Beer

I don’t believe in strategies that stay stuck in PowerPoint. In this role, I partnered with executive stakeholders to set the direction for the bank’s affluent clients — and then made sure those ambitions turned into real propositions in the hands of customers. I led a team of researchers, UX designers, and consultants, guiding them from early insights through to launch. My strength is connecting long-term vision with execution: balancing C-level priorities, customer needs, and technical delivery. I thrive at that intersection — where complex strategy has to become something tangible. With an entrepreneurial mindset, I pushed the team to test, learn, and accelerate. That meant creating an environment where bold ideas could be tried quickly, refined, and scaled if successful. The result: concrete solutions that strengthened the bank’s relationship with affluent clients and delivered measurable business impact.

As CX Consultant, I worked across multiple customer segments and product units, taking a structured approach to complex change. I combined customer insights with strategic frameworks — balancing desirability, feasibility, and viability — to ensure initiatives were not only innovative but also sustainable and aligned with business priorities. Key initiatives included defining ABN AMRO’s Sustainable Investing strategy and proposition, contributing to the bank’s life event strategy and propositions, and shaping new digital in-app capabilities such as personal finance management and future planning features. I also partnered with brand, marketing, communications, and e-commerce teams to craft compelling stories around products and services, ensuring they connected directly to customer needs. Across these initiatives I was a driving force, ensuring ideas gained momentum and moved toward execution. A core part of my contribution was in process and facilitation. I frequently organized and led design sprints and co-creation sessions, helping teams move quickly from insight to tested concept. By structuring the “why” and “for whom” into these processes, I ensured that strategy translated into propositions with clear customer relevance and tangible business value. This role was a critical stepping stone toward my leadership as Head of Proposition Development, building depth in customer-centric strategy, executive exposure, and structured delivery methods.

I was a key player in the success of EY’s corporate innovation program, managing it from idea to implementation and being responsible for operations. My role combined strategy and execution: guiding colleagues through the innovation process — from idea validation to letters of intent, to early sales and marketing of new solutions. Over five years, what began as a local initiative in Eindhoven grew into a program that expanded across Western Europe and the Nordics, engaging more than 1,500 colleagues. The program fostered a spark of entrepreneurship within EY, while creating new revenue opportunities and process optimizations. Alongside program delivery, I worked closely with partners and EY’s wider startup ecosystem, from open innovation programs to accelerator partnerships, ensuring ideas were tested and strengthened through external collaboration. We also shared and sold the program’s methods and structure to clients, turning our program into a commercial proposition.