I’ve spent my life at the intersection of technology and people.
First feeling it, then studying it, then creating 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 sticker book that came with a Slide-O-Scope. Slide a picture in, look through it, and the flat image suddenly had depth, room you could almost step into. On the table it was nothing. Through the viewer it opened up.
As a child I already sensed that one image on its own is flat, and that you need something more to see the depth in it. That stayed with me.
I started in festivals, music and live events. Lowlands. North Sea Jazz. GLOW Festival.
That world taught me what I still use every day: 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. No consultancy teaches that. You learn it standing in the crowd.
I don’t have to imagine the perspective of a director, a middle manager or a developer. I’ve stood in every layer of the ecosystem.
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.
That’s where the feeling became a way of seeing.
What I’ve done.
Enterprise transformation at Capgemini, BDO and in the CRM world. As Lead of the Agile Value Center in the Netherlands, I designed and led Adaptive Strategy Execution: a change initiative 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.
My roots are in customer experience and CRM. As a functional consultant I worked on user adoption: making sure the change actually held once the system went live. An early version of what I still care about most.
Selected from 450,000 colleagues worldwide into a global top talent programme. A Business Agility Catalyst, ICAgile-certified in enterprise coaching, and trained in Transformational Presence: the balance to the systemic work.
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. Three awards in 2025. Proof that making sense of technology travels, in any form.
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.
Whatever the form, a stage, a table, a full cycle, an essay: it’s the same work. Making sense of technology, through the stories we tell about it.
I read the technology, and the room it lands in.
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.