Netherlands
Most AR leaders talk to analysts about automation. I’ve actually built the teams, deployed the agents, and automated 40,000+ hours of manual work before ever picking up the phone with Gartner. That’s what makes my approach different. I’ve operated on both sides of the enterprise automation market — first as a practitioner who built a global Hyperautomation Center of Excellence from zero (23 FTE, 45 digital agents, RPA/AI/ML/iPaaS), then as the Analyst Relations leader responsible for positioning one of the market’s leading AI orchestration platforms across every major evaluation. At Workato, I ran concurrent Gartner and Forrester evaluations simultaneously, maintained a Leader position in the iPaaS Magic Quadrant, secured Visionary recognition in the Data Integration MQ, and engaged 45+ analysts across multiple firms — all while partnering directly with the CEO, CSO, CPO, CTO, and CMO to shape the company’s AI and agentic automation narrative. I don’t just understand analyst frameworks. I understand the technology, the buyer’s journey, and the real-world implementation challenges that determine whether a platform wins or loses in the market. Where I create value: → Translating complex AI and automation strategies into narratives that move analyst evaluations → Building executive-analyst engagement programs that drive measurable positioning outcomes → Bridging the gap between product, customers, and the market — because I’ve sat in all three seats → Operating at the intersection of enterprise automation, agentic AI, and competitive strategy I’m always interested in conversations about where enterprise automation is heading — especially at the intersection of AI agents, orchestration, and the evolving analyst landscape.
As Director of Analyst Relations at Workato, I lead strategic engagement with top industry analysts to shape how the market understands our platform, innovation, and vision. My role bridges Workato’s leadership in intelligent automation with influential voices across firms such as Gartner, Forrester, and IDC. Key areas of focus: *Strategic Analyst Engagement: Build long-term relationships with key analysts, ensuring accurate and consistent representation of Workato’s strengths and differentiation. * Thought Leadership: Develop tailored content, from briefings to whitepapers, that communicates our value proposition and customer impact. * Market Insight & Advocacy: Deliver actionable insights to internal teams, informed by analyst feedback, market trends, and competitive intelligence. * Cross-Functional Collaboration: Align AR efforts with product, marketing, and sales to support go-to-market strategy, demand generation, and roadmap validation. I’m passionate about automation and its role in transforming how organizations work—faster, smarter, and with greater strategic clarity.
Orchestrate global analyst relations strategy as the sole AR leader, positioning Workato—the enterprise AI orchestration and automation platform—across all major analyst firms and evaluation cycles. Managed 5 concurrent analyst evaluations, including 4 Gartner Magic Quadrants (iPaaS, BOAT, API Management, Data Integration) and the Forrester APO Landscape RFI, marking the most comprehensive evaluation cycle in company history. Sustained Leader position in Gartner MQ for iPaaS and secured Visionary recognition in the inaugural Gartner MQ for Data Integration. Engaged 45+ unique analysts from 7 firms (Gartner, Forrester, IDC, HFS Research, Constellation Research, and others), delivering over 10 briefings, 5 inquiry calls, and 3 Strategic Advisory Sessions within the first six months. Coordinated 15+ customer references across four simultaneous Gartner evaluations, expertly managing complex logistics and stakeholder relationships. Partnered with the full C-suite (CEO, CSO, CPO, CTO, CMO, CFO), Head of Research, and SVP Product Development to align messaging on Workato One, Enterprise MCP, and AI Agents strategy. Spearheaded Analyst Day at World of Workato (WOW) Las Vegas 2025, facilitating interactive analyst workshops and executive engagement sessions. Developed the 2026 analyst engagement roadmap, planning 41 touchpoints across the full evaluation cycle and positioning Workato in emerging categories, including Agentic Orchestration.
JBT Marel wants to be our customers' digital partner of choice. IT wants to be the partner of choice for the digital transformation of JBT Marel. IT fuels continuous improvements and seamlessly connects employees, organizational entities, partners, and customers across functions, industries, and geographies. We are launching a Center of Excellence for Automation (& user experience). Be the digital advisor and look for automation opportunities to digitalize our operations. Move to scaled agile and move ownership of the automation portfolio, roadmap, and budget to IT. Take a user experience approach (introduce design thinking). Insource competencies and capacity. Define the toolset and provide clear guidance. The Hyperautomation Center of Excellence's vision is that repetitive, manual tasks should no longer be necessary. Hyperautomation can deliver this continuous improvement in JBT Marel's customer and employee journey. It is our mission is to automate away as many hours of boring, repetitive tasks as possible! Hyperautomation is not just RPA. Business-driven Hyperautomation is a disciplined approach to rapidly identify, vet, and automate as many business and IT processes as possible. Hyperautomation involves the orchestrated use of multiple technologies, tools, or platforms. These include AI, machine learning, event-driven software architecture, robotic process automation (RPA), BPM/iBPMS, integration platform as a service (iPaaS), low code/no code tools, packaged software, and other types of decision, process, and task automation tools.
Established and directed JBT Marel's global Hyperautomation Center of Excellence from inception, expanding to 23 FTEs globally and defining governance, technology standards, and a use-case-driven delivery methodology. Deployed 45 digital agents, automating over 40,000 hours of manual work annually across both business and IT processes. Unified siloed teams (integration, low-code, RPA) into a cohesive Hyperautomation team, thereby eliminating redundancy and accelerating time-to-value. Pioneered the adoption of cutting-edge technologies, including Agentic AI, AI/ML, event-driven architecture, iPaaS, BPM/iBPMS, and low-code/no-code platforms. Contributed to enterprise IT strategy and digital transformation initiatives as a member of the IT Management Team. Oversaw ITSM operations, encompassing incident, problem, and change management; implemented ITIL processes; and governed Service Level Agreements (SLAs) with a focus on continuous improvement.
Served as the liaison between business and IT for the global services domain, managing demand governance, project portfolio, and business case development. Directed the domain's project portfolio from intake through delivery, ensuring alignment of IT investments with overarching business strategy. Led pre-studies and business case formulation in close collaboration with senior business stakeholders.
Functioned as the IT lead for the Health Systems Commercial Supply Chain, managing IT Business Analysts and advancing digital transformation in collaboration with WIPRO. Directed change management and demand governance for the Supply Chain Management (SCM) domain, aligning IT delivery with supply chain transformation objectives.
IT Business Partner for Group SCM at Philips HealthTech. - Representing IT in Group SCM Management Team - Demand management, stakeholder management - Driving Multi-Disciplenary IT Team
Continuous engagement with driving parties, e.g. PIL, Gemini, Architecture, Business Transformation, Market Leadership, Head of IT's and HR in order to align priority, timing, impact and expectations with respects to IT towards Markets.
As the IT Business Partner (ITBP) I serve as the primary business contact regarding IT for the Healthcare in APAC and I'm responsible for proper demand handling and adequate IT service delivery and satisfaction. I'm the bridging instance between Healthcare and IT functions ensuring that: 1. Business objectives are supported and enabled by IT (Projects and Programs) 2. IT works according to the expectations (Operational Excellence)