A technical background, taught for humans.
I work where AI meets leadership, culture, trust, and decision-making. I care about what teams can actually do next, not what sounds good in theory.
For more than 25 years I have worked at the intersection of enterprise technology, digital innovation, and AI-driven transformation. I started as a builder, founded multiple technology ventures, and moved into advisory and coaching as the questions around AI shifted from technical feasibility to human readiness.
Today I split my time between three roles. As a speaker, I work with conferences, congresses, and organisations across Europe and the MENA region. The sessions cover human-centred AI, governance and trust, leadership in times of rapid change, and the organisational readiness that determines whether AI creates value or remains a pilot.
As a coach and advisor, I work with founders, executives, and leadership teams. The conversations are about strategic clarity: positioning, decision-making, risk, governance, and the human side of transformation. I do not work from frameworks. I work from context.
As a university lecturer, I teach Artificial Intelligence and the Psychology of Entrepreneurship. Teaching keeps my thinking honest. If you cannot explain something clearly to a room of students, you probably do not understand it well enough for a boardroom either.
What connects these roles is a single perspective: technology adoption is a human problem. AI governance is a trust problem. Leadership during change is a behaviour problem. The technical layer matters, but it is rarely the bottleneck.
I speak English, Dutch, French, and Arabic. I am comfortable in executive rooms, academic halls, technical audiences, and mixed groups. Most of my work happens in the Netherlands, wider Europe, and the MENA region.