A.I. from pilot project to 30 branches

Project Overview

Who is SBB Accountants & Adviseurs?

SBB Accountants & Adviseurs is one of the largest accountancy firms in Flanders. From its head office in Leuven and 30 branches, more than 600 employees support around 23,000 entrepreneurs, with strong roots in agriculture and horticulture, SMEs, and the liberal professions. Alongside accountancy, SBB also offers legal, tax advice, and corporate finance.

The firm has its own fifteen-person IT team and had already been investing in A.I. for a while, including Microsoft Copilot and a group of early adopters with a Pro license.

And that was exactly the problem. The tools were there, but usage lagged behind. The business struggled to put concrete use cases on paper, and expectations of what A.I. could do varied wildly.

The challenge

Davy Haesen, Director ICT-CIO at SBB, wanted to move away from scattered experiments toward a shared approach:

"We have the licenses and the goodwill. But how do we surface quick wins that actually work at the company and team level, instead of with one enthusiastic colleague?"

Specifically, SBB asked us to map out per department where A.I. delivers the most value, prioritize those opportunities, and then let people get started themselves.

Project Delivery

The approach

We didn't start with building, but with buy-in. In February 2026, we gave an inspiration session to SBB's management team. The goal: inspire broadly and show what A.I. can actually do today in accountancy, legal, and corporate finance.

That story landed well. In March, SBB gave the green light for an A.I. Opportunity Mapping, starting with a limited number of departments and expanding step by step from there.

1 · A.I. Opportunity Mapping with the AI Squad

An internal AI Squad brought together people from accountancy, legal, and corporate finance, with IT joining in.

1. We mapped out the divisions and roles.
2. Per department, we gathered the biggest pain points and current A.I. usage.
3. We went through fifteen A.I. categories. For each category, participants came up with as many opportunities as they could.
4. We bundled the ideas into A.I. concepts and scored them on value versus complexity: quick win, strategic initiative, backlog, or eliminate.

After the first session, we delivered a summary and a report with the quick wins. Davy used that report right away to bring the executive committee up to speed on the plans.

The benefit: for the first time, SBB had one overview of where A.I. really delivers value, backed by the people who do the work.

2 · Deep dive on elaborated use cases

In a second session, we went deeper. The teams prepared their own use cases beforehand, so we wouldn't get stuck at the idea stage. Among others:

• Setting up companies (legal): automating the repetitive part of the file.
• Financial plan (corporate finance): less manual work between Excel and reporting.
• Summarizing rulings from the Council for Permit Disputes: for this, we built a flow in Claude on the spot, so the legal team could get straight to work.

Recurring themes were unlocking file knowledge, automatically getting reports from client conversations to the right place, and having A.I. check checklists with a human validating the result.

The benefit: the discussion no longer centered on "can A.I. do this," but on "how do we tackle this and who does what."

3 · Claude training sessions per team

The mapping made it clear that knowledge and habits were the real bottleneck, not the technology. So we rolled out training sessions per team, each one starting from that team's own tasks.

The marketing training in Leuven is a good example. The team learned to work with Claude and got four ready-to-use skills: one for social media, one for an SEO audit, one for marketing ideas, and one for premium design.

A skill is a fixed set of instructions you set up once and reuse from then on. That way, everyone on the team gets the same level of output, without having to prompt from scratch every time.

After the session, the marketing team got started on their own. Sessions for the branches will follow next, along with a joint workshop for HR and finance, and an inspiration session for the business coaches.

The benefit: teams use A.I. for their own work, not for a generic example from a manual.

Within the existing landscape

We worked with what SBB already had: Microsoft 365 and Copilot as the foundation, Claude for the heavier thinking and writing work and for skills, and SharePoint and Teams as the place where knowledge and output come together. Deliberately no new platform added. What's already there needs to earn its keep first.

The journey started as a defined project with an A.I. Opportunity Mapping and training sessions, and grew into ongoing guidance per department. SBB is also looking at bringing on an engineer structurally to further build out the prioritized cases.

Results

In half a year, SBB went from scattered experiments to an approach with direction. The Opportunity Mapping produced a prioritized list of quick wins and strategic initiatives for accountancy, legal, and corporate finance, which was presented to the executive committee. Internal working groups then continued with their own cases.

Teams followed a tailored Claude training, and the marketing team now works with ready-to-use skills for social media, SEO, idea generation, and design.

Just as important: the conversation within SBB shifted. No longer "which tool do we buy," but "which process do we tackle first, and how do we keep it manageable." That's exactly the foundation you need before you start building.

Flowkify continues to support SBB as its A.I. partner, with further training sessions per department and the build-out of the prioritized cases.

Want to know where A.I. delivers the most value in your firm? Get in touch with Flowkify for a tailored A.I. Opportunity Mapping.