You know what needs to change.
Making it happen
is the harder part.
I partner with CHROs and executive teams navigating complex, multi-stakeholder transformation — as the trusted, knowledgeable woman alongside you when it matters most.
Inside enough to
understand.
Outside enough
to stay honest.
The best of both worlds — embedded like an interim, independent like a consultant. I work inside your reality: understanding the context, reading the dynamics, building real relationships with the people who need to move. And I stay far enough outside the politics that slow everything down to tell you what others won’t.
I am the trusted, knowledgeable woman behind you. With you, not for you — yet doing most of the heavy lifting so what reaches you is already shaped and ready to move. Least effort on your side. Highest possible effect.
My engagements are long-term — not retainer-long, but there-when-you-need-me long. Transformation doesn’t follow a project plan. It moves in waves, stalls, resurfaces, needs different pressure at different moments. I stay close enough to know which moment it is.
"You want things to change around you. What's your part in it?"
Real transformation requires individual mindsets to shift alongside organisational structure. The informal side of change matters as much as the formal. The strongest foundation is never cataloguing what’s broken — it’s understanding what’s already working and building from there.
I’ll ask the question no one else in the room will ask. I’ll tell you what people are thinking but not saying. And I’ll stay close enough, long enough, to make sure it actually moves — not just on paper, but in the room where it counts.
Four things.
Always connected.
Target Operating Models
How the organisation works.A new strategy. A structure that grew over time and can no longer support where you need to go. The question is not just what the new model should look like — it's how you bring people through the ambiguity of transforming while still performing. I work on both with equal intensity: the design principles that make the model right, and the human approach that makes it land. With the people who have to make it work, not for them.
Culture & Transformation
How the culture moves.Every organisation has a list — ownership, accountability, collaboration, innovation, fun, trust, engagement, or something very much like it. The values are rarely the problem. The day to day behaviour is. The gap between what is said and what actually happens is where most culture programmes get lost. Real culture change starts with the leaders who have to run it — meeting them where they are, finding what they have already built and working from there. Equipping them and the informal leaders around them to lead change in a way that makes people feel seen, heard and understood. Not because that is the nice thing to do. Because people who don't feel that way simply don't move.
Leadership & Teams
How the people lead.Leadership is rarely about skills. It's about identity — who you are in the room, how you show up under pressure, whether you can let go enough to let others lead. I work with executive teams, with leaders stepping up to lead other leaders, and with individuals navigating their day to day reality. Always close, always personal. Drawing on whatever fits the moment — Insights Discovery, NLP, the work of Brené Brown, Joe Dispenza, Tony Robbins, Eckhart Tolle and others — because the right method depends entirely on the right person. Because how you lead is not a technique. It is who you want to be.
Expert Leadership
When the expert becomes the leader.You built your career on being the best at what you do. Now you're expected to lead — and that's a completely different craft. Not a role you trained for, but one that matters enormously. I work with specialists navigating that shift — medical professionals, architects, engineers and others for whom leadership wasn't the plan but is now the reality. Practical, personal and focused on one question: who do you want to be as a leader, and how do you show up that way every day. For the workshop programmes I partner with Jurko van Veenendaal — bringing complementary expertise to the room.
The work grows
because the trust grows.
Agri-food
Digital Commerce
Industrial
Medical · Hospital
Biotech
I understand the pressure you’re under.
I’ve sat close
to that table.
Before Fairview, I spent 15 years inside Philips Healthcare — from Global HR Manager to Director Business Transformation, Director Global Marketing, Senior Director Customer Service & Business Development, and ultimately as Senior Director Global Culture & Transformation, reporting into the Executive Committee.
600+ change leaders built and mobilised. Top-200 executives aligned during major strategic shifts. Between Philips and Fairview: Commercial Director at De Meeuw — a 30-person team, a near-bankruptcy, and a recovery that delivered double-digit growth. That’s where I learned that commercial accountability and culture change are not separate things.
Since founding Fairview in 2018, I have built a practice around long-term embedded partnerships — the kind where trust deepens over time and the work grows with it.
I bring all of that into every engagement. Not as nostalgia — as context. I know what it feels like to be responsible for outcomes, not just to advise on them.