Why ThierIT
Helping organizations move forward sustainably.
I get energy from technology that helps people move forward. Less hassle, better collaboration, and more room to focus on what matters. That's why I connect organizational direction, people, and technology: through clear decisions at the executive table and support in everyday practice.
Interim IT leadership and transformation, starting with people and connecting everything through technology.
Get in touch: +31 6 5747 3070
Photo: Redd Francisco / Unsplash
My conversation on RISE talks
on Pragmatic Leadership in a Complex World
When IT starts holding the business back
The purchase is just the beginning
I handle the organization's money as carefully as my own. That's why I consider not just the purchase price, but functionality, migration, operations, risk, and adoption. Sometimes stopping makes sense; sometimes investing is the responsible choice.
A tool isn't an outcome
A solution succeeds only when the work demonstrably improves. Be clear upfront about what needs to improve and how you'll measure the result.
Resources become fragmented
Overlapping applications, licenses, and suppliers make IT more expensive and complex. I assess what's business-critical, what's already available, and consolidate where possible or necessary.
Decisions need ownership
When the decision, owner, and follow-up aren't clear, risks and investments remain unresolved. I make the trade-offs visible and ask for a decision.
Leadership that connects direction and delivery.
Interim IT leadership
I bring calm and direction to operations, teams, services, and suppliers. With clear priorities and ownership.
Transformation with direction
I connect business goals and the IT roadmap with the people who need to work with them. As a Prosci Certified Change Practitioner, I use ADKAR® to include the human side of change in delivery.
Governance and resilience
I translate risk, security, and compliance into workable controls, clear responsibilities, and continuity.
No reports for the sake of reporting. No green checkmarks where the reality is amber or even red.
Clear decisions, accountable owners, and delivery that lasts.
Management information that leads to action
I help executives and managers translate organizational ambitions into achievable choices in people, processes, and technology. What supports the direction? What does it require from the organization? Which investment or risk is justified? I make those trade-offs understandable and connect decisions to ownership, capacity, and delivery. I take charge within the agreed scope of authority; formal executive decisions remain with the responsible leaders.
What's happening, where does it affect operations, and what's uncertain?
What are the options, and what do they mean for risk, costs, and continuity?
What choice is needed, who makes it, and who owns the action?
What has demonstrably changed, and how do we track risk and results?
Connecting people, business operations, and technology.
Governance in practice
In a regulated insurance environment, I coordinated the local ISMS and acted as de facto Security Officer. I built governance for policies, controls, approvals, and evidence in Microsoft Teams and represented the organization directly during certification audits. That foundation supported the local ISO 27001 certification.
My role also covered ICT and supplier risk under DORA, oversight of resilience testing, and reporting through the GRC forum. Formal executive accountability remained with the designated leadership.
IT operations and growth
At Alfen, I brought three teams together and translated the IT framework into an infrastructure roadmap. I connected employee development, continuity, automation, and cost considerations. That makes technology part of how an organization moves forward together.
Cloud and organizational change
At InSpark, I combined cloud and team leadership with chairing the works council, discussing development and change with executives and employees.
An approach that starts with the situation.
From understanding to lasting improvement.
Clarify the facts, causes, costs, and risks. Why is change needed?
Define the desired outcome, options, authority, and ownership—and build engagement.
Connect people, suppliers, and decision-making; give teams the knowledge and room to work differently.
Track adoption and outcomes, remove obstacles, and hand over effective change sustainably.
Set direction. Build momentum together.
I believe in change shaped together with the business. Executives and managers set direction, make decisions, and provide time, resources, and visible commitment. The people doing the work contribute their experience, concerns, and ideas. Together, we turn ambition into an approach that works in everyday practice.
As a Prosci Certified Change Practitioner, I use ADKAR® as a lens for the human side of change. The model describes five outcomes someone needs to embrace and sustain a new way of working. People don't reach them all at once; ADKAR helps reveal where support is needed.
Understand why
Why is change needed, and what does it mean for my work? I connect the reason for change to recognizable situations, discuss its implications, and listen to questions.
Want to contribute
What makes participating worthwhile for me, and what's holding me back? Engagement grows through influence on the approach, honest conversations about concerns, and support from one's own manager.
Know how
What knowledge and skills do I need? Practical examples, instructions, and training fit the employee's role and tasks.
Put it into practice
Can I actually do it during my work? That requires practice time, coaching, suitable tools, and removing practical obstacles.
Keep it going
What helps sustain the new way of working? Feedback, recognition, clear agreements, and follow-up make improvement part of daily work.
Focus on what people need
I combine conversations and short surveys with observations of the work. Where is the first barrier? Someone who doesn't yet understand why needs a conversation about the reason for change first. Someone who knows the approach but gets stuck needs practical help, time, or better tools. That lets us adapt support and pace instead of giving everyone the same program.
ADKAR helps guide individual adoption. Clear direction, executive ownership, effective project management, and sufficient capacity remain necessary too. That's why I track both employee experience and organizational outcomes: does the new approach work, does quality improve, and is it actually creating room for more valuable work?
Communication starts with the recipient
A message is useful only when the other person understands what it means in their context. I connect with the recipient's language, responsibilities, and everyday questions. For an executive, that might mean value and risk; for an employee, the impact on their work and the support available. I ask what someone has understood, make room for doubt, and incorporate feedback into the approach. Communication becomes a conversation that provides direction and builds trust.
More about the model: Prosci ADKAR®.
More room for what makes us human.
I see AI and automation as an opportunity to help people and organizations move forward. Reducing repetitive work, making information accessible, and speeding up preparation can create room for empathy, personal support, creativity, and working together toward something bigger.
Human judgment remains essential: critically assess the output, understand the context, and take responsibility for what happens with it. I start with the work and the people doing it. Together, we decide what we can automate, where human attention remains necessary, and how to assess quality, safety, and usability.
Time to make IT work again.
First, let's clarify the challenge and the authority needed together.
Discuss your IT challenge+31 6 5747 3070 · info@thierit.com
Stock photography via Unsplash: Redd Francisco and ThisisEngineering.
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