About

He works where innovation needs to become business: where strategy has to turn into sharper choices, where promising initiatives need ownership and delivery structure, and where proven work needs to become repeatable organisational capability.

Background

Roelof combines an engineering background, an MBA and practical experience across the energy value chain. His work sits at the intersection of technology, business, startups, investors and large organisations.

As an engineer, he learned to reason from first principles, break down complexity and build from there. As an entrepreneur and business builder, he focuses on what it takes to turn insight, technology and ambition into something that can be owned, delivered and scaled.

That combination makes his work both analytical and practical: clarifying what matters, making choices explicit, and helping organisations build the business around innovation instead of leaving value stuck in strategies, pilots or isolated initiatives.

My Expertise

Roelof has worked with organisations across the energy value chain, including system operators, energy corporates, technology and service providers, startups and ecosystem partners.

He supports leaders who need to make innovation work in practice: innovation leads, strategy teams, programme and transformation leads, operational teams and business owners accountable for turning innovation into operational value.

His expertise is strongest where organisations need to:

• Decide where innovation should become business, and what should be prioritised, funded, owned or stopped.
• Deliver the business around innovation, including ownership, governance, operating routines and delivery capacity.
• Scale the capabilities that make innovation repeatable, embedded and valuable beyond the first implementation.

How I work

Innovation becomes valuable when the right choices, ownership and capabilities come together. Roelof works by making that system explicit.

• Clarify the business choice — what opportunity matters, why it matters now, and what decision is needed.
• Build the path to value — who owns the outcome, what operating model is needed, and which stakeholders must be aligned.
• Make it repeatable — which routines, governance, learning loops and ecosystem structures are needed to make innovation last.

The goal is not more innovation activity. The goal is operational business value that can be owned, delivered and scaled.

If your organisation has promising innovation work, but the business around it is not yet clear enough, we should talk.