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Examples
Examples of previous work
Within Oliver Valves / NRG Circles I was responsible for, among other things, supervising and coaching colleagues in the transition to a self-managing organization (according to the 'Holacracy' model, certified practitioner). Holacracy is a way in which the traditional hierarchy ('management') is replaced by a clear set of 'rules of the game' and autonomously fulfilled roles based on the purpose & needs of the organization, personal qualities and interests. In parallel, I was closely involved in the process of cultural transition in which core values, mission and vision were more clearly defined and implemented.
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Fontys University of Applied Sciences asked me to coach a group of bachelor students for a number of months that where in the process of starting their own business. My coaching consisted of (1) personal guidance and mentorship; Why do you want to become an entrepeneur? What is entrepreneurship for you? And what do you want to achieve? As well as (2) business guidance; what kind of product/service will you offer? How do you distinguish yourself within the market? What will be the business model? How do you bring it to the market? And how do you ensure that you can continue to do this successfully throughout your working life? A very interesting group of people that is really at the start of their entrepreneurship-journey. Lots of passion and enthusiasm. I found the combination of coaching of the ‘soft’ as well as the ‘hard’ side of business really fun, useful, rewarding and meaningful.
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Commissioned by Ormit Nederland, I carried out three projects for the Dutch Tax Authorities, supplemented by a program focused on leadership, strategy and management development. From managing a project within a department  (100 FTE) that was undergoing major changes and restructuring; successfully implemented an intake process involving stakeholders from all disciplines. The result: the ability to approach issues in a multidisciplinary way, adding more value to internal customers and working together more efficiently. LAter, I was the team leader of a service-team of 9 people with strategic responsibility in relation to Labor, Health and Welfare within the Tax Authorities. In addition, an optimization was carried out within the Dutch Tax Service Center with the result that the various branches and locations could make more efficient use of their resources.
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For the Agfa HealthCare Board of Directors, I carried out a strategic exploration and drawn up a plan with the aim of paying more attention to their innovation pipeline and achieving better and more structural results. It concerned an internal investigation through interviews with VPs, C-level management and an analysis of the existing processes and challenges, external investigation through discussions with parties that could serve as positive examples (including Johnson & Johnson, Barco, Alcatel Lucent, Google) and a study of 'best practices' and relevant models. Recommendations have been successfully adopted and implemented within the Agfa HealthCare organization.
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