Comp & Ben isn’t about spreadsheets; it’s about fairness, clarity, and trust. I believe in a compensation strategy that motivates people, supports managers, and aligns with business goals. No hidden deals, no guesswork. Transparent frameworks and real market data create stability, ownership, and confidence across the organization.

I have extensive experience in best practices for both implementing benefit schemes (low-hanging fruits and actual value) and creating compensation structures that are based on professional benchmark data.

Payroll and budgeting aren’t “back-office admin”; they’re the backbone of organizational trust. My approach is simple: accurate, predictable, and transparent. Strong processes, the right tools, and consistent checks remove stress and surprises. HR can only be strategic when payroll is solid.

My knowledge on payroll is based on complete inhouse processing and external payroll parties. It includes tax regulation, hourly pay, accruals, and depratmental budgetting.

L&D works when it’s practical, relevant, and embedded in daily work — not when it’s a random collection of trainings. I focus on building learning systems that align with culture, business goals, and leadership behavior. Development should energize people and actually move the company forward.

I have experience with skill-gap management and training platforms to find the organisational needs and requirments so we can tailor a fitting solution and isolate high potential employees that might be ready for the next step in their career.

Performance isn’t a yearly ritual; it’s a continuous conversation. My vision is a system with rhythm, clear expectations, and honest dialogue. Feedback becomes a habit, not a moment. When done right, performance management strengthens relationships, accountability, and growth — without turning into unnecessary bureaucracy.

In the past, I have worked with several performance management systems and feedback structures to identify high performance and create an environment in which these attributes are acknowledged and celebrated.

Employee experience is everything that happens between someone’s first day and their last. I believe in creating environments where people feel valued, supported, and connected without over-engineering it. Great EX is built on clarity, communication, and leadership consistency (not ping-pong tables). Having a sense of ownership over your work, and a healthy working relation with your colleagues is a great foundation for motivation. When people thrive, the business follows.

I have seen engagement projects fail due to a disconnect between employee expectations and business objectives. A data driven approach, with input from all team members, can help generate ideas that actually benefit the employee experience.

Wellbeing goes far beyond fruit baskets and yoga sessions. It’s about workload, safety, clarity, psychological trust, and managers who pay attention. My approach is direct: spot issues early, address root causes, and create real conditions that prevent burnout and absenteeism. Healthy people = healthy performance.

Especially in the Netherlands, where labour laws are strict in their support of employee welfare, a good policy on employee wellbeing is a must-have that I can help you with!

Data isn’t the goal — decisions are. I use HR analytics to make patterns visible, challenge assumptions, and guide leaders toward better choices. Dashboards and KPIs matter, but only when they translate into action. Insight without impact is just decoration.

In my previous functions, I have used People related metrics and KPI’s to drive strategy and support Business decisions. Having a clear dasdhboard and single pont of truth approach, highlights trends and makes reactive decision-making a thing of the past!

Growth demands structure, roles, and responsibilities that actually match reality. My vision: scalable designs, clear ownership, and planning based on strategy rather than wishful thinking. Org design should give teams direction — not slow them down. Clarity creates speed.

Using skill-gap management, data driven insights in performance and a people-centered approach, I have worked on creating scalable, future-proof organisation designs where succession opportunities were identified before it was to late.

People are people — conflict happens. My approach is open, honest, and human: tackle issues early, communicate clearly, and focus on solving theroot cause, not just the symptoms. Healthy ER creates trust, maturity, and a culture where people feel safe to speak up.

Creating report with the team, and establishing an environment where people feel safe and heard, can help with recognizing problems before they escalate. In my experience, a informal approach (lunching as a team, having team-events) really helps in establishing trust.

Compliance shouldn’t be scary or overly complicated. It’s about protecting people and the business by doing things right, consistently. I focus on simple, clear policies and strong operational discipline. Good governance frees teams, rather than limiting them.

Change is messy and that’s okay. My vision for change management is grounded in clarity, communication, and honesty. People usually don’t resist change; they resist confusion. I help leaders guide teams through growth, restructuring, and cultural shifts without losing momentum or morale.

This is accomplished by being transparent and honest. If people understand the need to change, and why the proposed direction has been chosen, they have less reason to be frightened.

Smart processes make everything easier. My approach: streamline, simplify, and automate wherever possible. Good HR operations reduce manual work, eliminate friction, and give employees and managers a consistent, effortless experience. More clarity, fewer clicks, better outcomes.