I’ve spent my life at the intersection of technology and people. First feeling it, then studying it, then making meaning with it.
It started at home.
My father always brought home the newest gadgets. A buzzer. ICQ. MSN. My childhood was full of technology that was new, and people figuring out what to do with it.
My brother had a Turtles sticker book. Flat pictures, until you looked at them the right way, and suddenly there was depth, room you could almost step into. On the table it was nothing. Seen the right way, it opened up.
As a child I already sensed that one image on its own is flat, and that you need more than one way of looking to see the depth in it. That stayed with me.
I started in festivals, music and live events. Lowlands. North Sea Jazz. GLOW Festival.
I studied business economics, specialising in international events, music and entertainment, and graduated summa cum laude. The rest I learned standing in the crowd: how to build an experience that moves people, how to read a room, how to feel what a crowd needs before they know it themselves. Years later I recognised the same dynamics inside organisations: what moves a crowd is what drives, or blocks, the adoption of a new way of working. No consultancy teaches that.
Then I started asking why.
Working at a Future Media Lab, one question kept surfacing: why do we deal with technology the way we do? I studied it as a media archaeologist, looking at how every new technology echoes patterns from the ones that came before it.
My master’s research took me inside Microsoft, and became a thesis on what actually beats at the heart of the machine at work: its pulse, and the human complexity around it. It showed me what I still see today: every new technology arrives with a myth, and adoption doesn’t happen overnight. It happens in conversations, at its own rhythm.
That’s where the feeling became a way of seeing.
What I’ve done.From the team to the board.
At an international IT services company, as transformation lead in the Netherlands, I designed and led Adaptive Strategy Execution: one strategy carried across marketing, HR, sales and delivery. Kicked off with 250 leaders, run by 24 multidisciplinary teams, with four C-level sponsors. Recognised by the Agile Business Consortium.
At an advisory firm’s digital division, in the middle of a crisis with 1,700 open tickets, I led 30 people and coached 15 teams. In two years engagement rose from 6 to 8, long-term absence fell by 4%, and the culture moved from top-down to shared leadership.
My roots are in customer experience and CRM. As a functional consultant I worked on user adoption, and later, as practice manager, I helped sales teams get real results from their systems. Making sure the change holds once the system goes live is still what I care about most.
As partner manager for technology partners such as Salesforce and ServiceNow, I worked between the product companies, the consultancy and the client. I know how each side sees the same technology, and where their interests meet, and where they don’t.
Selected from 450,000 colleagues worldwide into a global top talent programme. A Business Agility Catalyst, a certified Expert in Enterprise Coaching (ICAgile), and trained in Transformational Presence, which helps me create the kind of safety in which people say out loud what usually stays in the corridor.
For two years I co-hosted Realities Remixed, an international technology podcast: C-level conversations with global leaders and experts. It grew to over half a million subscribers in more than 150 countries, with three awards in 2025.
I don’t have to imagine the perspective of a developer, a manager, a sales team or a technology partner. I’ve worked in those layers myself, and alongside the board.
What technology is worth.
Often enough I stood there, felt what was happening, and said nothing. Over time I learned to name it, however uncomfortable, and naming it opened the conversation, again and again. That’s what I bring now. Not just what a technology does, but what it’s worth and what it costs. How it gets built into a strategy, and the talent that takes. I’m drawn to the promise of AI, of quantum, the way I’ve always been drawn to every promise before them. Each one arrives certain it’s different. The patterns rarely are.
The seams are where I work.
Most people who do this work come from one place: the strategy, or the technology, or the people. I came through all of them, over years. Reading festival crowds, studying how we live with technology, leading transformations, hosting the conversations. And underneath it, one habit kept growing: learning to see the whole system, not the parts.
That’s what lets me work on the seams where technology, strategy and people meet, the places where most things actually get stuck. Over the years that way of looking got a name: Signal Seeking. Reading the signals on every side at once, through the technology moving through them.
Whatever the form, a stage, a table, a cycle: it’s the same work. Making sense of technology, through the stories we tell about it.
How Signal Seeking works →The question that drives everything.
Technology is making a leap so large that it asks for an equal leap in how we lead: leaders who can work with uncertainty and complexity instead of trying to control everything. Those two movements are really one.