Our people are the reason the learning lands.

We combine people who know automotive with people who know how learning works. Often, they are the same person: automotive specialists, trainers, learning designers, project leads, technical experts, recruitment specialists, coordinators and facilitators.

Group portrait of the full IAS team at the Aartselaar HQ, shot against the technical grid wall. Slight smiles, mixed body language, natural light from camera left.

A company is only as good as the people in the room. So we build the team first.

Nothing we sell exists without the people who deliver it. So we build the team first: hire for character and curiosity, teach the didactics, then hand over real ownership. One deliberate hire at a time.

We wanted to create a place where everyone's individual traits actually matter. Where you're trusted to own your work, challenge the obvious and learn how to fail correctly as well. Our ethical goal in life is to build a place that unlocks everyone's true potential, preferably for those who think differently. We are guides along the way.

Michael Gastmans · Partner & COO

Talk to Alexander or Michael directly

Three crafts, deliberately kept in one house.

Most training organizations are strong in one dimension. They have technical people who know the product, or learning people who know pedagogy, or operations people who can move a rollout across fifteen markets. IAS is built on the assumption that a programme fails at the seams between those three.

So we hire for all three and keep them in the same conversations. A technical trainer sits with a learning designer while the material is still a draft. A coordinator flags a market constraint before it becomes a redesign. The engineer who answers dealer support calls feeds the questions back into the next revision of the course.

It also means we hire senior by default (senior mindset, not in terms of age/experience). Almost everyone here has stood in front of a room, or run a workshop bay, or carried responsibility for a network. That experience is what allows us to challenge a brief instead of simply executing it.