From early AI studies to leading enterprise transformation

After studying AI and working with intelligent systems in the 1990s, I began leading innovative software, internet and e-commerce projects. My subsequent roles included project and programme management, interim management, establishing and leading a knowledge centre, digital portfolio work and enterprise transformation. Since 2003 I have led eXcelleRes. What connects this experience is the recurring challenge of translating new technology into aligned decisions, changed ways of working and sustainable organisational capability. AI is a natural next chapter, not a claim that these earlier engagements were AI transformation projects.

Business problem first. People and execution always. I begin by understanding the decision or outcome that matters, then connect sponsors, business owners, experts, innovators and teams. Together we shape and prioritise opportunities, compare AI with workable non-AI alternatives, agree ownership and success measures, and build a realistic implementation roadmap. Delivery is iterative: test, learn, address impediments, develop capability and measure results. Governance and documentation stay proportionate to risk and need. My role is to enable and lead working change, not to produce reports as an end in themselves.

Examples from my digital innovation, operations and transformation career show the leadership capabilities I now apply to AI. These are not presented as enterprise AI transformation client projects.

• Amsterdam-Amstelland Police (2001–2003): established and managed a knowledge centre, involving service development, people leadership and multiple knowledge-management initiatives.
• DPG Media / Sanoma (2010–2012): worked across a portfolio of websites, e-commerce, mobile and digital media initiatives, supporting project management capability and professional development.
• VR JAM (2022): helped establish the Dutch operation with the CEO, including local team recruitment and onboarding, operating processes and suppliers.
• AMS-IX (2022–2024): supported product, technology and organisational change initiatives, including migration, master-data work and cross-team delivery improvements.
• Alliander (2024–2026): worked in a complex SAP/DevOps environment on prioritisation, flow, team collaboration and the establishment of a Work Management System platform team.

The relevance to AI: connect business needs, stakeholders and new technology; shape manageable change; build team capability; and organise accountable execution. Specific results or AI impact are not claimed without independent case evidence.

AI introduces specific challenges: reliability, human judgement, workflow design, data and security boundaries, delegated agent authority, and proof of incremental value. I address these with stakeholders and relevant specialists. AI ValueForge and AACF are working approaches developed through eXcelleRes ModelForge to structure value and assurance decisions; illustrative analyses and pilots are not represented as independently verified client outcomes. Explore the AI transformation approach of read my analysis.