Bij Ecosofie Academy helpen we mensen die positief willen bijdragen aan de duurzaamheidstransitie door hen te helpen onderzoeken hoe ze vanuit hun werk daar een grotere rol in kunnen spelen. In ons trainingsprogramma Duurzame Ambitie (naar het gelijknamige boek) helpen we deelnemers te onderzoeken of ze de 80.000 uur die een gemiddelde carrière telt wel optimaal benutten om duurzaamheid te bevorderen en helpen we hen om tot concrete acties met impact te komen.

At FranklinCovey, we transform organizations by building exceptional leaders, teams, and cultures that get results. When organizations partner with us, their people change behavior—both individually and collectively—in ways that have a dramatic impact. Our content, based on timeless principles of human effectiveness, is designed to help people change both their mindsets and their behavior. It is combined with a team of experts, a dynamic behavior change platform, and key metrics that deliver exceptional results again and again.

I help others to become better leaders: get more in control of your own career, become a better manager or make great strides in making your organization more sustainable.Mainly, I provide leadership training in business, most frequently in my capacity as senior trainer at FranklinCovey Benelux and as the head trainer at Ecosofie Academy.Additionally, I have my own coaching practice where I help professionals and leaders to become a better version of themselves. Finally I've written three books (all in Dutch): Is dit het nou?, Helemaal naar de meditering en Duurzame ambitie. I also give keynote speeches about the themes of my books.

In order to create sustainable organizations, we should fundamentally change the way in which we perceive employment. To do this, society needs Vital Leaders. Leaders who create healthy corporate cultures that, in turn, yield higher levels of engagement, performance and sustainable employment. To achieve this, managers undergo group training and personal coaching as part of our Vital Leadership program. This shows them how to improve their own vitality and how to encourage their employees to do the same.

During this period I have trained both external organizations (e.g. VDL-ETG and Rabobank) and internal ORMIT-trainees in a workshop called Personal Leadership and Energy that I had developed myself. In the workshop I took people in an interactive fashion along four dimensions of energy: PQ, EQ, IQ and SQ. The aim of the workshop was to make people more conscious of the influence they have on their own energy levels in work and life. The most common feedback I got was that it was inspirational, activating and mind shifting and people reported to start changing al kinds of small things in daily life and work. (This training is still available, since I offer it now as a self-employed trainer. See my current job.)For more information on the workshop at ORMIT (in Dutch) see bit.ly/ormitenergie.

In the two year Multicompany Program I was assigned different projects at a diverse range of organisations within the participant network of ORMIT. Besides the projects I receivied an intensive development program that was made up of training, coaching and group intervision. In these two years and a half years I have greatly developed my professional competences and reached new levels in personal leadership. During this traineeship I did projects with RDW, ASML, GVB and with the Consultancy Department of ORMIT. Take a look at the job entries for these projects here in my profile, below this entry.

In a very short time span of only two and a half months I developed a Vehicle Plan for Activa B.V. within GVB. This plan translated the objectives that GVB had toward the future from a transportation perspective into different scenario's that could materialize and clear choices that had to be made.To achieve this task I gathered information from different stakeholders within the organization and drew up a conceptual map to create some order in the complexity of the many parameters that had to be taken into account. I created a model to work out scenario's and to calculate costs. Finally I aligned the gathered information into a clear visual presentation to inform different decision makers like the board of management (CEO, CFO and COO).

In this assignment I was the right hand of the Product Cluster Manager (PCM) and I supported him and his nine project leaders (PL's). My tasks were creating and updating plans, progress sheets, performance sheets, financial overviews and risk registers, being present and proactively steering at weekly meetings between the PCM and the PL's, supporting the PCM and the PL's during the Progress Reviews that occured every six weeks and during the bi-annual Rolling Financial Forecast and executing different ad hoc actions after escalations in the line. Next to my operational tasks I also executed a project where I investigated the efficiency and effectiveness of the tasks and activities that the Cluster Planners performed and to see where an improvement could be made. I did this by interviewing colleague Cluster Planners, organizing workshops and working the findings out into improvement proposals.

At the RDW I ran a project at the department that acts as the Type Approval Authority for vehicles in The Netherlands. Here Type Approvals are granted and surveillance is done at manufacturers to check the compliance of their processes. For these activities I developed and implemented an IT solution that tracks the history of manufacturers and that can calculate risks in order to prioritize surveillance tasks. To come to this end result I made an analysis of the primary process at the department and of the legislation that drives this, I invented a new concept to deal with risk, I researched the IT landscape within the company to find an IT option to realise this concept, I interviewed the future users to get needs and wishes on the table, I translated these needs and wishes into software requirements, I drove the IT development with regard to time, scope and budget and finally I implemented the software program within the department by giving regular updates during the development and by coaching and training the users when the software became available.Two years later the software is still intensely used at the department and the inital design and functionality have proven to be a great basis to elaborate on with new upgrades and patches.

This organization is founded by Michael Braungart, one of the two inventors of the Cradle to Cradle® (C2C) concept, and aims to get these principles implemented by doing scientific research, consultancy and certification. My responsibility was supporting and managing the C2C project at the bed and mattress manufacturer Auping and to do the moderation of C2C trainings.

At this metal trading company I worked on a project where metal slag had to be recycled to directly salable metal. To this end I focussed on technological solutions that were needed for the separation of metals and on business issues concerning market, logistics, costs and benefits.

It was my responsibility as a letter writer to create personalised job application cover letters and resumes. By putting myself in the situation of the client, and researching the vacancy for which he or she was applying, I was able to write high quality job application letters which significantly improved the client’s prospect of an invitation to an interview.

It was my responsibility to lead the nine headed board of the student rowing club Gyas, which consists of over 700 members and a few thousands of ex-members. Every year a number of Gyas´ rowers qualify to compete in the international top of the rowing world. In 2004 a silver medal was won at the Olympic Games, in 2007 a member of Gyas became World Champion and in 2008 three members competed at the Olympics Games. It was my job to represent the club both internally as externally and to make sure my fellow board members would perform optimally in their jobs.