The investment committee was responsible for monitoring the assigned asset manager for the investment portfolios in equities, bonds, alternatives and cash, the tactical asset allocation decision for these asset classes within the strategic boundaries and advising the board on all investments matters of the foundation. The IC met at least 4 times a year either in person or viral and when needed more frequently.

On a project basis or ad interim at institutional organisations, judgement of investment proposals and/or processes, the selection of external managers or participating in the development of the strategic set-up at the client:- Giving workshops on asset management selection processes at institutional investors (April - May 2019)- At ASN Bank, a Dutch bank with a clear sustainable mission, I am functioning as an interim at the department of Investments:-- as Senior manager of the ASN Novib Microcredit fund (Oct 2014 - July 2016) and;-- as Senior manager of the ASN SRI Funds (global equities, bonds, small & midcaps and water & environmental funds) (Oct 2014 - Sept 2015 and July 2017 - Dec 2017). Quite unique in the Netherlands ASN Bank decided not to keep its license under AIFMD in 2014 but selected ACTIAM as its AIF manager. The transit to the new set up between the departments at ASN Bank and ACTIAM, with a clear interpretation of the new roles, is central to this assignment. Moreover, there is a close cooperation with the department for sustainable research at ASN Bank as the criteria of ASN limit the investable universe to a significant extent;- Some smaller assignments.

As an autodidact painter I create works inspired by my surroundings which are subjects that have touched my inner self, either based on landscapes or portraits. How to blend different images/techniques into one compelling structure has been a driving force throughout the years.I have had expositions at Maria Challioux (February 2009, 'Minimentaal'), the Faculty of Dentistry at the Radboud University of Nijmegen (March - June 2010) and other smaller venues.My works are in the possession of a number of collectioners.

On a project basis or ad interim at institutional organisations, judgement of investment proposals and/or processes, the selection of external managers or participating in the development of the strategic set-up at the client:- At ING Investment Management, functioned as an interim at the department of Strategic Advice (for pension funds and smaller insurers) to determine the optimal strategic allocation for clients and proposing strategic hedges. Bridging the period until the start of the new team and helping the new head of the team get started (2009);- For an American asset manager, I have assisted in the approach to attract mandates as a third party provider to the Dutch market;- From the end of 2009 I have associated myself with Avida International. Avida International is specialised in optimising the risk and investment management activities for institutional investors. Their clients are multinational organisations who seek to optimise their pension activities. Other clients include industry wide pension funds and institutions-- My expertise is used with the selection and/or procurement of fiduciary asset and/or risk management mandates for pension funds-- Furthermore, assisting in the gap analysis between the investment beliefs and the control structure at pension funds.This has led to more simple and cheaper fee structures for the fiduciary services;-- Continuously monitoring the developments at and qualities of fiduciary providers by being in contact with the providers; -- For international multi management organisations assess the qualities and advise on the possibilities and strategies to enter/service the Dutch fiduciary market in comparison to peers;-- Contributing to the acquisition of new clients.- Moreover I have contact with members of a number of investment advice committees of pension funds. On a case by case basis, I advise the members on the (allocation) proposals that are presented to the committee by the fiduciary provider.

My role was that of senior strategist. Together with the head of the department and two other senior colleagues I provided for the planning of the processes and projects at the department Strategy. I was responsible for the coordination and steering of the activities with regards to the field of defining and innovating the investment cases of the various mandates and the relationship with the Asset Management department within PGGM (amongst others by participating at the investment committee of the Asset management department). Because the biggest client had redefined its investment beliefs (more social responsible, more attention for fees and greater interpretability) this required for a number of important investment cases (e.g. social responsible investing in equities, hedge funds and private equity) to be revised. Together with other people in the team we assessed the cases.

As Head Fund Management I headed the team of four Fund Managers, part of the department Investments. The team, at the time, was responsible for the investment pools for participating pension funds (amongst others the 3 KLM pension funds). The activities of the Fund Management team consist of tactical asset allocation, selection, monitoring and if necessary firing of external managers for the various asset classes (equities, fixed income, real estate and alternatives). Moreover the team was responsible for derivates trades (currency and inflation hedges), cash management, bank selection and transition management. Moreover I participated in the governance platform Deminor on behalf of Blue Sky Group.

In this studio I organized small expositions of lesser known artists, amongst others shows of work by Edgar Del Canto from Chile, Peter Mayoh of the UK, Arjaan Eilander and last but not least myself. Moreover for the Rainbow foundation I held a special exposition of photo's made by drug addicts in 2000.

As portfoliomanager I was responsible for the allocation decisions and fund selection for MeesPierson Strategy, an umbrella fund of funds in equity and fixed income funds. Moreover I was portfoliomanager of the MeesPierson Specials Fund Real Estate, which combined listed real estate funds with unlisted private real estate vehicles. On top of that I advised a number of large Dutch foundations on their strategic asset allocation and with the selection of their external investment managers.

At the start of my career at MeesPierson the company was introducing a new investment process in which all advisers, asset managers and researchers were participating: a polder in itself. I helped in setting up the process and streamlining the steps ahead. During the next years the organisation grew due to M&A (especially the take over of Generale Bank) into an international Private Bank with an international investment process. While this construction was going on clients had to get an investment strategy, strategic profiles and tactical advice. Presentations were given (e.g. about the inttroduction of the euro etc). Markets were volatile, from the crisis in Emerging markets to the internet bonanza, followed by a collapse and the hit on the Twin towers on 9/11 and the subsequent recovery. I was responsible for determining allocation for clients and setting up standardized example equity portfolios for clients. I headed as head of Strategy a team of 4 people and as head of portfolio management 3 portfolio managers.

At the beginning of 1991 Rabobank and Robeco established a joint venture, called IRIS, to find out whether or not there was ground for future collaboration. In this joint venture all research activities were put together for the respective client groups, among others the economy/strategy department from Robeco. Shortly after I joined this team, fresh from University. As an economist I first focussed on Germany, which was an interesting case having just gone through the unification process. My first big success was to predict the interest rate cut by the Bundesbank in September 1992, which was a direct result of the break down of the EMS but was also necessary to keep the competitive position of Germany which had been eroded by unification. I broadened my experience with writing studies on Belgium, Sweden, Japan, South East Asia and Korea. Moreover I modelled interest rates and exchange rates on the basis of economic data and introduced capital flows into the models. I learned how investors at Robeco and clients from Rabobank used the inputs and learned about the invest processes;During 3 years the team regularly wrote a column in ESB (Economic Statistcal Messages);