Building technology. Changing organisations.

As CTO at HappyNurse I work on the company's technological direction, from day-to-day choices to multi-year strategy. A lot of my time goes into AI, cloud and platform development, but just as much into the people who do that work.

Europe's largest network of CIOs and CTOs, over 15,000 members. I sit on the Dutch advisory board, contribute to the agenda and speak at sessions on technology, leadership and strategy.

Founded on the belief that data and AI should be accessible to every organisation. Four years of building, grew to twelve people. I learned how to grow a company and develop a team at the same time.

Led an IT operations team of more than forty people in an environment where downtime is not an option. I learned here how to keep both technology and people moving under pressure.

IT operations at a heavily regulated bank. Twenty people, high availability requirements and little room for error. This is where I learned what it means to lead a team that forms the foundation of everything an organisation does.

Advised large organisations on cloud and agile transformations. What I carry with me: technological change only works when you bring the people along. I use that insight every day.

Led the IT modernisation agenda at the AVL, moving from legacy to modern infrastructure in an environment where people and systems have to trust each other. What I took away: change starts with people, not technology.

My first real leadership role, at a company that proved a bank could be fully digital. As the youngest manager in Aegon Global, I discovered that leadership is not about age but about giving trust.

CIONET is Europe's largest network of CIOs and CTOs, over 15,000 members. I sit on the Dutch advisory board, contribute to the agenda and speak at sessions on technology, leadership and strategy.

Each year I serve as a jury member evaluating the most innovative HR-tech solutions of that year. A good way to stay sharp on what is happening outside your own sector.