About me
I grew up during the first wave of the internet, when a dial-up connection felt like a door to something enormous. I never lost that feeling. Twenty years later I still do my best work at the place where technology and people come together, in what we build, why it matters, and how it reaches the people who need it.
In practice that means I have spent two decades connecting design, engineering, products, stakeholders, and end users across industries, cultures, and time zones. People often say I have a natural ability to read a room, create space for honest conversation, and move a group from talking to deciding. I have been thinking about that for a long time. It turns out it is not a gift. It is a discipline. I write about it with a passion.
I bring energy to the work. Sometimes a lot of it. I believe a room that is genuinely alive produces better thinking than one that is merely orderly. I care about substance, meaning, and the human side of what organisations do. And I have a weakness for a well-timed entrance.
The tech edge
Since 2006 I have worked in technology. I was there for the tail end of the dotcom bubble, the rise of mobile, the gamification wave, and now AI. I have seen every cycle close enough to know how they go: first dismissal, then panic, then evangelism, then a slow reckoning with what the thing actually does and does not do.
My approach has always been the same. Start with the real problem. Understand the people and the constraints. Then pick the technology that earns its place. Not the technology that is currently hot, not the one that will impress the boardroom, and certainly not the one someone read about on LinkedIn last Tuesday.
I have hands-on experience across the full stack of digital work: production, strategy, web and mobile development, interactive experiences, serious games, and now AI-augmented workflows. I can talk to engineers in their own language and zoom out to help leadership navigate direction, risk, and priority. I have shipped things that mattered and I have watched things fail that should have been questioned earlier.
On AI specifically: I use it, actively and with genuine curiosity. I also think the current conversation around it repeats every pattern from every previous wave. The technology is real. The hype around it is not always. My job is to tell the difference, and to help the people I work with do the same.
The agile edge
I came to agile through project management, which means I understood delivery pressure before I understood empiricism. I know what it feels like to carry a commitment nobody believes in, to watch a team work hard in the wrong direction, to sit in a retrospective where everyone is politely describing symptoms and nobody is naming the cause.
Agile, when it works, fixes that. Not because of the ceremonies or the cadence, but because it creates the conditions for honest work. For teams to say what is actually true, inspect what is actually happening, and adapt before the cost of being wrong becomes permanent. That is what I coach toward.
I work across team and organisational level, coaching squads, Product Owners, and leadership groups navigating complexity across industries, countries, and cultures. I shift roles as the situation requires: facilitator, teacher, mentor, or the person who simply sits quietly until the right question surfaces. I look beyond team-level symptoms because team struggles almost always have systemic roots, misaligned incentives, unclear mandates, organisational debt that nobody has named yet. That is where durable change lives.
I am a Professional Scrum Master III, a distinction held by the top 1% of practitioners globally, and hold certifications across Scrum.org and ICAgile. I value what the credentials represent: rigorous thinking, tested knowledge, and the discipline to keep learning. I value what happens in the room more.
Certifications:
The human edge
Humanity sits at the centre of how I live and how I work. I am the same person facilitating a retrospective as I am hosting a dinner at home. That is not a coincidence. It is a choice I make repeatedly, and a discipline I have been developing for years.
I believe the human conditions of a team are not a soft concern sitting alongside the real work. They are the foundation the real work sits on. When people feel genuinely welcome in a room, when they trust that honesty will not cost them something, when the facilitator has done the structural work of making safety possible rather than just hoping for it, the quality of thinking changes. Decisions sharpen. Problems surface earlier. The things that needed saying finally get said.
I create those conditions deliberately. Through preparation, presence, and warmth. And the willingness to act in the room when something needs naming. I have been developing a body of work around this practice, which I write about at Kingmaker.nl.
When the situation demands directness, I bring it. Care and candour travel together. I protect focus, push back on burnout culture, and prefer sustainable pace over the kind of heroics that feel productive right up until they stop.
I work with distributed teams spanning the Netherlands, Portugal, Australia, and the United States. Different rooms, different cultures, different rhythms. The discipline is knowing how to read each one.
The next step
If something on this page made you think, I would like to hear from you.
Whether you are looking for an agile coach, a thinking partner for organisational change, or a speaker for your next event, the conversation starts the same way. With a good question and enough honesty to follow it somewhere useful.
Reach out. Let's see where it goes.