'We are always looking for ways to improve'
Metacon-Next, with locations in Moordrecht and Emmeloord, manufactures fire-resistant and burglar-proof industrial doors. The company has been in existence since 1927, but experienced rapid growth particularly after 2001. Today, it employs around 85 people, with just under half working in support services such as sales, logistics, HR and administration. Management wanted to elevate office automation to a higher level for this group of colleagues. This project was awarded to Aster ICT, as Mark Asscheman, General Manager at Metacon-Next, explains: “We were looking for a company that could proactively manage our IT needs. In Aster, we recognised that forward-thinking flexibility.”
From tricycles to doors
Metacon-Next was formed in 2021 from a merger between Metacon Metalware Factory and Next Door Systems. At that point, Metacon already had a history of nearly a century. The company started in 1927 as a tinplate manufacturer, initially focusing on producing bicycles, sleds, tricycles and child seats. It wasn’t until the 1980s that it switched to burglar-resistant products, such as steel awnings, heavy shutters and structural works. In 2001, fire-resistant industrial doors were added, which now account for around 90% of sales. The merger with Next Door Systems significantly boosted this development. Metacon-Next’s extensive product range is sold through an international dealer network.
Bridge between entrepreneur and supplier
In 2019, the company relocated to Moordrecht, where a newly built production facility was put into operation. After settling in, management focused on modernising product and process automation. This involved Mike van Polen from Visualize, who supports SMEs in the manufacturing industry as an independent project manager. “Companies like Metacon-Next know everything about their product,” Mike states, “but are typically too small to have their own IT department. As an independent consultant, I bridge the gap between entrepreneur and supplier. With my knowledge of automation, I help clients determine the direction and find the right solution.”
Fresh perspective
Before bringing in Aster, Metacon-Next had been working with the same IT supplier for around 25 years. Over the years, the need for renewal grew as the systems became outdated. It was a tough decision to seek a new partner, but it was necessary for the company’s professionalisation, Mark concludes: “Together with Rudolf van Etten, Operations Director, I’m always looking at how we can improve further. We look for the same proactive attitude from our partners. The IT infrastructure was outdated, but we didn’t have the in-house expertise to come up with innovative ideas. To break free from existing structures, we needed a fresh perspective.”
In the cloud
Mike helped draft the business case, which served as the basis for awarding the contract. It included all the technical specifications that the new IT infrastructure had to meet: “Metacon-Next was still using an internal data centre with multiple servers, to which all the computers were connected via thin clients. The goal was to move the IT to a cloud environment at an external data centre. The advantage of such a setup is scalability. Without significant investment, the number of users can be expanded while keeping the technology up to date. This transition was accompanied by a shift to Microsoft 365 for all workstations.”
'We are always looking for ways to improve'
More than we ask for
Based on the business case, a selection of providers was made, with Aster emerging as the winner. “Part of that was due to a sense of recognition,” Mark explains. “Aster has a mentality similar to ours. With them, we don’t feel like just another customer. They actively engage with us and sometimes even offer more than we ask for. A good example is the Powerscan they performed to get a clear picture of our IT infrastructure. They proposed this preliminary process themselves, as they wouldn’t have been able to make informed decisions about the next steps otherwise. We appreciate that kind of clarity, because we have no use for commercial promises that don’t hold up. For the same reason, there was little room for negotiation on price. This is the situation, this is the direction we want to go in, and these are the realistic consequences: Aster just tells it like it is, and that transparency is valuable.”
User experience
Since then, a major clean-up and efficiency drive have taken place. Outdated IT systems have been replaced, and anything unnecessary removed. Before rolling out the new system to users, all the internal systems had already been migrated on the back end. “We managed that phase in joint coordination with Aster,” Mark says. “We were closely involved ourselves, because we wanted to stay ahead of any potential problems and risks.” However, the real test comes when users start working with their new computers at their new workstations, guided by a new supplier. “User experience is critical to success,” Mike notes. “That’s why everyone attends a half-day training session at Aster’s offices in Alphen aan den Rijn. They receive various tips and tricks for transitioning to Microsoft 365, taking them step by step through the process.”
That level of involvement characterises the partnership, Mark concludes: “Aster is an ambitious, forward-thinking partner that makes a difference by going the extra mile. That approach might not suit every company, but it fits well with ours. They are truly a partner that works alongside you.”
P.S. from Richard Vermeer, Director of Aster
“I got to know the company about ten years ago, when Metacon was still based in Gouda.. Since then I’ve tried to strengthen our partnership, because this is exactly the type of company Aster likes to work with: a great product, a healthy organisation, and an ambitious team. We stayed in touch, and when the opportunity arose to work together again on this tender, we seized it. The rapport with Mark and Rudolf was already there, and now we could add our expertise to enhance their operations.
Mike’s involvement as an external project manager was also valuable to us. As an IT company, some things are second nature, but the language of business is often different from that of technology. By investing in good expectation management on both sides, we were able to make informed decisions. This led to a smooth start and a pleasant collaboration.”