Rapid Circle Advisory supports customers during their Digital Transformation by drafting a Cloud Strategy and by implementing Cloud Governance in such a way that they can realise that new Business Model by which they can serve their customers better, faster, in a more flexible and innovative way in order to stay relevant and be competitive in an ever changing environment. Together with our Rapid Circle colleagues we change the way People work by implementing new Processes and enabling them to make use of new Technology to accelerate innovation and create more business value. Together we help our customers to achieve what's next.

Weolcan supports organisations with Cloud Strategy and Cloud Governance (People & Processes) in order to accelerate innovation and create more business value. To do so we have developed the Weolcan Cloud Governance Framework by which we can guide our customers along The Weolcan Way to become a Digital Enterprise.We offer consultancy services to develop a Digital or Cloud Strategy and, as a first step on that journey, we deliver a Cloud Architecture, a Business Case and a Roadmap. As soon as the Cloud Strategy has been agreed upon we can work on a Cloud Sourcing Strategy and/or write the RFP accordingly.During the implementation of the Cloud Strategy we can help to implement Cloud Governance as neccessary and we support our customer to change their IT Operations into a Cloud Operations organisation Depending the needs of the customer we can select the right Cloud Solutions for DevOps Automation and Continuous Delivery, Cloud Management Platform, API Gateways as well as Enterprise PaaS solutions to be implemented on top of the automated IaaS platforms. In short: we automate the automation. Finally we offer our Cloud Services to implement, maintain and support the various (multi-)cloud tools to unburden our customers of the IT Operations tasks so they can concentrate on what really matters: innovation and creating business value.By the customers we have, the projects we run and the difference we make, we are an exciting employer for the best people in our market.

In this new role I was responsible for Sales Enablement and Training & Education of the Verizon Cloud Specialists in Europe as well as Business Development for the Cloud proposition of Verizon. In close cooperation with Product Management teams in US we organised product launches, sales campaigns and training sessions. In my Business Development role I delivered Cloud presentations at Cloud Events accross Europe and led various round-table sessions and Cloud Workshops for C-level participants. I'm appreciated for my vision, strategic insights and knowlegde about the possibilities of the Cloud to accelerate innovation and to create value for the business.

The SaaS~Cloud Network is a program within Nederland~ICT to bring together various Cloud providers to learn from each other, do market research and to promote the business model of on-demand Services over the internet. By becoming part of the Nederland~ICT organisation we managed to also get the big ISV's involved in our activities and to leverage the contacts of Nederland~ICT to organise meetings and get influencial people from the industry, government and politicians to do key-notes and panel discussions. For many years the SaaS~Cloud Network and its predecessor the ASP Forum have been the driving force behind the growing Cloud business in The Netherlands.

After the merger between Apcare and PINS the company continued under the PINS brand. Jan Willem des Tombe became the new CEO of PINS Group and I took the commercial lead. PINS already had a strong focus on growing by M&A and based upon that strategy we were able to attract VC capital in 2009. As a result of this we merged again by the end of 2010 with IS in Purmerend. By that time there were too many captains on board and the company slowly moved away from my initial strategy to become a Managed Hosting Provider, offering added value and become a niche player for specific market segments. Instead, the newly formed IS Group became a generic player in the hosting market. Time for me to move on and expand my horizons. By the end of 2010 I left the company and two months later I was hunted by Verizon to help built their European sales overlay organisation for Cloud. The reason to join a telco again (something I had told myself never to do again) was the fact that Verizon was going to acquire Terremark, my biggest competitor in the Dutch market and a hosting provider of undisputed reputation.

The ASP Forum Netherlands started in 2001 with the aim to bring together the new players in the new market of online software and services to learn from each other, do market research and to promote this new business model to end-users. In those days a cloud was still a whether condition and nobody had ever heard of acronyms ending with as-a-Service. The concept of hiring software instead of having to invest in expensive licenses, hardware and high implementation costs appeared to be very attractive for customers and applicable to all kinds of software and services. The most important break-through however, came by the time Deloitte was introducing an online platform for bookkeeping and at the same time the Dutch Tax Agency enabled accountants to deliver the Tax administration for their customers online. This combination happened to be the killer app the market was waiting for. Now also existing software vendors in finance, HR and Tax administration started to offer online services and SaaS became main stream. The ASP Forum decided to also become main stream, to stop being an independent organisation for the new, mostly small players in the software industry and instead become part of Nederland~ICT. At the same time we changed the name into SaaS~Cloud Network which better reflected our activities and the proposition of our members.

In the beginning of 2008 Arnold Tuinenburg left the company. As Arnold had been responsible for all technical matters including the management of the team, I had to decide how to fill this gab. I could either proceed as a stand-alone company or look for a partner to merge with. I decided to do the latter and found PINS as the best candidate to merge with and to start the long awaited consolidation in the hosting market. In September 2008 we merged and that same month the financial crisis started. I´ve never been so lucky in my carreer. Thanks to this merger we survived the crisis by leveraging the economies of scale and by consolidating both companies into one new organisation.

In 2001 I started my first company together with my companion. With Apcare we aimed to become a Managed Hosting Provider, adding as much value as possible and become a niche player. Not an easy task at that moment as the internet bubble had just collapsed, banks didn´t want to finance (what´s new??) and the market was slowing down. So we heard about this new idea of hiring software instead of buying software, they called it ASP (Application Service Provider) and we decided this was going to be our first niche in which we wanted to become a market leader. We immediately signed up to become one of the first members of the ASP Forum Netherlands and that decision turned out to be the most important decision in my carreer so far. By the end of 2003 we signed up 2 new big customers and became profitable. In 2005 I became Chairman of the ASP Forum. In 2007 the revenue of Apcare had grown to Euro 3.8 million with 28 employees.