If you’ve ever bought flowers at the supermarket, chances are you’re familiar with Davey Vreugdenhil’s carnations. Equaflor Carnations imports spray and standard carnations from Turijke, Spain, and Morocco. They sell the flowers to companies that prepare them for retail. You can find these carnations in supermarkets across Europe, arranged in bouquets or sold as individual bunches.

Davey’s father, Kees Vreugdenhil, founded the company in 1991. Davey and his brother Dean had been helping out in the business, located in Honselersdijk, South Holland, since they were twelve. In 2022, Davey became a shareholder. “My father was busy with a new project at the time,” he says. “He asked me to run the carnation business. I said, ‘Of course, that’s what I’ve always wanted to do.’ From there, I set to work building something wonderful.”

Unnecessary Headaches
When Davey took the helm, revenue grew every year. Slowly at first, but starting in 2021, the curve shot sharply upward. Davey’s goal for 2024 was ten million euros in revenue—a target he had already achieved by October. And this despite the fact that the year initially seemed to be turning into a disappointment. Davey: “In January, things weren’t going the way I wanted. Because of that, my mind kept racing, and I didn’t take action. All I could think was: it’s not working, we’re going bankrupt—what are we going to do now?”

During that time, Davey came across Straight-Line Leadership. “At first, I didn’t think I needed their help,” he says. “But after a while, I realized there were a few things I couldn’t handle on my own. For example, I was very worried about money, even though we were in better financial shape than ever. I wanted to grow mentally and find more peace of mind.”

’s Vision for the Future That development was important not only for Davey, but also for the future of Equaflor Carnations. When he joined Straight-Line Leadership, he began to think about the direction the company would take if he didn’t make any changes. That’s when he came to an important realization.

Davey explains: “Equaflor Carnations is 51 percent owned by other shareholders. My father and I together own 49 percent. It’s been that way for years, and it stems from how the company was originally founded. The other shareholders handle the financial side of things, and we run the business. So they don’t contribute to revenue or other operating results. I have big plans, but to realize my vision for the future, I need to acquire 100 percent of the shares. I am currently in negotiations to do so. In those discussions, calmness and focus are very important.”

, the Trailblazer When Davey announced his plan, the other shareholders didn’t want to discuss it further for another three years. Now, however, they’re willing to sell their shares as early as this year. Davey: “When I said I wanted to buy all the shares, it came as a complete shock to them. I understand that, but ultimately, my father and I are the company. Without us, Equaflor Carnations has little value, and I think they eventually realized that too. I said: we don’t want to continue together. The only way Equaflor Carnations can move forward is if they sell their shares. When I said that, all sorts of thoughts were naturally running through my head, but I had prepared well for the conversation. I want to grow the company and was honest about why this was the only way.”

To keep those conversations on track, Davey learned to communicate calmly. “Straight-Line Leadership helped me handle those conversations effectively,” says Davey. “Before, I used to react very quickly and get caught up in all sorts of side issues. Someone once called me a fighter jet. I think, speak, and act fast. Now I follow the four-second rule: before I respond, I take a few moments to think calmly.”

That approach helps him stay on topic and actually get results. Davey explains: “Most people react immediately, especially when emotions run high. I used to do that too. That can lead to confusing facts with opinions, whereas in conversations like these, it’s actually important to focus on the facts. It does take some effort for me to keep that up. Yesterday I had a conversation with my little brother where I wasn’t able to do it. I need to keep creating that calm.”

, a loving father Davey is happy with the focus and peace of mind he’s found in his professional life, but for him, the biggest transformation has taken place at home. “I had a very short fuse and would snap at my wife and son easily. When I was home, I didn’t pay much attention to them either. I was more focused on my phone or refreshing my email. I’d think: what if an order comes in? Then I have to respond right away.”

At home, too, Davey learned to stay calm and focus on what really matters. “I want to be a loving father who’s always there for his family. I probably still have room to grow in that area, but I’ve already changed a lot. We were away for a weekend with my parents recently, and my mom said, ‘You’re really a different Davey.’” When I’m at the playground with my little boy, I no longer sit on a bench staring at my phone. Even if he wants to go down the slide twenty times, I go with him. In thirty years, I hope I can look back on this moment.”

Letting Go of Perfection

The entrepreneur is noticing positive changes in every aspect of his life. He realized he didn’t have to be available to customers 24/7 and drastically cut back on his screen time, which has made him feel more relaxed. Physically, too, a lot has changed, he explains. “I changed my diet and improved my fitness, which helped me lose weight. Whereas I used to give up after a bad day, I now stick to my plan. I always wanted to do everything perfectly, and if that didn’t work out, I’d stop. Now I correct myself and just keep going. So I no longer strive for perfection, but for correction.”

Davey focuses on the things he can influence, rather than always trying to be in control. It works the same way in his business, he explains: “I used to always seek certainty, but as an entrepreneur, I never have it completely. There are always risks, and some things—like what the other shareholders decide—are beyond my control. I’ve let go of that, because I know there’s nothing I can do about it anyway. Now I just have to wait and see. What I can influence, however, is how the company operates.”