DEC-Alliance: The Hidden Gems of Europe's Digital Autonomy
The Invisible but Vital Mid-Market Engine as a Foundation
13 April 2026
In recent months, we have regularly received questions from investors — from high-net-worth private investors to family offices and larger (institutional) investment parties. Their questions concern our strategy, our approach and what sets us apart. Here is our story. A long read about who we are, why DEC-Alliance exists, and what we are building towards — including the returns and value creation that come with it.
We are building our society on digital foundations. They carry our economy, our security and our daily lives. But while the digital world makes us stronger, there is also a growing awareness of how fragile that strength is. Geopolitical threats, big tech dominance and restless short-term capital threaten the continuity and stability of essential tech companies. The question becomes unavoidable: who is guarding the backbone of our digital society?
Digital autonomy has been on the political agenda for more than ten years. Throughout that time, reports and committees have warned of dependence on foreign capital and hyperscalers. Meanwhile, more and more tech companies are being sold to foreign buyers, driven by short-term profit. We recognise the risk, but in practice we tolerate the model of dependence.
Our digital infrastructure does not run on the big names, but on a vital mid-market engine of specialised tech companies. These companies are close to their customers, deeply embedded in supply chains and have built up years of expertise.
In the Netherlands, this concerns several hundred companies; in Europe, thousands. These companies are not a side issue: they form the everyday backbone of our digital society. In a world where scale is decisive, collaboration is the key. Where a tech company with 150 employees used to be considered large, that has long ceased to be enough in today's context.
DEC-Alliance: not a Network or a Talking Shop, but a Fund and an Alliance
It was from this realisation that DEC-Alliance (Dutch Entrepreneur Continuity Alliance) was born: an alliance of and for tech entrepreneurs who do not want to leave the future of Digital Autonomy to chance. The idea took shape during walks and conversations in the COVID period between Ludo Baauw (CEO of Intermax / Founder & Partner of DEC-Alliance) and Erik Leus (Managing Partner at Shurman Tech M&A / Founder & Managing Partner of DEC-Alliance), as systemic failures became increasingly visible: fragmented ecosystems, pressure from short-term capital, loss of control and companies stripped of their soul.
Since mid-2024, the alliance has been a reality. It is not a network or a talking shop. Entrepreneurs become co-owners of one shared house: they invest through the same fund, share the same strategic course and commit to each other's continuity.
The starting point was initially continuity in entrepreneurship and ownership, with a focus on vital mid-market tech companies. An overarching theme was soon added: digital autonomy and sovereign technology. It became clear that digital autonomy is determined not only by the technology itself, but above all by the question of who actually has control and authority — now and in the future.
Digital autonomy is not a starting point, but an outcome. It arises from sustainable ownership and responsible long-term entrepreneurship. When ownership and entrepreneurship are not firmly safeguarded, continuity in technology — and with it digital autonomy — remains purely theoretical: vulnerable, dependent, difficult to scale and easily given away. This awareness of regaining control forms the foundation of DEC-Alliance.
By bringing Hidden Gems together in one House of Vital Tech Brands, scale is created without loss of identity. This strengthens innovation, resilience and effectiveness over the long term.
The compass: an Autonomous Digital Society
DEC-Alliance thus offers a different vision of the future in contrast to the logic of short-term capital and geopolitical dependence. It is a choice for reciprocity and long-term strengthening over short-term optimisation — entrepreneurship with shared ownership, to build together something that none of the companies could achieve on its own.
It is building an Autonomous Digital Society — also referred to simply as Digital Autonomy. This means: a vision in which technology and society are inextricably linked, built on entrepreneurship, trust, collaboration and regenerative capital. Digital autonomy is about the companies and infrastructures that form the everyday backbone of our society.
For a full definition of the Autonomous Digital Society / Digital Autonomy, see Background & Sources.
As Ludo Baauw puts it: “In The Hague, the realisation is now sinking in that it is wrong to put all our (digital) eggs in one basket. If we buy everything abroad or let it end up in foreign capital structures, that is not only a major risk to our autonomy, it also causes an enormous outflow of money, knowledge and control that damages our self-reliance and means we are no longer ‘in control’, especially for vital sectors.” The alliance positions itself precisely against that one-sided dependence, through smart collaboration and by keeping companies genuinely Dutch, with the explicit aim of being “in control”.
Digital Autonomy is not a black-and-white question. Some functions must be controlled fully autonomously. Others can be carried out in partnership, as long as the frameworks are clear and interests are aligned. Digital autonomy is therefore not only about cloud, AI or data, but also about the broader context in which technology is delivered, used and maintained.
The 3 Pillars of Autonomous Digital Strength
In the vision of DEC-Alliance, digital autonomy rests on three forms of continuity:
1. Continuity in technology (digital infrastructure as a public good)– infrastructure that protects public values, safeguards stability and is less dependent on foreign superpowers and hyperscalers. Technology as a public good, not as a pawn and instrument of geopolitical power. Replacing American technology with European technology is less drastic than is often assumed; for standard functions, the alternatives are already available.
2. Continuity in entrepreneurship (generational thinking over exit thinking) – vital mid-market companies that do not rely solely on one or more founders, but are rooted in a circle of trust among peers. Not non-committal networks, but an Alliance Code that encourages generational thinking for the long term. As Baauw puts it: “If we take our strategy from family businesses that have sometimes existed for hundreds of years, we even have a chance to lead the way. Although we are not a family, we do need to think like one when it comes to an Autonomous Digital Society.”
3. Continuity in ownership (evergreen capital instead of fleeting money) – capital that is not transient, but connected to employees, customers and investors. Ownership that serves as an anchor of resilience, with long-term fund structures and employee participation instead of speculative commodities.
What this means in concrete terms for the parties that are part of this ecosystem:
For the tech entrepreneurs within DEC-Alliance, it means retaining autonomy and direction.
For customers and society, it means reliable, secure and continuously available digital foundations.
For investors, it means stable, predictable value creation with healthy annual returns (approximately 10–15% per year) and attention to liquidity, underpinned by sustainable growth and mature entrepreneurship.
In this way, DEC-Alliance — out of strength, responsibility and the initiative of the vital mid-market Hidden Gems themselves — offers an answer to the challenges of Digital Autonomy: geopolitical dependence, short-term capital and the gradual loss of European control over the digital backbone. In the face of power and fragmentation, it offers trust and continuity.
At the same time, the alliance does not shy away from working with hyperscalers. It is precisely by embracing that tension — collaborating where possible and building alternatives where necessary — that society gains the ability to make truly conscious choices. It is not a rejection, but a mature dialogue and an invitation to companies that are deeply intertwined with hyperscalers and at the same time want to keep room for balance, calm and nuance.
Proof in Practice: Companies Are Joining
Since mid-2024, the alliance has been up and running. The first concrete step was taken by Avisi Group (Arnhem). This was soon followed by the intention of Intermax Group (Rotterdam), to join, which was completed in autumn 2025. Other comparable, professional and essential mid-market players are ready to follow. Entrepreneur Jan Bakker (CEO of Avisi) was one of the driving forces behind this.
Their role underlines that this is not a talking shop, but an alliance that takes responsibility. Digital autonomy is not a concept on paper, but visible in companies that prove every day that autonomy and continuity can go hand in hand. As Jan Bakker emphasises: “The lesson is that you can lose knowledge and expertise very quickly if you outsource or sell technology abroad. We must not be naive, and we need a plan B for the moment when foreign technology and services are no longer an option.”
Ludo Baauw also demonstrates that this is not a talking shop in his work beyond DEC-Alliance, in line with its philosophy. In early 2026, he took a leading role, on behalf of Intermax Group, in founding the Open Cloud Alliance (OCA) — a coalition of seven Dutch cloud providers, including Centric, Info Support, Intermax, KPN, Nebul, Previder and Uniserver, supported by Stichting DINL and TNO. The alliance offers the government a concrete proposition: a sovereign cloud platform based on open standards that can be operational within weeks, entirely under Dutch and European jurisdiction. The manifesto the OCA published in April 2026 is a direct response to the geopolitical vulnerability that is also at the heart of DEC-Alliance’s concerns. For Baauw and his fellow entrepreneurs, digital autonomy is not rhetoric — it is a series of concrete choices, day after day.
In doing so, DEC-Alliance addresses critical developments: fragile supply chains and pressure from investors demanding short-term returns. Instead, it opts for an evergreen fund model that puts continuity and collaboration at its core, with strong, profitable companies and entrepreneurs and an excellent return for investors.
Differentiation: Fund and Alliance
What makes DEC-Alliance unique is its dual structure: fund and alliance.
The fund safeguards continuity of capital and ownership, and gives ambitious entrepreneurs room to innovate and grow without one-sided pressure for a quick exit. It targets stable returns for investors of 10–15% per year, with long-term compounding as the core principle of value creation. Not a hunt for quick profits, but sustainable value building with balanced liquidity.
There is also room for employee participation as an instrument for continuity. As Erik Leus puts it: “What we need is a structural and long-term approach with local ownership and collaboration between entrepreneurs, employees and customers in vital sectors, focused on digital sovereignty, compliance and innovative strength.”
The alliance creates the circle of trust in which generational thinking and peer support become possible. This is where the shared Alliance Code emerges, encouraging entrepreneurs to build together for the long term. The alliance is strengthened by selling shareholders rolling over part of their proceeds into DEC-Alliance.
This model offers a counterweight for mid-market tech entrepreneurs under pressure to exit and cash out. Here they find peers, partners and a safe context in which to build for the long term, with sustainable, gradual solutions for business succession. Together, the fund and the alliance make the Autonomous Digital Society not only imaginable, but achievable. Moreover, they become part of something greater than the sum of its parts, while preserving their own company culture.
A compass in turbulent times
Where politics often becomes entangled in slowness or panic, vital mid-market entrepreneurs are taking the initiative themselves. DEC-Alliance offers a compass that provides direction in a time of geopolitical tension and economic uncertainty.
Major players such as Microsoft, Google and Amazon are recognised for their essential contributions, but at the same time work is under way on a plan B: a strong European mid-market engine that is not a copy, but an authentic Rhineland alternative, built on trust, collaboration and action.
The sense of urgency is widely shared, but panic helps no one. What is needed is calm and vision: building step by step towards a strong EU Sovereign Tech Society. That calls for nuance and realism. The key lies in a full-stack Sovereign Tech approach that leaves room for freedom of choice and independence, without losing the connection with global players and innovations.
In this way, DEC-Alliance positions itself as the party that provides direction, where others get bogged down in talk, panic and short-sightedness.
The Call: the time to build is now
The Autonomous Digital Society is not a pipe dream, but an invitation. A vision of the future and a compass. DEC-Alliance is already building it, with real companies, investments and impact.
That is why the alliance is aimed at a broad investor base — from cornerstone investors and family offices to smaller private investors who together carry the foundation. This strengthens not only the financial base, but also public support.
The strength of the model lies with the entrepreneurs themselves, working together with investors and, where relevant, the government. The message is simple and urgent: those who take responsibility build not only for today, but for the generations to come. More than ever, the scale and collaboration of the Hidden Gems — the vital mid-market engine — of Europe’s Autonomous Digital Society are essential to realising that ambition.
Background & Sources
Definition: The Autonomous Digital Society
Autonomous Digital Society / Digital Autonomy
An interpretation of autonomy in the digital age from the perspective of vital mid-market tech companies. Whereas classic autonomy concerns absolute control within a domain or territory, the Autonomous Digital Society is based on freedom of action and continuity in a society in which the economy and technology are closely intertwined across the full tech stack — from infrastructure and cloud to application chains and data. Absolute independence is an illusion; the essence is the ability to make balanced choices of one’s own and to enter into partnerships based on transparency, sustainability and trust, with the aim of being “in control”.
Core
Founded on the Hidden Gems: vital mid-market tech companies (from €10m revenue, with close customer relationships and recurring revenue streams), the indispensable backbone of essential sectors such as healthcare, energy, education, defence and financial services.
Designed as an alternative to short-term thinking and foreign dependence; not isolationism, but a Rhineland-inspired model of collaboration.
Built on three pillars:
Continuity in technology – critical infrastructures as a public good, with plan Bs alongside hyperscalers for stability.
Continuity in entrepreneurship – supported by peers, generational thinking and a code of honour based on responsibility.
Continuity in ownership – long-term shareholding through evergreen capital structures, including employee participation and models that strengthen engagement.
Essence
The Autonomous Digital Society is both a horizon and a practice: a framework that provides direction and makes it tangible. It anchors digital autonomy not in abstract ideals, but in the everyday actions and collaboration of the Hidden Gems — the vital mid-market engine.
Market context: the size of the vital mid-market engine
Dutch IT services are larger than is often assumed. Rabobank counts more than 128,000 IT companies in the Netherlands, the vast majority of which are service-oriented. Within that broad sector, an estimated 800 to 1,200 companies operate as managed service providers — parties that structurally relieve customers of the burden of IT management, infrastructure and cloud solutions. In 2022, the total market for managed IT services in the Netherlands represented revenue of approximately €7.9 billion, growing by more than 13% compared with the previous year.
Scale that up to Europe, and you are talking about tens of thousands of comparable companies. Within Europe, the Netherlands is one of the most digitalised countries in the EU and plays a structural role as a hub for European digital infrastructure — thanks in part to AMS-IX, one of the largest internet exchanges in the world.
The term “several hundred” in the main text deliberately refers to the core of this ecosystem: vital mid-market tech companies with close customer relationships, recurring revenue and a critical role in sectors such as healthcare, government, education and financial services. Not start-ups, not freelancers, not large multinationals — but the specialised mid-market engine that carries the digital continuity of the Netherlands every day.
Sources: Rabobank Sector Update IT (2025); Canalys/Cisco Managed Services research (2023); CBS.
