About me…

I never raced a bike.

That shaped how I coach, how I lead, and how I think about performance.

My background is in science. I began my career as a PhD researcher, working within elite sport at British Cycling, before moving into coaching and performance leadership roles.

That foundation gave me a structured way of thinking — but it quickly became clear that performance is not driven by data alone.

What mattered just as much was understanding people.

Building trust.
Reading situations.
Knowing when to push, when to support, and when to step back.

Over time, it was this combination — science and emotional intelligence — that shaped how I worked and where I was able to add value.

I moved from research into applied performance, working across coaching, data, engineering and decision-making — ultimately becoming Head Coach of the Dutch Olympic track sprint team.

Across two Olympic cycles in Tokyo and Paris, we built one of the most successful programmes in Olympic sport:

  • 6 Olympic gold medals

  • Winning the track cycling Olympic medals table

  • 9 Olympic medals in total

  • 15+ World Championship titles

  • Multiple world records

We did this while operating with significantly fewer resources than many of our competitors.

That experience shaped how I understand performance.

Because even in the most successful environments, the biggest challenges are rarely about talent or effort.

They are about alignment.

  • unclear roles

  • inconsistent decisions

  • communication that doesn’t land

Most teams don’t have a conflict problem. They have a clarity problem.

Throughout my career, I’ve worked in complex, high-pressure environments where:

  • deadlines don’t move

  • performance is visible

  • decisions carry real consequences

I’ve seen how success can mask underlying misalignment — and how, over time, that misalignment begins to affect trust, culture and performance.

More recently, as Head of Performance & Innovation at INEOS Grenadiers, I’ve focused on rebuilding and aligning key performance functions — including nutrition, data, engineering and R&D — ensuring they operate as an integrated system rather than isolated disciplines.

My work now focuses on leadership, decision-making and performance under pressure.

I work with leaders and organisations to:

  • make better decisions

  • align teams around what matters

  • and perform when it counts

Because in every environment I’ve been part of, the difference has rarely been effort.

It’s been clarity.