Systems Engineering, strategy, innovation — at the same time.

Checking, improving and structuring eisensets for completeness, consistency and quality. Applying SE to safeguard the through-line and logic. Organising and facilitating sessions for the multidisciplinary teams that have to live with the result.

Coordinating the her-eiking of failure definitions inside the A15 MaVa contract. Supporting the contract manager on process and substance. Capturing, structuring and managing documentation in Relatics (GRIP). Translating dry contract language into something the project team can actually act on.

Supporting the strategic mobility vision for 2050. Organising and facilitating participation sessions with entrepreneurs and the municipality. Building and stress-testing scenarios. Translating what we hear into a besliskaart that gives the team a real way to decide about the future.

Wrote an asset management plan and accompanying checklist against NEN-ISO 55000/55001. Worked out best practices for setting up and improving asset management processes — focused on structure, coherence and actual applicability inside Schiphol's operating reality.

Co-facilitating inleidende and verdiepende SE courses for client teams. Internally helping position the DBG Academy as a leading knowledge institute for Systems Engineering in the sector. Genuine workshop work — preparing, holding the room, giving feedback that lands.

Setting up AI pilots inside DBG and exploring innovative use inside client projects. The work isn't "deploy a chatbot" — it's finding the places where AI genuinely makes consulting work smarter, faster and more future-proof, and getting people who don't read AI papers to try it on Monday.

Facilitating energy games for VNG, gemeenten and RES-regio's. Designed to give municipal teams real insight into the energy system, decision-making and collaboration on complex transition questions. This is the side of the energy transition where a well-run room moves a region.

Built a multi-objective optimisation model in Python for energy cooperatives. Analysed how different design and steering strategies trade off cost, sustainability and grid impact. Sat in real client meetings and contributed to strategic questions in the energy sector. The thesis itself was graded well above average; the work mattered more than the grade.

Ran workshops and gave targeted feedback to 160 master students on the Complex Systems Engineering course. Supporting people to structure and solve complex problems from a mission-driven perspective — which is also the best possible drill in doing it yourself.

Supported the founder with a recruitment campaign — attracting and selecting senior technical staff. A small role on paper, but it taught me how to read people quickly under commercial pressure.

Started providing COVID-19 information; grew into an advisory role for complex, edge-case situations. Six months of hard public-health practice — lots of strangers, hard conversations, urgent decisions. It made the eventual jump into stakeholder facilitation feel like familiar territory.

From age 18 to 25 I worked at Ozlines as an instructor, then manager. Surf lessons for every level and age. Organised summer camps and group activities for up to 80 deelnemers at a time. This is where I learned to read a group, improvise, hold responsibility while the conditions kept shifting — and where I learned that good atmosphere is half the job, always.