Interview with Lab9 CEO Geert Coolman: “Apple may well be the smartest for not just jumping on the AI hype”

Published: 2026-04-20 02:01:29 ET AAPL

Published on 04/20/2026 at 02:01 am EDT

In 2025, Lab9 Group achieved total turnover of 163 million euros and managed to significantly boost footfall in its physical shops. The Apple reseller will be going all out next year with a brand-new division for large companies, refreshing its shop concepts and further strengthening its family ownership. Business AM spoke with the chief executive about the growth figures, his vision for the future, and which new products he expects from Apple.

You recorded a seven per cent increase in turnover compared with 2024.

In your view, what is the main driver behind that continued growth? We see local customers returning frequently to our branches. In addition, iPhone sales are booming and we are also seeing healthy growth in Macs. Another key pillar is our focus on service, which means people don’t just drop by to make a purchase, but just as much for technical support. We also saw a strong increase in our webshop activity and have now largely recovered from the reputational damage we suffered after taking over the Switch shops in 2022.

What exactly was wrong with the reputation of those Switch shops at the time?

Switch had completely lost sight of the essence of the Apple brand through fraudulent practices involving insurance policies and loyalty programmes. Money was systematically taken from customers’ accounts without them receiving any tangible value in return. That was heavily punished at the time, and the then French owner has since disappeared. We naturally suffered from that after the takeover, as the locations and staff often remained the same. Step by step, we have won back that trust and we are now even seeing renewed growth in regions such as Antwerp.

Will services around insurance and the trade-in of old devices become even more important in future?

Lifecycle management is indeed getting more and more attention. Users are looking for complete peace of mind. If a device breaks down, they expect an immediate replacement device or a quick repair. When a device nears the end of its life cycle, they want to trade it in to recover residual value and use that to buy a new model. In the past, people often passed old equipment on to family members, but drawers are gradually full and handing in an old device simply delivers a nice financial benefit.

Lab9 Pro saw a slight decline. Do you think the introduction of the budget-friendly MacBook Neo will change that?

Last year, elections and political changes created uncertainty. Schools were in the dark about what budgets would be available. That clarity is there now and we absolutely expect a recovery. In terms of pricing, the MacBook Neo is extremely attractive for schools. We are already seeing strong willingness to use this device as a sustainable alternative to cheap Windows PCs and Chromebooks. The latter are often made of cheap plastic and suffer from huge technical failure rates, which schools are keen to move away from.

You are expanding your range of training courses. How are customers responding to the new AI integrations?

We are splitting up our training courses. On the one hand, we are focusing specifically on Apple Intelligence, because we think it’s crucial that users learn to deploy these new features in a safe and correct way. On the other hand, we are offering targeted courses for people who are switching from a Windows PC to an Apple device. The new MacBook Neo, which is priced at around seven hundred euros, appeals to a segment that represents seventy per cent of the market. The only barrier is unfamiliarity with the software. Through our Saturday sessions, we are removing that practical hurdle entirely.

More than half of online customers ultimately collect their order in a physical shop. Is that physical presence still essential?

Absolutely. To get the most out of a computer or smartphone, you need a certain basic level of skill. It’s not just a matter of switching a device on. In our shops, people receive immediate, targeted advice and can ask questions about functionalities. That human contact is fundamentally different from a purely transactional purchase, especially for consumers who are less technically minded.

Lab9 recently launched an Enterprise division. How does that approach differ from the service you offer SMEs?

Within an SME, you generally discuss one-to-one with the owner what the best set-up is for a few dozen computers. In large companies, you are soon talking to the IT manager about the structural management of hundreds of workstations. Then the conversation shifts to mobile device management, the total cost of ownership and seamless integration with the in-house helpdesk. That requires a completely different approach, tailored volume pricing and a specific long-term vision.

NATO recently certified several Apple products for its operations.

Does the closed ecosystem offer a structural advantage in terms of privacy? Apple weaves security fundamentally into its operating system, which puts it far ahead when it comes to security. NATO has tested this intensively and concluded that the iPhone and iPad meet its extremely strict standards. With a conventional Windows machine, you generally have to add quite a bit of external software to match that same level of protection. That is not our own achievement, but purely the strength of the architecture that Apple uses.

Apple is planning a new design concept for its shops. Will you follow suit?

Apple pretty much invented the in-store experience back in the day. The current concept has been around for a while and is gradually due for renewal. Apple will soon launch a new visual standard and we are of course planning to gradually convert our branches. With this, we’re aiming for a fresh experience, we want to appeal to younger target groups and we’ll at the same time create the necessary space to showcase future hardware around artificial intelligence in the best possible way.

You are choosing to anchor the company within the family rather than sell it.

What added value does that decision bring? Since our start in 1993, we have built up a distinctive vision and culture. When you sell a company, a new owner inevitably brings in a different DNA. That often clashes with the existing foundations. I find that passing on norms and values is much more natural through your own family. My children and my wife are showing a strong interest in continuing the vision. Of course, we combine this with external expertise, which we demonstrate by bringing our chief financial officer on board as a shareholder as well.

Apple celebrated its fiftieth anniversary. What innovations do you still expect?

Critics sometimes claim Apple has missed the AI boat, but they may well be the smartest for not just diving in without thinking. They are opting for smart integrations and are working with specialists such as Google to achieve that. The next big leap will be hardware that scans the physical world, such as smart glasses. Current AI models are based on historical data. A digital assistant only really adds value when the system understands exactly what is happening in your immediate surroundings at this very moment. At the same time, I hope Apple will continue to guarantee an absolute focus on stability and reliable software, just as it did in the early years. (fc)

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