You know what needs to change.
Moving people is the harder part.
I work at the intersection of strategy and people, with executive teams, CHROs and leadership navigating transformation that only holds if the people move with it. The trusted, knowledgeable woman alongside you when it matters most.
Inside enough to
understand.
Outside enough
to stay honest.
The best of both worlds. Embedded like an interim, independent like a consultant. I work inside your reality, understanding the context, reading the dynamics, building real relationships with the people who need to move. And I stay far enough outside the politics that slow everything down to tell you what others will not.
With you, not for you. I carry the design, the structure and the shaping, so that load is off your plate and your energy goes where it actually moves things: the real conversations, the decisions, the people and your own growth as a leader. I do a lot. But the ownership stays with the people who have to live the change, because that is what makes it hold. The most lasting work leaves people more capable, not more dependent on me.
My engagements are long term. Not retainer long, but there when you need me long. Transformation does not follow a project plan. It moves in waves, stalls, resurfaces, needs different pressure at different moments. I stay close enough to know which moment it is.
"You want things to change around you. What's your part in it?"
Real transformation needs individual mindsets to shift alongside organisational structure. The formal side and the informal side move together or they do not move at all. Sometimes that means redesigning an operating model with an executive team. Sometimes it means sitting with one leader the week before the presentation that is keeping them up at night. The same work, at different range.
The strongest foundation is never cataloguing what is broken. It is understanding what is already working and building from there.
That is where I come in. I ask the question no one else in the room asks and tell you what people are thinking but not saying. And I stay close enough, long enough, to make sure it actually moves. Not just on paper, but where it counts.
Four things.
Always connected.
Target Operating Models
How the organisation works and how the people come through the change of it.A new strategy. A structure that grew over time and can no longer support where you need to go. The question is not just what the new model should look like. It is how you bring people through the ambiguity of transforming while still performing. I work on both with equal intensity: the design principles that make the model right, and the human approach that makes it land. With the people who have to make it work, not for them.
Culture & Transformation
How the culture moves, through the leaders who carry it.Every organisation has a list: ownership, accountability, collaboration, innovation, fun, trust, engagement, or something very much like it. The values are rarely the problem. The day to day behaviour is. The gap between what is said and what actually happens is where most culture programmes get lost. Real culture change starts with the leaders who have to run it: meeting them where they are, finding what they have already built and working from there. Equipping them and the informal leaders around them to lead change in a way that makes people feel seen, heard and understood. Not because that is the nice thing to do. Because people who do not feel that way simply do not move.
Leadership & Teams
How the people lead, in the business reality they are leading in.Leadership is rarely about skills. It is about identity: who you are in the room, how you show up under pressure, whether you can let go enough to let others lead. I work with executive teams, with leaders stepping up to lead other leaders, and with individuals in the thick of their day to day: the leader who needs to know their content cold before they feel safe in the room, the one who goes quiet when they cannot contribute, the specialist leading a room of equals. Always close, always personal. I draw on what fits the person in front of me, from Insights Discovery and NLP to the work of Brené Brown and others, because the right method depends entirely on the right person.
My work is to make the hard, human part of leadership feel possible and owned. I bring the structure and the courage, you do the thing you have been avoiding, and what comes out is yours. Because how you lead is not a technique. It is who you want to be.
Expert Leadership
When the expert becomes the leader, with no playbook for the human part.You built your career on being the best at what you do. Now you are expected to lead, and that is a completely different craft. Not a role you trained for, but one that matters enormously. I work with specialists navigating that shift: medical professionals, architects, engineers and others for whom leadership was never the plan but is now the reality. Often there are no direct reports, only peers, colleagues and the weight of your expertise, which makes influence and intention everything. Practical, personal and focused on one question: who do you want to be as a leader, and how do you show up that way every day. For the programme and workshop work I often partner with Jurko van Veenendaal, bringing complementary expertise to the room.
The work grows
because the trust grows.
Agri-food
Digital Commerce
Industrial
Medical · Hospital
Biotech
I understand the pressure you are under.
And I bring a fair view to it.
Most of my days are spent with people who show up again and again, doing their best to make a difference, in all kinds of environments and around all kinds of themes. What I see, almost everywhere, is how much it helps when those people have someone to trust. Someone to spar with when they get stuck or start to doubt. Someone who sees the potential in them that they sometimes cannot see in themselves.
That is what Fairview has been about for nearly ten years: a fair, honest view, a bit of light, and the belief that people and teams can go further than they think. Close to the people who carry the change, every day.
That belief is built on real ground. Before Fairview, I spent 15 years inside Philips Healthcare, from Global HR Manager to Director Business Transformation, Director Global Marketing, Senior Director Customer Service & Business Development, and finally Senior Director Global Culture & Transformation, reporting into the Executive Committee. 600+ change leaders built and mobilised. Top 200 executives aligned during major strategic shifts.
Before that, as Commercial Director at De Meeuw, I led a 30 person team through a near bankruptcy and into a recovery that delivered double digit growth. That is where I learned that commercial accountability and culture change are not separate things, and what it feels like to be responsible for outcomes, not just to advise on them.