at the core. A step that was absolutely a indispensable. In 2015, we started to set up all the systems again and build the back office ourselves. This gave us control over the data and allowed the idea of a second storefront to become a reality. This also involved a cultural change, with everyone having to get used to this idea. Not one webshop, but one web with 140 shops. A lot of thought went into the working method with the entrepreneurs, with the algorithms for stocks, availability, and delivery dates. The implementations were carried out step by step and further developed, with the entrepreneurial spirit always at the forefront. After the technical implementation came the performance marketing and SEO part. This was rolled out further together with our agency, but especially with the help of the DCC ( Expert International Digital Competence Center) and Google International. It was a matter of putting the store and the entrepreneur at the center of everything you do, daring to do it, and above all, having the data available. Having the guts to act, empowered by the confidence and trust of the entrepreneurs and the organization. If everyone believes in it, anything is possible.
What is your overall philosophy for leading an organization such as Expert Netherlands?
Openness, transparency, and entrepreneurial spirit are very important in a business organization. This also means that you dare to take steps, to make mistakes, to learn from them and don’t give up. In addition, leadership also means being willing and standing behind the decisions you make, even if not everyone is always happy with them (at that moment).
Are there particular trends in the Netherlands that you believe will influence the direction of the entire Expert Group?
From the perspective of a franchise organization, it is important to have, share, and use data. It is a different way of working with suppliers and other stakeholders; it is not one organization, but a collection of various entrepreneurs. The same applies to Expert International; it is a combination of different countries and cultures. You can’t always make everyone happy at the same time, but if the overall interest comes first, then everything will be fine. However, the most important thing is to be willing and dare to share data and sometimes take a step back so that, in the end, everyone benefits. Transparent data sharing within the group, suppliers, and partners builds accountability and aligns everyone toward a common goal.
Artificial intelligence is rapidly transforming the retail landscape. How do you envision AI influencing the way Expert operates — from marketing and customer service to inventory management and business intelligence?
My view on AI comes from two perspectives: the marketing perspective and the data perspective. The data perspective is important because it has a direct impact on the organization. An organizational model is a reflection of your data model (normally). If you then place an AI tool (or AI agent) on your data model, you are actually placing it in a department. This allows you to place an AI agent in each department, which are actually tr.ai.nees. Each department has a trainee, which means that there is communication and data exchange, enabling departments to work together better and in a more structured way. It no longer matters which department you are talking about; it is all about data and processes. The prerequisite is that each trainee has a mentor, someone who trains, educates, and guides the AI agent. An additional advantage is that an organization has a collective memory. This is built up from its history and the people who (still) work there and keep it alive. Knowledge and experience from a historical perspective. By placing AI agents in each department, you safeguard this culture and keep the collective memory intact. This strengthens the organization and also allows it to grow more calmly and consciously, with less dependence on a few key people.
“Leadership also means being willing and standing behind the decisions you make, even if not everyone is always happy with them.”
Digitalization is reshaping every part of the business – from marketing to logistics. What are your priorities in driving digital innovation within Expert Netherlands, and how do you ensure that technology enhances, rather than replaces, the human element of the Expert brand?
Referring to the previous questions, I would say priority lies in the following topics:
Empowering employees by providing AI tools and digital systems that assist, not replace, human decision-making.
Improving processes and collaboration through structured data sharing and transparency.
Maintaining and leveraging organizational knowledge, so innovation builds on past experience rather than starting from scratch.
By focusing on these priorities, technology becomes a strategic enabler—it allows Expert Netherlands to grow in a calm, deliberate, and human-centered way, where store owners and all employees remain at the heart of the brand experience.
As a new member of the Expert International Board, what are your main goals for contributing to the group’s shared strategy?
Safeguarding the entrepreneurial spirit and retail mindset. Despite my love of data and ICT, retail is a people business. Doing things together and going for it together, but from a human, retail, and entrepreneurial perspective. Not shying away from developments, but rather using them, applying them, and above all, wanting to learn. The starting point is a healthy, strong Expert brand that everyone wants to do business with and be a part of.
If you had to summarize your vision for the future in just a few words, what would they be?
In one sentence: Thinking beyond tomorrow!
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