20VC: The $5BN Company Built from the Belgian Countryside | The Story of Odoo: The Company with No Plans to Sell, IPO & Their Billionaire Founder Who Does Not Care About Money with Fabien Pinckaers, Founder & CEO @ Odoo
Feb 12, 2025
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Fabien Pinckaers, the visionary Founder and CEO of Odoo, shares his unconventional journey from a young software creator to leading a $5BN company based in Belgium. He discusses the flaws of traditional management, advocating for title-less structures and unique hiring practices focused on talent over age. Fabien reveals his indifference to money, explaining his reluctance to sell or IPO. He also reflects on the rejections from VCs, imparting lessons on pitching and the significance of remaining private to foster innovation.
Fabien Pinckaers emphasizes that traditional management structures and titles are outdated, advocating for a culture of autonomy and responsibility at Odoo.
Odoo's impressive growth, achieving $650M in ARR, is attributed to its ability to adapt business models while focusing on community engagement and profitability.
The founder's disinterest in money reflects a deeper commitment to innovation and a vision of making management software accessible to all businesses.
Deep dives
The Power of Obsession in Entrepreneurship
Success in entrepreneurship often stems from a deep obsession with one's business, as exemplified by the founder's unwavering commitment to Odoo. The passion behind building something impactful highlights the importance of dedication and hard work, particularly in the tech industry. Even at a young age, the founder demonstrated entrepreneurial instincts, starting a software company as a teenager motivated not by profit but by the desire to create and innovate. This unwavering focus is presented as a crucial factor in overcoming obstacles and achieving significant growth.
Innovating Beyond the Traditional Business Model
Odoo's evolution reflects a journey through various business models, ultimately settling on the open core approach that offers both free and paid features. Initially functioning primarily as a service company, the transition to software sales was fueled by the founder's vision to change the management software landscape. The decision to pivot towards monetizing their robust community and software significantly impacted growth, allowing Odoo to grow consistently at 50% per year. This adaptability underscores the necessity for entrepreneurs to remain flexible and responsive to market demands.
Building a Unique Company Culture
Odoo's commitment to a distinctive and unconventionally structured company culture plays a vital role in its operational success. The absence of traditional management roles emphasizes autonomy and personal responsibility, with team leaders focused on developing the skills of their teams rather than imposing rigid processes. This approach fosters an environment where employees can thrive and contribute their best work without the constraints commonly found in hierarchical organizations. Such a culture not only facilitates innovation but also aligns with the founder’s belief in empowering individuals within the company.
Navigating Growth and Community Engagement
The growth of Odoo has not been without challenges, particularly regarding maintaining trust within its open-source community. A shift in business model initially caused friction as the founder grappled with community expectations versus business viability. By pivoting to an open core model, Odoo not only enhanced profitability but also increased its engagement and contribution to the open-source landscape. This balancing act between commercial interests and community expectations illustrates the complexities entrepreneurs face in scaling their businesses responsibly.
The Vision for the Future: Commoditizing Management Software
The founder envisions a future where management software becomes commoditized, similar to existing office applications like Microsoft Office. By delivering an all-encompassing suite of business applications at an affordable price, Odoo aims to disrupt established players like SAP and Microsoft. This ambition reflects a belief in the potential for significant market transformation as technology becomes more accessible to small and mid-sized enterprises. The focus on integration, user experience, and continuous innovation positions Odoo as a compelling contender in the competitive landscape of business software.
Fabien Pinckaers is the Founder & CEO of Odoo, one of the most incredible businesses that you might not have heard of. Built from the countryside of Belgium, they do an astonishing $650M in ARR, they have over 5,000 employees and have over 50,000 companies as customers. Even better, Fabian openly does not ever want to sell the company, IPO, believes that titles in companies are total BS and most management is done completely wrong.
In Today’s Episode with Fabien We Discuss:
1. Everything You Know About Management is Wrong:
Why is it BS to give people titles in a company?
How does Odoo hire people after only one interview?
Why does Odoo prefer to hire really young people under 30?
Why does Fabien think it is the worst to build a team in Silicon Valley?
2. The Billionaire Who Does Not Care About Money:
Why does Fabien literally not care about money and does not even own a house?
Why does Fabien refuse to ever sell or IPO Odoo?
How does Fabien plan to offer liquidity to investors if he never wants to sell or IPO?
3. Why Did Every VC Turn Down the $5BN Odoo:
What are Fabien’s biggest lessons from being rejected by every VC for Odoo?
What did they not see that they should have seen?
Why did Fabien always want the price of the company on every funding round to be as low as possible?
How does Fabien advise founders on pitching VCs today, knowing all he knows?
4. Scaling to $650M in ARR: The Biggest Lessons:
Why does Fabien believe the biggest mistake companies make is they lose focus?
What did Fabien not do with Odoo that they should have done?
What did Fabien do and invest in, that with the benefit of hindsight they should not have done?
When did the business start to break with scale? What would Fabien have done differently knowing all he does know?
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