Fifteen years of practice. Three earlier careers worth learning from. Based in Utrecht, working internationally.
I began in clinical psychology, moved through two decades of organisational work, and came to systemic consulting by the longer road. Before this practice, I led people programs at two different scale-ups, served on the board of a family-owned manufacturing company through its succession, and spent four years in a research fellowship on group dynamics at the Tavistock Institute in London.
The through-line across all of it has been an interest in what actually changes when an organisation changes — and what doesn't, despite everyone's best efforts. That question, carried honestly, is what brought me to the work I do now.
Most of the craft is learned in supervision and practice, which never ends. For the reader who wants formal qualifications:
I don't publish a client list. The nature of the work requires more discretion than that. A partial picture of who I work with: founders of companies between 20 and 800 people; CEOs of family-owned firms through generational transition; partners at investment firms thinking through succession; occasional executive teams at public companies, usually through a moment of change.
I am selective about engagements, not for scarcity's sake, but because the work only works when there is fit on both sides.