Leadership

Leader of professionals, who leads change by true interest in the professional. If every conversation ends with the professional saying “I learned a lot”, it is easier to make people open for change. This is the basis for major transitions. A director of my ECN.TNO Management Team: “Your style of leadership has led to a real team with warm cooperation between ECN and TNO in a hectic merger situation. I learned a lot of the way you realized this.” 

Analytic 

“You create structure in the most complex and chaotic situations. Never seen someone doing that so well. That creates space for development and strategic direction.” Feedback of one of the executive directors at DNV GL. 

Professional

I do respect the professional, no matter what profession. From the plumber to the nano mechatronics systems engineer. Good professionals have common behavioural patterns. I am proud if I can help them grow. 

Allround

Chartered Auditor, CFO-advisor, ICT implementation, business-IT-alignment, customer management, mergers, company splits, the area of innovation in eco-systems, and having final responsibility for 700 fte with full P&L of 110 million € revenue. In short: ‘allrounder in management of professional service firms. 

Industry

From most recent to less recent: Energy, Computer, High Tech, Telco, Consulting, Audit, Finance, Government. 

“Quote” Board TNO

“The most difficult job of the latest 20 years of TNO was the merger of ECN with TNO. This has gone smooth due to one person. And that is person is you.” 

Transition

In a fast changing world organizations need to adapt fast. Blueprinting is not effective anymore. Strategy development and implementation need to be executed in fast iterations. I am searching for a position where I can do both.

Professionals

My starting point is always the power of the professional. By real interest in their profession and trust I make a personal connection. This is the basis of real lasting change. Especially in situations of heavy resistance.

Impact

I want to spend my time on situations that matter. Often, I help organizations that have not adapted fast enough to a changing market. We succeed together. 

Complex Challenge

Where I enter the big consulting bureaus have already delivered their services. Their reports did not bring the needed change. Their programs have not delivered the promised impact. Not every problem can be solved by their ‘standard methods’. In these situations, I can add value. Thorough analysis based on seniority combined with the start of small pilots are more effective than the large consulting programs. During the pilots the next steps are designed. Always with the strategic goal in mind.

Lasting Change 

Lasting change needs to be carried out from within. This takes time. That’s why I commit myself for 1 to 3 years to have a lasting impact, together with professionals and the leadership team, on the transition.

Leader or consultant

I developed myself to a leader of professionals. That can be done as a managing director (for instance DNV GL, Ordina, TNO, VSL). That can also be done as a boardroom consultant (for instance TNO and many other clients during my KPMG consulting career). 

My pleasures

Organising special travels for family and friends, cycle racing, mountain biking, running, mountaineering, skiing, watching movies and reading. 

Family

Married with career woman (Marijke Kaptein), sons aged 26 and 28.

In short

Authentic and strategic mind, searching for new ways to further develop talents with the ambition to lead professionals in building more successful companies.