The Randstad, Netherlands
I turn strategic direction into lasting change. My work lives on guiding organisations where to go, and then actually get there. I cut through complexity to bring clarity and transparency, being architect of strategy, strategic portfolio priorities and governance with the executor through strategic portfoliomanagement, M&A, integration and value creation. I am most effective when direction needs to be reset, execution needs to be sharpened, and leadership needs to be aligned around a shared agenda. Colleagues describe me as a connector and curious thinker: someone who builds trust, creates commitment and knows when to zoom out to see the full picture and when to zoom in to get things done. At PostNL, as Director Group Strategy and M&A (CSO), I set the group's strategic direction, built its integrated strategy capability, drove the ESG agenda, and embedded a lasting change in how the Board and Executive Committee make decisions and allocate capital and capacity through strategic portfoliomanagement governance. As Divisional Board Member (Strategy) for Parcels, I set direction to maintain market leadership in the Netherlands, with the highest customer and consumer NPS in the sector. Earlier at PostNL, I owned complete M&A deal lifecycles, including stepping in as integration executive to bring an acquired business fully into the group within four months while resolving a going-concern challenge. My executive career is grounded in 15 years at Deloitte across Transaction Services and Corporate Finance, including five years building and leading Deloitte's Corporate Finance practice in East Africa, growing revenues tenfold and the team from 5 to 25 professionals. What I bring is rare: the financial foundation of a Chartered Accountant (RA), the deal and integration craft of an M&A leader, and the human leadership that moves senior teams from resistance to genuine commitment, which is where my deepest energy lies. My next role requires strategy, transformation, M&A and value creation to come together, with clear ownership and mandate to lead realisation and results. This can be in a PE-backed platform or a complex corporate transformation. I care that both the role and the company carry genuine societal relevance. In parallel, I am participating in the Nyenrode Supervisory Board Programme (Commissarissencyclus) to extend my experience into non-executive roles. Currently sharpening where to put my experience to bring value. Open to conversations to explore where that fits, also in the non-executive context.
Led the group-wide strategy, M&A and ESG agenda for PostNL, reporting directly to the CEO and working closely with the Executive Committee and Supervisory Board. Responsible for corporate and business strategy, ESG strategy, pricing strategy and strategic portfolio management, with a clear focus on translating long-term direction into executable roadmaps. Set and aligned long-term strategic objectives and priorities across the organisation, strengthening governance, focus and accountability at enterprise level. Played a central role in shaping PostNL's strategic narrative, ensuring coherence between strategy, capital allocation, portfolio choices and execution. Built and led an integrated group strategy capability — combining strategic planning, ESG, pricing intelligence, portfolio management and M&A into one coherent framework — enabling a shift from fragmented initiatives to a more disciplined, fact-based approach to prioritisation and decision-making. Guided the development of a new corporate strategy with a transformation agenda targeting €175M normalised EBIT by 2028, anchoring the organisation's long-term direction through a period of significant leadership transition. Acted as strategic sparring partner to the CEO and Executive Committee on major transformation topics, ESG integration, long-term value creation and M&A. Contributed to improved transparency, alignment and execution effectiveness across a complex and rapidly changing environment. Key achievements include: PostNL ranked #1 in the Dow Jones Sustainability Index for its sector; science-based climate targets approved and integrated into the strategic framework; strategic portfolio management established as a company-wide discipline. Following the successful delivery of the above, my role at PostNL came to an end per April 2026 and opened to room for transitioning to a next step in my career.
Led strategy and execution for PostNL's Parcels division as a member of the divisional board, balancing P&L trade-offs across growth, capacity and cost to serve during accelerated volume growth Drove strategic focus and execution discipline across complex, fast-changing e-commerce environment, strengthening the division's competitive positioning against both domestic and international players Developed strategic scenarios and execution roadmaps; mobilised cross-functional teams across commercial, logistics, network, sustainability and innovation workstreams Embedded sustainability and operational excellence as structural strategy elements, balancing growth with efficiency and long-term value creation
Statutory Director Postkantoren B.V. (2017–2018 - PostNL/ING joint venture and shareholder of Bruna), and Supervisory Board of Bruna (book and convenience retail stores) Prepared extensively for the Sandd acquisition opportunity, both transaction preparation and dealmaking and post-merger integration planning Responsible for all M&A activities, full cycle, transforming the corporate portfolio, with multiple divestments and early stage (minority) investments as well as committing PostNL capital to a VC fund Conducted strategic projects to redefine corporate portfolio through scenario analysis and financial modelling; executive-level decision support
Appointed CFO immediately post-acquisition, held concurrently with M&A Director role; end-to-end responsibility for financial stability, governance, IT, legal and facilities in a business facing acute continuity risks. Resolved a complex going-concern dilemma under acute time pressure, while simultaneously leading integration preparation resulting in full integration within four months Led full integration into PostNL across financial, operational, IT and legal workstreams and subsequent dismantling of operations, covering relationships and decision-making processes (e.g. works councils)
Buy- and sell side assistance, predominantly due diligence and related services Expertise through the private equity investment cycle, worked with many international private equity clients and investment funds, mainly in relation to due diligence services. Broad industry knowledge with favored industries being TMT, Consumer Business/FMCG and manufacturing.
I built and headed the Corporate Finance team in East Africa, covering Kenya, Uganda, Ethiopia, Tanzania, Rwanda and Burundi. In those years the practice expanded from 5 to 25 professionals and was recognised as a preferred provider of M&A related services (M&A initiation to implementation services, due diligence services, forecast reviews/ independent business reviews (IBR), business valuations), and developing to become transaction advisor in the upcoming infrastructure development (bridges, roads, rails and ports) in the region. As head of the Corporate Finance team I have enhanced my managerial, business development and HR skills. The wide ranges of services has strengthened my M&A technical skills. Additionally, I have developed emerging markets experience and more specifically a deep understanding of doing business in Africa.
Leading complex due diligence transaction mandates for corporates and various private equity clients across multiple sectors, specifically retail and TMT Developed broad, cross-sector financial expertise that enables engaging credibly across industries
Sabbatical leave - Travelled from St Petersburg through Moscow to Mongolia, China, Hongkong, Vietnam, Cambodia, Thailand, Mexico, Beliz, Guatemala, Ecuador, Peru, Bolivia, Chili and Argentina. Exploring cultures and develop Spanish skills