What is Webstanz specialised in?

AI & innovation strategy, Brand strategy & positioning, Customer & audience strategy, Brand identity & design, Packaging design, Product & service design.

Around 15 full-time equivalents (financial year 2025).

Which sectors does Webstanz work for?

Logistics & transport, Education & training, Public sector & non-profit, Retail & e-commerce, Healthcare & pharma.

Review: Webstanz

Q: Who are the clients of Webstanz?

Among others SOCO, Centre pour la Cybersécurité, Liege Airport, Université de Namur, Hôpital Universitaire de Bruxelles, Leonidas, Carmeuse, Be Gold, UCM, Tryba, Fondation Roi Baudouin, Alba, IBA.

Webstanz is een digitaal bureau (web & platform) met thuisbasis in Mons, opgericht in 2019. Er werken ongeveer 15 mensen, uitgedrukt in voltijdse equivalenten. De opgegeven expertise is webdevelopment en ux/ui design. Sectoren waar het bureau vaak werkt: overheid/publieke sector, onderwijs, gezondheidszorg en luchthaven/transport.

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: € 900.946 gross margin, growth -28,1% against a sector median of +3,1%.

Shrinking

MarginEBITDA / gross margin · value-added coverage

20212022202320242025

WebstanzSector median

EBITDA margin 1%, sector median 22,6%. Value-added coverage 1,01 (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

€ 60.466

Median (2025) € 77.398

Against a payroll cost of € 59.775 per FTE. The ratio between the two is the coverage rate above.

Below the median

Yield levelYield per hour worked, against payroll cost

€ 38

Median (2025) € 48

23.619 hours worked, 1.585 per FTE. Against that sits € 38 of payroll cost per hour worked, leaving € 0 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: 7,3 months (median 5,3 mo). Equity in the latest year: € 540.417.

Adequate buffer

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

Cash € 392.792. Liquidity ratio 1,73: current assets cover short-term debt in full. Solvency 55,2%.

Amply covered

Payment behaviourTowards suppliers and towards the NBB

Trade payables correspond to 41 days of supplier credit, sector median 46. The accounts were filed 173 days after closing; the legal deadline is seven months.

Pays and files on time

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

Points to ask about

Signals in the last 24 months

Zichtbaarheid verschoven · 1 Nov 2026 · Google Autocomplete
Sharp headcount decline · 31 Dec 2025 · NBB
Average headcount fell by 15% or more in a year. That can be contraction, and just as easily a deliberate choice for fewer but more experienced people. Ask who left and who came in their place.
Loss-making year · 31 Dec 2025 · NBB
One financial year closed at a loss. The size is not shown here: it can be a few thousand euros, a one-off settlement, or a deliberate investment. Ask the agency what was behind it.
Registered office moved · 22 Nov 2024 · Staatsblad
The registered office relocated. Usually just a new office.

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

Strong buffer: 7,3 months of payroll in equity
Healthy working capital (current ratio 1,73)
Equity was earned, not injected (reserves 93,5× the capital contributed)
Comfortable cash position: 161 days of payroll
Invests in training (70 hours per FTE)

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	€ 833.902	€ 1,01 mln+20,9%	€ 1,47 mln+45,4%	€ 1,25 mln-14,6%	€ 900.946-28,1%
EBITDA	€ 355.700	€ 274.616	€ 370.795	€ 177.818	€ 9.306
EBITDA margin	42,7%	27,2%	25,3%	14,2%	1%
Staff
FTE	9,6	15,5+61,5%	19,5+25,8%	19,0-2,6%	14,9-21,6%
Gross margin per FTE	€ 86.865	€ 65.068	€ 75.217	€ 65.946	€ 60.466
Payroll cost per FTE	€ 49.776	€ 47.312	€ 48.579	€ 56.523	€ 59.775
Balance sheet
Equity	€ 351.094	€ 491.029	€ 742.003	€ 836.593	€ 540.417
Cash	€ 427.270	€ 325.967	€ 524.693	€ 490.638	€ 392.792
Liquidity ratio	1,19	1,65	2,62	2,25	1,73

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 22/06/2026. 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 31 services

Strategy & Insights

AI & innovation strategy Brand strategy & positioning Customer & audience strategy

Branding & Design

Brand identity & design Packaging design Product & service design

Advertising & Campaigns

Campaign concepts & big ideas Campaign execution

Content & Production

Content strategy & editorial

Media

Digital & programmatic buying Media strategy & planning Search advertising (SEA)

Social, Influencer & Community

Influencer & creator marketing Organic social content Social strategy & platform mix

Digital Experience & Tech

E-commerce (incl. payment) Mobile apps & PWAs SEO & GEO Website development Website strategy & UX

CRM, Email & Loyalty

CRM & lifecycle strategy Direct marketing & lead management Marketing automation

Data, Measurement & Governance

Dashboards & reporting Data science & analytics (incl. predictive modelling)

PR & Reputation

Corporate communication PR strategy & media relations

Employer Brand & Internal

Internal communication

Events, Sponsoring & Activation

Brand activation (incl. guerrilla) Events & experiences Sponsorship & partnerships

Sector focus

Public sector & governmentEducationHealth & pharmaTravel & hospitalityFood & beverage

Publicly known clients

SOCO, Centre pour la Cybersécurité, Liege Airport, Université de Namur, Hôpital Universitaire de Bruxelles, Leonidas, Carmeuse, Be Gold, UCM, Tryba, Fondation Roi Baudouin, Alba, IBA

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

1

People 18 people mapped

This is first a build crew — 11 of 18 are developers. Within that core, Frontend, Backend and Full Stack stand out. Notably, no declared strategists in sight — this agency would rather make than philosophise.

B

Benoit

CEO

M

Michaël

Sales & Account Manager

N

Nicolas

CTO

A

Alexiane

Front end Developer

B

Benjamin

Back end Developer

C

Cedric

Full-Stack

E

Eric

Project Manager

F

Florent

Back end Developer

G

Geoffrey

UI/UX designer

G

Gilles

Back end Developer

G

Gwenaëlle

Front end Developer

J

Jonathan

Back end Developer

J

Julien

Front end Developer

K

Kevin

DevOps

L

Laetitia

Office Manager

M

Martin

Project Manager

M

Mélodie

Front end Developer

V

Vincent

Functional Analyst

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

€ 59.775

-6% versus the median

Team composition

14,9 FTE

30% women
70% men

Training per FTE

69,6 h

Many agencies fill this field in incompletely.

€ 59.775

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

47,0%

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

Inflow 2025

6,7%

1,0 FTE in, 7,0 FTE out

Net team change

-6,0 FTE

20212022202320242025

Exits are clearly above what is usual for this type of agency. That may reflect project-based staffing, but it is a reason to ask in the pitch how much of the proposed team was already here two years ago, and to contractually fix your permanent contacts.

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.