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Beyond the innovator’s dilemma. A personal journey through scale-ups, tech boards, and microteams

Sander Hoogendoorn

Sander is an independent dad and traveler, acclaimed developer, speaker, and writer. With over four decades of coding experience, he continues to be deeply involved in the field. Sander’s expertise spans multiple industries, having served as a CTO at e-commerce iBOOD, software vendor ANVA, and insurer Klaverblad Verzekeringen. Before going freelance in 2015, Sander served as Capgemini’s global agile thought leader.

Known for his insightful and provoking perspectives and agile mindset, Sander empowers organizations, teams, and individuals to challenge the status quo. He disrupts traditional approaches to work, technology, and code, advocating for small steps as the fastest path to progress.

As a prolific author, Sander has published books and numerous articles. His captivating and inspiring keynote talks at international conferences cover diverse topics such as disruption, culture, post-agile, continuous delivery, microteams, monads, software architecture, microservices, and the art of writing elegant code.

Above all, Sander believes that true problem-solving lies in critical thinking rather than relying solely on tools. With his thought-provoking insights, he inspires others to adopt a strategic and mindful approach to software and product development.

Sander Hoogendoorn


Over the past decade, speaker Sander Hoogendoorn acted as the CTO for a series of organizations, often scale-ups that, without exception, found themselves on the dark side of the Innovator’s Dilemma. They had reached the point where adding new features to their existing products and services no longer brought additional growth. Moreover, these organizations were overhauled by new competitors with improved ideas about markets and technology.

During this lively presentation, Sander discusses the cases of a number of such organizations, that all needed to re-invent themselves, discover new strategies, and adopt continuous learning, higher levels of autonomy, continuous delivery, tech boards, and microteams.

Some succeeded, some failed, and some are still struggling. Sander illustrates the steps these companies took, the how and the why of their transitions to agility and continuous delivery and the techniques and technologies they needed to adapt.

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