Perspective shaped from inside the change.
I am a strategist, executive and adviser working at the intersection of business, technology and transformation.
My work has taken me from data science and technology to strategy, innovation and executive leadership. Often in environments where established business models, new technology and organisational reality collide.
Omniscend brings those perspectives together: helping leaders understand what is changing, determine what it means for their organisation and make choices that can actually be executed.
Not advising from the sidelines.
Alongside Omniscend, I serve as Pioneer of Strategy, Governance & Innovation at Univé Dichtbij. The role combines responsibility for strategic direction, governance and innovation with the realities of leading change inside an established organisation.
That matters to how I advise. Strategy looks different when you are accountable not only for the idea, but also for the people, governance, economics and execution behind it.
My advisory work is therefore deliberately selective. I work directly with CEOs, owners and boards on questions where an external perspective can materially sharpen the choices in front of them.
Three perspectives. One practice.
Operator
Executive responsibility keeps strategy grounded in organisational reality: decisions, trade-offs, people, governance and execution.
Advisor
Omniscend creates the space to step outside the organisation, challenge assumptions and examine consequential choices with independence and strategic depth.
Educator
Teaching and executive dialogue force ideas to become clear, rigorous and transferable — and expose thinking to perspectives from leaders across organisations.
My Story
A career across technology, transformation and leadership.
My perspective was built across roles that rarely sit in the same career path.
Data & technology
I started as an applied statistician and data scientist, developing a rigorous way of looking at evidence, uncertainty and complex systems.
Innovation & digital transformation
At APG, my work expanded from data and technology into innovation, digital propositions, architecture and major transformation programmes in financial services.
Strategy & business
Later roles brought technology increasingly close to commercial strategy, propositions, customers and operating-model choices — including leadership responsibility across pensions, capital and financial services.
Executive leadership
Today, those strands come together in executive responsibility for strategy, governance and innovation, alongside selective advisory work through Omniscend.
Technology is rarely the real question.
New technology is often where the conversation starts. It is rarely where the strategic question ends. I look at technological change through the consequences it creates across the organisation:
Technology → Economics → Business model → Customer → Operating model → People → Governance → Execution
The value is not in predicting technology for its own sake. It is in understanding where advantage moves, what becomes possible, what becomes obsolete and what leaders should do differently as a result.
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Digital Marketing
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Technology Solutions
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Data Analytics
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Deep roots in financial services. A wider strategic lens.
Much of my experience has been built in financial services — an industry where regulation, technology, capital, customer trust and complex operating models continuously intersect.
That experience provides a strong foundation, but Omniscend is not defined by one sector. The underlying questions increasingly affect organisations everywhere: what changes when intelligence becomes abundant, technology accelerates and established assumptions no longer hold?