Arnhem-Nijmegen Region
Good technology in a complex organisation doesn't start with software. It starts with understanding how the people who use it actually think and work. I started my career as a scientist: PhD in plant genomics, hands-on work in the lab and the field. Over time I moved into technology: software delivery, data platforms, digital transformation. Having spent years on both sides of that gap is what shapes how I lead today. It's easier to build systems that fit a domain when you've actually worked in one. Right now I lead four teams at Hendrix Genetics, around 30 people in total, covering Business Applications, Data Platform & BI, Application Development & Integration, and Genetic Platform Engineering. Together we build and maintain the digital capabilities that R&D, science and business teams depend on. My job is to set direction, develop managers, align with stakeholders and make sure technology doesn't just get delivered. It gets used. That last part is where most IT efforts fall short. It's where I spend a lot of my energy. I'm drawn to organisations where domain knowledge is deep, where data genuinely matters, and where there's real work to do in closing the gap between what scientists and specialists need and what technology delivers. That's the space I know well, and one I enjoy working in. My leadership development includes programmes at HEC Paris School of Management, Vlerick Business School and Hofstede Insights.
I lead four teams at Hendrix Genetics, around 30 people in total, covering Business Applications, Data Platform & BI, Application Development & Integration, and Genetic Platform Engineering. Together we support the digital capabilities that R&D, science and business teams depend on. A large part of my work is connecting people: domain experts, scientists, business leaders, product owners, developers, data specialists and external partners. The challenge isn't just building systems. It's making sure they solve the right problems and actually get used. That requires a lot of listening before any decisions get made. Increasingly this includes laying the groundwork for practical AI: reliable data platforms, integrated applications, BI and analytics, and concrete use cases that help teams make better-informed decisions. Not AI for its own sake, but where it genuinely adds something. My application portfolio spans the core business and breeding application landscape, including ERP (Dynamics 365), production management, breeding applications, reporting, integration solutions, and the data and application services needed to enable and support them. What I focus on: → Setting direction and aligning priorities with business and R&D stakeholders → Coaching managers and developing multidisciplinary teams → Application portfolio management → Data platforms, BI and analytics (Azure) → Application integrations and modernization → Agile ways of working → Digital transformation in science-driven organizations
I managed a software development and support team of 12 people responsible for applications used across R&D, science and breeding-related processes. The team built, implemented and supported a broad portfolio of applications that enabled data-driven ways of working. That required close collaboration with scientists, domain specialists, R&D leaders, IT colleagues and business stakeholders every day. Understanding what people actually needed always came before deciding what to build. During this period we significantly increased adoption of digital tools, delivered a substantial number of new capabilities, and improved the speed and resilience of core breeding systems. We moved from a primarily reactive mode to structured delivery, which was a meaningful shift for both the team and the people we served. What I focused on: → Managing a 12-person software development and support team → Delivery and support of Oracle-based applications for R&D and business processes → Translating scientific and business requirements into practical digital solutions → Adoption and continuous improvement of applications across the organisation → Building team capabilities in software delivery, stakeholder management and portfolio execution
I managed a portfolio of technology projects at the intersection of science, data management and IT, covering software development, data management and the global rollout of digital solutions. This was the role where I made the shift from science into technology leadership. Working with scientists, IT teams and business stakeholders to define priorities, manage delivery and support adoption gave me a solid foundation in translating complex domain knowledge into practical digital solutions. It also taught me that the technical part is rarely the hardest part. During this period several new applications were implemented, processes were standardised across teams, and the digital support for core operations became more structured and consistent. What I focused on: → Managing a portfolio of technology and data management projects → Leading a small team operating at the intersection of science and IT → Global implementation of digital solutions across multiple locations → Defining needs and managing delivery with scientific and business stakeholders → Standardising and improving digital support for core operations
I worked in molecular breeding and plant biotechnology, leading scientific projects while also helping colleagues around the world implement new digital tools. One moment from this period I keep coming back to: I was the first in the company to select parent lines for a new variety based entirely on data, without physically seeing the plants. The decision was made purely on genomic and breeding data. It worked. It was an early, concrete proof that data-driven decision making wasn't just a concept, and it's one of the things that set me on the path toward technology leadership. That combination of scientific work and digital adoption turned out to matter a lot. Understanding the domain, the workflows and what specialists actually deal with day to day gave me a foundation that still shapes how I lead technology teams. You build better systems when you've sat on the other side of them. What I focused on: → Leading scientific and biotechnology projects → Applying scientific knowledge in practical, data-driven workflows → Supporting colleagues worldwide with implementation and adoption of digital tools → Building the domain expertise that would later inform my approach to technology leadership