Davy
Verhulst

That sentence has been on my profile for years, and it still explains most of what I do. Technology moves faster than organisations can absorb. Strategies get rewritten more often than the systems underneath them. My work sits in that gap — helping companies change at a speed their people, their processes and their platforms can actually sustain.

I've spent my career as an enterprise and business architect: the discipline of making sure that what the board decided, what the business does and what IT builds are three views of the same thing. Today I do that as Enterprise Business Architect at Myreas, part of Colruyt Group — one of the few genuinely architecture-driven organisations in this country, where decisions run through architectural boards rather than org-chart seniority.

Alongside that, LiViJu BV is my own vehicle. It's how I take on independent advisory and interim work, how I invest as a business angel, and how I keep a network of executives, architects and founders connected to each other.

Belgium is home and where most of my track record sits, but a good part of my experience is international — multi-country programmes, cross-border teams, group-level architecture. I take assignments abroad and am willing to travel or be based on site for the duration of an engagement.

My focus areas are enterprise architecture, business architecture and AI strategy — the last one increasingly the reason people call. Most organisations don't have an AI problem; they have a decision-making and data-foundation problem that AI makes impossible to ignore.

I'm formally trained in change management (Prosci) and in board effectiveness (GUBERNA), because architecture that ignores governance and human resistance is just a diagram. And in 2025 I went back to school at Vlerick for Take the Lead in AI, on the principle that you don't get to advise on something you haven't recently been a student of.

What people tend to remember about working with me is bluntness delivered kindly: a clear reading of what is actually going on, what it will cost to fix, and which of the elegant options will not survive contact with the organisation.