About

Foundations often have endowments to invest and their investment strategy has to be tailor-made. I start with an analysis of the liabilities of a specific foundation, followed by a discussion about desirable spending in combination with a discussion about risk tolerance. Such a discussion should not just take place with management but also with the supervisory board (if this exists) as the investment policy is a fiduciary responsibility of governance. Issues of ESG and impact investing are part of the discussion.

The result of these discussions is a risk-returnprofile, based on which a strategic asset allocation can be formulated. What follows is an implementation strategy, where I will oversee the long term interests with prudence. I represent the interests of the foundation in relation to banks/investment managers. I have ample experience as advisor, member or chair of investment committees of foundations, families and corporations.

I am and have been on the  Board (both executive and supervisory) of many organisations and enjoy that role. In the case of supervisory boards it is my attitude to take a proper distance from management and seriously execute my duties of oversight. However I am always available as a sounding board for management, I will offer my experience and network to strenghten management.

Often I am seen as a source of inspiration for management and fellow board members. In my governance responsibilities I always take an active role in audit committees, investment committees and remuneration committees in order to see that organisations are both strategic, agile, well managed and on the cutting edge.

My style of advising is to listen carefully and to realise that in many cases there are no quick fix solutions for a problem. Tailor-made advice is essential in stead of copy/paste. I bring my wide experience in different settings to bear on my consultancy, which is therefore practice- oriented but with the right feeling for strategy. As an advisor I do not try to please the people, that I work for. I am diplomatic and always respect their final decisions, but feel that their interests are well served by me offering alternatives.

I advise on strategy, governance, monitoring, next generation issues, evaluation and management questions. It is important for me not just to advice foundations as grantmakers but also work with a limited number of grantseeking organisations, like NDT, Movies that Matter. Being on both sides enhances the quality of my advice for both parties.

Jointly with Pieter Stemerding, former director of the Adessium Foundation and now independent philanthropy advisor, I carry out searches for executive and board positions. Our focus is on the search and selection of candidates for family and corporate foundations. For us the starting point is a deep understanding of what a family or company is looking for, their key values & core operating principles and future plans and ambitions. On the basis of such a comprehensive ‘audit’, we formulate a strategic approach and a job profile. Subsequently, we will discuss long and short lists with our principals and will carry out initial interviews.

This process will eventually lead to two to three candidates proposed for final interviews with the principals. An important search we recently facilitated was the request by Joop and Janine van den Ende to help them identify a new executive director for the VandenEnde Foundation.

I am asked for presentations, lectures and keynote speeches at important national and international meetings and conferences. As a speaker and presentor I always try to bring new insights in stead of repeating what is regarded common knowledge. As a moderator in debates and public events I challenge people and stimulate interactive discussions and am able to distill the esence from a discussion.