The unfiltered story of rebuilding a data team and creating a new auction data platform 1 By Bas Lucieer

2 A Call From My Old CEO  Unexpected Offer: Recruited by my former CEO to lead data transformation.  Ambitious Goals: Weak platform, limited resources, high expectations.  The Hook: Making auctioning smarter—too exciting to pass up. Photo by LinkedIn Sales Solutions on Unsplash

3 Who Am I? Bas Lucieer  7 years in FinTech  4 years of data consultancy  5 years of leadership

4 Europe’s Leading Multiband, Digital Auction Platform >600k # of unique bidders p.a. ~2m lots offered annually ~39,000 unique sellers p.a. >20 categories sold >30 seller countries ~70% recurrent sellers (’22) >135m website visits (‘23) >175 bidder countries >60% return visit rate (website & app visits) SELLERS BIDDERS Leasing companies Traders Single asset owners Single asset users Banks Dealers Private End-users Businesses

5 TBA's Rapidly Expanding European Presence Serving buyers in 175 countries 8 brands in Europe 6 different tech stacks

6 The Assessment: -3 Months To Start  Assessing the Damage: After a six-hour interview block, it was clear: this wasn't a simple fix. The data stack had been off track for years, and a full reset was required.  Fragmented Team, No Process: The data team had no structure, with fragmented responsibilities and high turnover. 'Speed over quality' was the norm, making it difficult to execute long-term projects.  Major Gaps in Leadership: The team had no consistent leadership for over two years, and an interim head of data was struggling with an incomplete migration to a new back-end system. Photo by Wonderlane on Unsplash

7 Basic Strategy: -2 Months To Start  Calling for help: Team needs help with platform building. Thank you Xebia  From numbers to Insights: Reusable and reliable reporting  Early Success: Budget Approved: One early win was securing a budget for the data platform before I officially started. By Cubeserv

8 Welcome To Day 1  Overloaded with Meetings: I was already scheduled for 52 meetings with senior staff in the first 30 days  Production broke: “What is the priority?  Unprepared for Externals: Two external engineers joined without basic onboarding or accounts set up. Lesson learned: delay external hires until internal processes are in place.

9 Building the Plane While Flying It: Week 2 Strategy Amid Chaos While managing urgent tasks, we started building a long-term data platform and team strategy. Building with Xebia Create data platform roadmap Setting Up Processes Prioritizing tasks and creating structured processes became essential for survival.

Responsibilities And Structure  4 data analysts  1 data engineer  2 data scientists? 10

11 Mini Victories in a Sea of Deadlines: Week 2  Sprint Planning Takes Shape: The first sprint planning was chaotic, but it was a critical first step toward getting the team organized and setting a roadmap for the future.  Calming the Storm: After a few weeks, small wins in planning and communication began Photo by Fold Me In on Unsplash

12 Facing New Deadlines and Constant Pressure: Week 3  Legal and Financial Deadlines: A legal submission and financial audit were added to the team’s responsibilities, both with tight deadlines and high stakes for the business.  Limited Resources, No Extra Budget: Despite the pressure, we had to work within existing resources, with no additional budget for new hires until the next fiscal year.  Guidance by seniors: Use Xebia for setting up processes and upskill team Photo by Maria Ziegler on Unsplash

13 Building a Vision for the Future: Week 3  Presenting the Roadmap to the Board: After several weeks, we developed a roadmap for the data platform, team structure, and long- term business insights. Presenting this to the board was a critical milestone.  Long-Term Vision Amid Daily Operations: While managing day-to-day operations, the long-term vision remained clear: transform the data team from reactive to proactive, delivering strategic value to the business. Photo by Jesse Bowser on Unsplash

14 What Was on the Table: Week 3 7 Key Priorities 1. Keep all operational reports alive for business continuity 2. New data platform 3. New team structure 4. New process 5. Website metrics 6. Legal submission 7. Financial Audit Managing Conflicting Demands Challenge was to manage expectations while delivering on key tasks. Immediate Action Required Short term over long term?

15 Hiring Amid the Storm: Month 1-4  Hiring Under Pressure: We began recruiting for key roles while managing ongoing projects. Every new hire had to immediately contribute, making the process even more stressful. Documentation is key!  Recruitment as priority: While the need for new team members was urgent, we had to ensure they fit into the long-term strategy, adding a layer of complexity to recruitment.  Managing Expectations: Stakeholders wanted immediate results, but team growth takes time. We had to manage expectations and keep delivering while expanding the team.

16 Delivering: Month 5-8  Data platform MVP is live: We can build now  First internal hires: Insource knowledge  First report live Process is working  Onboarding power users Get your own number possible under guidance

17 Lessons Learned Great People Don’t compromise at hiring and upskill the people you have Strategic Long-Term Focus Long term over short term whenever possible Culture and Tools Are The Foundation A great platform in combination with good data culture is gold

18 Lessons Learned Great People  Team now 14 full internal people + 2 analysts + 1 Analytics engineer + 3 Data Engineers + 2 Data scientists  95 interviews  1.5 courses per person Strategic Long-Term Focus  10 strategy iterations  1 Data council  100% Executive level buy-in Culture and Tools Are The Foundation  New stable data platform. Thank you Xebia  30 Power users onboarded  23 new processes  Feeling valued: 60 to 83 /100 score Strategic Long-Term Focus Long term over short term whenever possible Culture and Tools Are The Foundation A great platform in combination with good data culture is gold

Overschiestraat 59 1062 XD Amsterdam The Netherlands T +31 85 888 1802 E info@tbauctions.com [Change footer in master slides] W tbauctions.com 19 Thank you