What is Creactiv specialised in?

Brand strategy & positioning, Marketing strategy, Brand identity & design, Website development.

Around 4 full-time equivalents (financial year 2025).

Who are the clients of Creactiv?

Among others Aqua Claro, Electro 80, Carlos Koffie, Rotero.

Review: Creactiv

Creactiv bestaat sinds 2015 en profileert zich als digitaal bureau (web & platform) uit Mechelen. De bezetting ligt rond 4 VTE. Het aanbod bestrijkt webdevelopment, strategie en branding & identiteit. Sectorieel richt het bureau zich vooral op kmo breed. Publiek gekende klanten zijn onder meer Aqua Claro, Electro 80, Carlos Koffie en Rotero.

1

How this agency makes money

Revenue, margin and what an hour of work brings in. Everything on the earning side sits together here.

Revenue trendgross margin per financial year

20212022202320242025

Latest year: € 251.112 gross margin, growth -25,3% against a sector median of +3,1%.

Shrinking

MarginEBITDA / gross margin · value-added coverage

20212022202320242025

CreactivSector median

EBITDA margin 10,8%, sector median 22,6%. Value-added coverage 1,12 (median 1,23). Value-added coverage sits in the sector-wide grey zone (0.95-1.15): context, not an alarm.

Below sector level

Revenue per headGross margin per FTE, against payroll cost

€ 59.789

Median (2025) € 77.398

Against a payroll cost of € 52.788 per FTE. The ratio between the two is the coverage rate above.

Below the median

Yield levelYield per hour worked, against payroll cost

€ 37

Median (2025) € 48

6.832 hours worked, 1.627 per FTE. Against that sits € 32 of payroll cost per hour worked, leaving € 4 for premises, equipment, depreciation and profit.

Below the median

No hourly rate follows from this. Gross margin is already net of services and sundry goods, which mixes rebilled production with the agency's own overhead, and the accounts do not say how many hours were billable. Deriving a rate from this systematically understates it.

2

Can the agency take a hit

Buffer, cash position and payment behaviour side by side, so you can see where they disagree.

Bufferequity in months of payroll

Buffer: -3,7 months (median 5,3 mo). Equity in the latest year: € -68.765.

Critical buffer

Cash positionAvailable cash, and whether it covers short-term debt

Cash € 834. Liquidity ratio 1,00: current assets cover short-term debt in full. Solvency -46,7%.

Tightly covered

Payment behaviourTowards suppliers and towards the NBB

Trade payables correspond to 58 days of supplier credit, sector median 46. The accounts were filed 140 days after closing; the legal deadline is seven months.

Pays slower than average

3

Signals and strengths

Events from the CBE and the Official Gazette over the past 24 months, plus positive markers derived from the figures.

Continuity

2 red flag(s) (24m)

Signals in the last 24 months

Zichtbaarheid verschoven · 1 Oct 2026 · Google Autocomplete
Zichtbaarheid verschoven · 1 Sep 2026 · Google Autocomplete
Zichtbaarheid verschoven · 1 Sep 2026 · Google Autocomplete
Critical buffer · 31 Dec 2025 · NBB
Equity covers less than one month of payroll. At an agency that pays out its profit every year this means something different than at one that is losing money. Ask where the reserve sits.
Negative equity · 31 Dec 2025 · NBB
Debts exceed assets. Sometimes a subordinated shareholder loan sits opposite that, sometimes not. Ask how the agency is covering this, and on what timescale.
Late filing · 27 Aug 2025 · NBB
The annual accounts were filed after the statutory deadline. Over a third of the sector does this, usually because of the accountant's calendar. Rarely a story in itself.
+ 1 older signals within 24m

Click a signal for a plain-language explanation. Each signal is a fact from a public source, without the agency's own context. Best to ask them directly.

What this agency does well

Turnover below the median (23,8%)

Each point is a fact from the filed annual accounts, measured against the same thresholds and sector medians as the signals above.

4

All the figures

Reference material, not a starting point. Expand it if you want to read the series yourself.

5 financial years, 2021 to 2025Result, staff and balance sheet

	2021	2022	2023	2024	2025
Result
Gross margin	€ 178.557	€ 297.379+66,5%	€ 358.878+20,7%	€ 336.288-6,3%	€ 251.112-25,3%
EBITDA	€ -32.753	€ -7.064	€ 25.871	€ 28.372	€ 27.196
EBITDA margin	-18,3%	-2,4%	7,2%	8,4%	10,8%
Staff
FTE	5,4	7,5+38,9%	6,7-10,7%	4,9-26,9%	4,2-14,3%
Gross margin per FTE	€ 33.066	€ 39.651	€ 53.564	€ 68.630	€ 59.789
Payroll cost per FTE	€ 37.960	€ 40.326	€ 46.911	€ 56.022	€ 52.788
Balance sheet
Equity	€ -54.696	€ -95.397	€ -81.154	€ -77.167	€ -68.765
Cash	€ 53.844	€ 54.472	€ 9.479	€ 9.817	€ 834
Liquidity ratio	1,24	0,86	1,18	0,83	1,00

Payroll cost per FTE comes from the social report where available, otherwise from the Remuneration line. Both are gross costs including employer contributions.

What this factsheet does not know

How good the work is. Figures do not measure creativity, strategy or chemistry.
How the client portfolio is spread. Concentration is not in the accounts.
Freelancers and subcontractors are not in the FTE figures. An agency with 40 staff may in practice run with 70 people.
The figures cover financial year 2025, filed on 20/05/2026. At a fast-moving agency reality today may differ.

Based on publicly filed annual accounts (NBB) and official records (CBE, Belgian Official Gazette). An indication, not financial advice. Sector medians calculated on 2 Nov 2026. Sector medians based on financial year 2025: the last year for which nearly all accounts have been filed.

What the agency actually does 4 services

Strategy & Insights

Brand strategy & positioning Marketing strategy

Branding & Design

Brand identity & design

Digital Experience & Tech

Website development

Sector focus

KMO breed

From our own research. The agency hasn't listed its sectors yet.

Publicly known clients

Aqua ClaroElectro 80Carlos KoffieRotero

Based on IKAg research and public sources. Incomplete or outdated? Let us know.

1

People 6 people mapped

Strategy weighs heavily here: 4 of 6 are strategists. A specialist, not a generalist: the expertise is narrow but deep.

ED

Elien Defraeije

Leading Lady

SV

Sarah Vandewoude

Managing Lady

AV

Anke Van de Velde

Strategic Lady

KV

Karen Van Heuckelom

Strategic lady

MK

Maren Kuppens

Strategic Lady

NH

Nanette Huysmans

Strategic Lady

Based on public profiles. Something wrong? Let us know.

2

Seniors or juniors?

Payroll cost per FTE is the best public proxy for a team's experience level. Higher is not automatically better, but it says something about who sits at the table.

Payroll cost per FTE

€ 52.788

-17% versus the median

Team composition

4,2 FTE

€ 52.788

Median Digitaal bureau (web & platform) (2025) € 63.343All agencies (2025) € 62.294

Read with care. Directors and partners invoicing through a management company are not in the payroll cost. At small agencies this skews the picture downwards considerably.

3

Will your team stay?

Inflow and outflow from the social report. This series only counts people on the payroll: freelancers who invoice do not appear in it. A low figure therefore means two very different things, a stable permanent team or a small core with heavy outsourcing. A high figure usually points to short contracts. Compare only within the same type of agency.

Exits 2025

23,8%

Median for this type of agency (2025): 27,9%

Inflow 2025

/

20212022202320242025

Source: annual accounts and social reports (NBB), collected by IKAg. Financial year 2025. Calculations by IKAg; an indication, not financial advice. Sector medians based on financial year 2025: the last year for which nearly all accounts have been filed.