Boltrics is the software for logistics service providers: WMS, TMS and FMS, fully in the Microsoft Cloud on Microsoft Dynamics 365 Business Central, with more than 450 implementations worldwide.

I started at Boltrics in support, where we solved customer problems by one rule: whatever worked yesterday and no longer works today is support, and we help with it. I soon also helped with the migrations from C/AL to AL. These were large-scale updates in which customers moved from a local client to the web version, on an entirely new codebase. Through those migrations and two implementations as a logistics consultant, I discovered that I enjoy leading a team most.

That is how I became team lead of IT Operations, in the role of change and release manager. I set up the release policy for Microsoft Cloud and on-premise customers, and led the team that takes care of everything around it: new installations, major and minor updates, the build and release pipelines, management of cloud and on-premise environments, and the infrastructure of customer environments. Together with other departments we ran performance analyses, and we handled escalations from support, 24/7 or 20/6.

Since 2024, as Team Lead Consultancy, I lead the team that brings customers live. The team is organised by product, FMS, WMS and TMS, supported by project management, customs and the Boltrics Academy, where users are trained. Every project starts in the Marketplace. With the Fast Track a customer goes live in four weeks on the industry standard: what you see is what you get, no additional configuration, with training and certification up front. On the three-month route we work fixed time and fixed price and steer by milestones: a workshop at the start, two simulations, go-live in week 12 and handover in week 16. We do not ask what the customer wants; we ask how the process runs today, independent of the system, and translate that into functionality.

I refine that approach, set strategic objectives and help people grow. Our principles are short: develop nothing but adopt, embrace opportunity and uncertainty, limit yourself to accelerate, and dare to say no. I contribute to the company's strategy, and above all to how we keep implementing smarter: as much value as possible for our customers, in as little time as possible. We do that with AI tools, machine learning and the right people in the right place, among other things.

From May 2022 to October 2025, alongside my work at Boltrics, I followed the four-year training programme to become a community police officer (GGP), as a police volunteer in evenings and weekends.

During that period I worked as a police officer in emergency response, on 112 calls.

Graduation project "Pleasen met releasen". Together with colleagues at HSO Netherlands and a large international customer, I analysed the processes and improved release management.

Result: the release management handbook, covering customer engagement, unified operations, Logic Apps, One Version and external interfaces, backed by the board and all stakeholders.

At the CIO Office I worked on the project "Organising around Services": reorganising ProRail ICT (600 employees) into services instead of departments, as part of the move towards SAFe. Together with management team members, with a keen eye for group processes.

Mapped the ICT tender process, from single-source to European tenders: lead times, documents and the owner of each process step.

With the architects, based on GEMMA, TOGAF and NORA, I drew up an architecture model for the whole municipality, summarised in a cube as a visual for the dialogue with all stakeholders.

MOBA is a world-leading manufacturer of machines for grading, packing and processing eggs. Modifying a machine often went wrong and took a long time. I studied the process and wrote a recommendation to shorten the lead time, which was implemented.

Minox supplies cloud accounting software to accountancy firms in the SME market. I researched how to raise brand awareness so firms would switch, and how to make that switch as easy as possible.

Can digitalisation improve or accelerate culture change at technical consultancies? With five students we made a diagnosis in ten weeks through literature research and interviews, and delivered a recommendation.

Maqqie, an app for arranging your entire working life, was in its start-up phase. With two fellow students I researched how best to support the internal service employee in Zoho: advice on extra features, a blueprint and an implementation plan.

Strategic advice for a CrossFit box: brand awareness and a larger customer base through marketing, social media and macro-level developments. Concrete steps to get started quickly.

Event agency run by twelve CIOS students and two supervisors. Sports days for primary, secondary and vocational schools, national vocational championships and the Vitesse scouting days. Here I learned to organise events from start to finish, with the customer's wishes first.

Maintained four web shops: adding products, writing SEO copy, generating traffic and daily management. I also helped out in the restaurant Lorenzo.

A café-restaurant in Ede where I worked happily for years. I started as a dishwasher and worked my way up to coordinating the team and onboarding new staff. Quick thinking, solution-oriented, resilient under pressure.

Table tennis coaching since 2010, leading groups independently since 2013. Qualified Table Tennis Trainer level 3 since 2018: technique, tactics, organisation, mental aspects and tournament formats, for children, seniors, people with a disability, beginners and advanced players. Also on the youth and technical committees.

Mentoring project for young people aged 11 to 30 who want to take a step forward. A year as mentor to a 27-year-old man looking for help with new friends, activities and rebuilding his life.

Sports club for people with an intellectual or physical disability. Swimming every Saturday morning, a moment they really looked forward to. In the same period I raised money for Miles for Muscles during sports days organised by CASE.