Our colleague Ruben Wanders isn’t the type to sit still. On the contrary. He firmly believes in one simple idea: “If you’re the smartest person in the room, you’re probably in the wrong room.” According to Ruben, you grow the most when you surround yourself with people from whom you can learn. And that is exactly what he has consciously done in recent years.
A different path, the same ambition
Actually, Ruben knew from an early age what he wanted to do: work for the Air Force. His entire choice of studies was geared toward that goal. He pursued a technical education, did an internship with the Department of Defense, and was also active in the youth fire department for years. From age eleven to nineteen, he spent nearly every Saturday at the fire station. That sense of discipline and teamwork was also instilled in him at home. His father worked for the Department of Defense. “You see how things work there,” Ruben explains. “Everyone just does what needs to be done. Personal interests are put aside for the moment. I really admire that.”
Things turned out differently, though. Due to circumstances, he didn’t end up joining the Air Force after all. It was a major setback, but Ruben didn’t dwell on what hadn’t worked out. He decided to take a different path and enrolled in a bachelor’s program in Industrial Product Design. In the end, he even completed two degrees. “Actually, I’m always looking for where I can best fulfill my potential,” he says. “I want to keep discovering and learning.”
Heading toward Vencosteel
After graduating, Ruben immediately started his own business. It was an educational experience, but he soon realized something was missing. He drew his energy mainly from collaborating with others, learning from them, and working together to make things better. At one point, he asked himself two questions: “What are the odds of finding your dream job?” and, if you do find it, “What are the odds of being chosen?” That got him thinking. Ruben explains: “To steer, you first have to roll. You have to make a quick choice and adjust as you go. Don’t get stuck in all kinds of thoughts. It’s better to make a wrong choice and correct it than to make no choice at all.”
Through an agency, he ended up at Vencosteel for a temporary assignment. He started by programming the laser machine, but he soon realized that the processes could be streamlined. So he did what he always does: analyze the situation, consult with colleagues who had practical experience, and work together to design a better process. He drew a large flowchart showing how the process could be improved. And that didn’t go unnoticed. Not long after, he was asked if he wanted to become an Automation & Robotics Engineer. He looks back on it with a smile: “I just honestly said ‘no’ at the time. I didn’t want to become a specialist yet; I wanted to keep learning.” When the branch manager at the time suggested mentoring him toward the role of Production Manager, that changed. “With a mentor, new responsibilities, and plenty of room to learn about business administration and leadership, I saw the challenge I was looking for.”
The secret: connecting with others
In his role, Ruben quickly realized that technology and processes are important, but that the secret lies in the people. In Ruben’s words: “On the operational side, we saw that some things weren’t running quite smoothly. Often, that’s not due to technology, but to culture, making agreements, and understanding one another.” That’s why Ruben began to focus more and more on building connections. Job applications are a perfect example of this. “When I reviewed applications, I paid much more attention to the person and their motivation than to a perfect resume,” he says. “Just like my branch manager did with me. Someone can have a great resume, but if their attitude isn’t right, it becomes very difficult. Someone with the right motivation often goes much further.”
Together with the team, they worked on fostering greater engagement, clear agreements, and mutual trust. They also took a broader approach, as freedom and flexibility are a bit more challenging in a production setting. Ruben explains: “We wanted to maintain that overarching vision of the Vencomatic Group, but adapt it to a production environment. So we had to keep talking to each other, articulate expectations, and stick to them. And that’s when something beautiful emerges: engagement.”
Far from finished learning
Ruben wouldn’t be Ruben if he stopped there. In 2025, he made the move to a position at the Venco Campus. Today, he works there as a New Development Project Leader, where he helps develop new innovations. And, of course, his driving force remains the same: to keep learning.
Want to work with Ruben and other colleagues on innovation, technology, and development?
