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Belgium 10-09-2026 Squad Only Physical english
AI is moving from pilots into operational use, and the infrastructure question is becoming more concrete. The challenge is deciding what needs to be built, expanded, controlled, or delayed as usage grows. Three pressure points usually appear first. - Compute capacity requires careful planning: teams need enough GPU, cloud, or specialised processing power, while keeping utilisation and cost under control. - Data movement becomes more demanding: AI needs access to data across systems, with latency, security, integration, and quality managed from the start. - Operational control becomes essential: monitoring, access rights, resilience, cost visibility, and ownership need to scale with usage. The working question is simple: how do we support AI at scale while keeping infrastructure efficient, governed, and financially sustainable? If you are working through these choices, let’s compare approaches with others facing similar constraints.
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Belgium 15-09-2026 Squad Only Virtual english
AI pilots are easier to launch than to embed into daily operations. The challenge is changing how work happens once AI becomes part of decisions, tasks, handovers, and controls. Three pressure points tend to decide whether adoption holds. - Workflow fit matters: AI has to enter the flow of work as part of the process. - Ownership needs to be clear: someone must own the process, the controls, the exceptions, and the outcome. - User trust has to be built: people need to know when to rely on AI, when to challenge it, and when to escalate. The working question is simple: how do we move AI from promising pilots into daily work while keeping clarity, accountability, and risk control? If this is part of your current reality, let’s compare choices, constraints, and lessons learned.
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Belgium 17-09-2026 Country Members Physical french
Pendant longtemps, le TCO donnait une impression de contrôle. On investissait, on amortissait, on optimisait. Les coûts étaient visibles, relativement prévisibles, et structurés autour d’une logique claire entre CAPEX et OPEX. Ce modèle ne suffit plus à expliquer où va réellement l’argent. Aujourd’hui, une part croissante des dépenses IT ne repose plus sur ce que l’on possède, mais sur ce que l’on consomme: des tokens générés par l’IA des agents qui exécutent des actions en continu des outils SaaS qui se multiplient dans les équipes du cloud qui s’adapte en permanence à l’usage Le coût ne disparaît pas, mais il devient plus diffus, plus dynamique, et souvent plus difficile à attribuer, à expliquer, et à maîtriser. C’est là que des approches comme le Technology Business Management, ou TBM, redeviennent particulièrement utiles: non pas comme un exercice de reporting supplémentaire, mais comme un moyen de relier concrètement les dépenses aux services, aux usages, et aux décisions. Et c’est là aussi que la question du “Saint Graal” revient, mais sous une autre forme. Vous vous demandez peut-être: Comment garder de la maîtrise quand la dépense dépend du comportement, des usages, et parfois même de systèmes autonomes ? Comment piloter l’équilibre CAPEX/OPEX quand le cloud, le SaaS et l’IA déplacent progressivement les coûts vers des modèles variables ? Quels coûts restent encore trop souvent hors radar: ressources métier, formation, support, intégration, sécurité, gouvernance ? Et surtout, qu’est-ce qu’un “bon TCO” veut encore dire quand il faut le mettre en regard d’objectifs parfois plus stratégiques, plus longs à mesurer, ou plus difficiles à quantifier: qualité de service, résilience, agilité, expérience utilisateur, capacité d’innovation ? Ce sont précisément ces questions qui seront au cœur de notre rencontre: une discussion ouverte entre pairs, ancrée dans la réalité du terrain, pas pour débattre de modèles idéaux, mais pour comprendre comment chacun tente, concrètement, de mesurer, d’attribuer et de reprendre le contrôle, sans réduire la valeur d’un choix technologique à son seul coût.
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Arxus ensures that Resengo's reservation system is permanently available
Resengo is a Belgian digital company that develops online reservation systems. Primary target groups are restaurants, wellness centers, and sports & recreation facilities.The company has experienced significant growth in recent years. Resengo is now working on a new IT architecture to eventually transition completely to Microsoft Azure.
Resengo is a Belgian digital company that develops online reservation systems in-house. Primary target groups are restaurants, saunas & wellness centers, and sports & recreation facilities. Through their proprietary platform, Resengo registers more than 3.2 million online reserved place settings for restaurants, every month. Typically, for Resengo, companies put forward a complete offer: the actual reservation system with both the associated back office and the necessary plug-ins to link their customer's website with the system. For example, to find a restaurant nearby where you can make reservations through Resengo. In recent years Resengo has chosen to further develop their software with new automated marketing techniques, including inbound marketing. Their prospects can, for example, onboard themselves with a free trial version of our software. Our software has also been further developed with a Match & Go feature. This means that we bring the right guest to the right catering facility with the goal of providing a positive review of the customer to his/her contacts.
The success of our product depends on its availability. At Resengo, availability is closely linked to scalability. Arxus ensures that the applications are always available. This allows us to focus entirely on the development of the offering.Dirk Gypen: (CEO) - Resengo
In recent years, Resengo has experienced significant growth. The company now has over three thousand customers and registers/books 6 million place settings every month. Over 3 million of these are booked online. Across all sectors, this amounts to nearly 3 million reservations every month. Behind the scenes, Resengo often needs to move quickly. This has proven to be a problem in the past. Resengo was unable to cope with this itself and also did not have the possibilities to develop the necessary expertise itself. This year marks Resengo's nineteenth anniversary and all development is now done in-house. The ongoing challenge, therefore, is to ensure that older technology is continually replaced with new technology. All new applications are built entirely in the cloud. In the near future, Resengo aims to also migrate all the legacy code they are still using to cloud technology.
Resengo did not consider immediately moving everything to the cloud as the best option. For the time being the hybrid cloud is the perfect solution for them. They are currently also using Arxus' private cloud. Resengo is now working on a new IT architecture to eventually transition completely to Microsoft Azure. Microsoft Azure can support Resengo's growth with modern applications which are often available by default. To take maximum advantage of the capabilities of Microsoft Azure, they will eventually transition entirely to the Microsoft cloud. Ultimately, today's transition is also less costly than using custom applications in the private cloud.
A good mission, a clear vision, and shared values can connect and motivate people to achieve a common goal. Arxus tries to reflect this as much as possible in their daily work. Arxus aims to increase productivity, efficiency, and innovation in companies by relieving them of managing IT business processes with their application-centric cloud solutions. They want to proactively analyze business processes and automatically adapt cloud solutions to meet the changing needs of businesses. This means: providing the best possible experience on any platform or device. Arxus aims for an environment in which everyone feels at home and where colleagues become friends. They celebrate accomplishments. Success equals enjoyment. Arxus never stops learning and does not shy away from challenges. Innovation is key. But to help any organization move to the cloud, they prefer a no-nonsense and local approach. Being close to customers and getting the job done as a team is of paramount importance. Where others are targeting the moon, Arxus is already on its way to Mars.
Resengo relies on the services of Arxus for everything that has to do with the underlying infrastructure. In terms of infrastructure, the collaboration with Arxus offers Resengo an essential advantage. Arxus can also make good use of the knowledge network of Cronos, of which Arxus is a part. The company can fully focus on its core activities: the development of new functionalities and applications and, of course, customer support. Arxus has taken responsibility for the entire infrastructure component. This ensures that Resengo does not need to invest in machines or in infrastructure knowledge. Arxus provides this expertise. At the same time, Arxus offers guarantees of availability, performance, and security that would not be immediately feasible for Resengo under its own management. In the current hunt for talent, IT employees are very difficult to find. And then again: infrastructure expertise is not part of Resengo's core business. It works much better and more efficiently for them to meet the need for scalability via Arxus.
With Arxus, Resengo has a unique point of contact for any IT issue. Arxus has easy access to the broad ICT expertise of the entire Cronos Group. Whatever the question, there is always an answer. This not only gives Resengo a sense of security, it is also very convenient that we have all the necessary expertise at our fingertips via Arxus. Arxus is a partner who continuously thinks along with us and is on a journey together with us.Dirk Gypen: (CEO) - Resengo
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CIONET’s Cyber Circle: a new three-event programme exclusively focusing on the most urgent, complex, and high-impact challenges in cybersecurity today. Launched in 2026, this initiative brings together CISOs, CIOs, and senior IT executives with a strong interest in cybersecurity for three curated gatherings each year. As part of CIONET’s trusted executive community, the Cyber Circle provides a confidential, peer-driven environment to exchange insights, share real-world experiences, and address evolving cyber threats. Each session is designed to foster strategic dialogue, strengthen resilience, and elevate cybersecurity as a core driver of business value.
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CIONET is committed to highlighting and celebrating female role models in IT, Tech & Digital, creating a leadership programme that empowers and elevates women within the tech industry. This initiative is dedicated to showcasing the achievements and successes of leading women, fostering an environment where female role models are recognised, and their contributions can ignite progress and inspire the next generation of women in IT. Our mission is to shine the spotlight a little brighter on female role models in IT, Tech & Digital, and to empower each other through this inner network community.
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