Mathematician, IT Project Manager
1. What moved you into advisory work after leadership roles?
For me this shift began from a personal realisation. One of my sons made me aware that humanity is facing a mountain of systemic problems. I believe my generation, the baby boomers, bears responsibility for the world shaped by decades of growth-focused capitalism. I want to use my leadership and project experience to contribute to the search for solutions, so that my children and future generations may still have a meaningful life ahead of them.
2. How can project management methods support polycrisis adaptation?
Project management has developed strong methods for defining objectives, breaking down tasks and maintaining control. However, the polycrisis does not allow for linear planning. We must be prepared for continuous risk and disruption, because crises do not arrive when scheduled, nor do they strike where expected. Fortunately, project management also has tools for dealing with unexpected events. These remain valuable, although addressing the polycrisis requires system-oriented and adaptive thinking alongside new skills and a new mindset.
3. What value do you bring to organisations still following business-as-usual?
Perhaps exactly what I once sought as a middle manager: a clear connection between operations and reality. Many organisations perform well while conditions are stable. But the polycrisis does not provide a stable environment. As an advisor, my role is to help identify the cracks forming beneath the surface and rethink goals, resources and decision-making not as crisis response, but as foresight.
