Entrepreneurial strategy consultants.
The Strategy Office is a collective of independent strategy consultants who’ve all earned their spurs at one of the big consulting firms, but also as entrepreneurs. Since 2010, that’s meant strategic advice that simply works in practice.
What we do.
Who we are.
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Bernadette Wijnings
Founder of The Strategy Office Shield-maiden & build(-out)er full of energy -
Jacob Greidanus
Disruptive brain athlete -
Jan-Paul van Term
Passionate freethinker with coaching skills -
Carol Velthuis
Clear-sighted people-gatherer -
Arno Flier
Seasoned realist with empathy (and humour) -
Paul van der Torre
Solution-oriented opportunity monetiser -
Saeske van der Pas
Good-humoured (e-)pioneer -
Gijs Manintveld
Results‑driven strategist -
Elske Schotte
Impact-maker with sustainable drive -
Michiel Vos
IT-minded analyst with soft skills -
Cees Faber
Visionary connector with flair -
Lodewijk Westerling
Approachable troubleshooter with an eye for detail -
Henk Galavazi
Mountaineer with analytical insight -
Anne van Loon
Team-spirited athlete -
Teun van Rappard
Hands-on catalyst -
Michael Blok
Change manager with a knack for languages -
Tristan Arkesteijn
Go-getter with empathy -
Juliaan Bol
Realistic outside-the-box thinker -
Mariette Hamer
Culture improver with power analytics -
Frieda van Belle
Tech and data geek with transformative drive
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Free thinkers...
As independent consultants who are also entrepreneurs, we enjoy the freedom of doing business our way. We want the same freedom for our clients. Because if you let yourself be restricted by how things have always been done, you’ll get what you already had. Good strategic choices are made by considering all factors — then also looking outside the box for a solution. Dare to think freely. It leads to surprising new insights.
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… who go for results.
We’re here to come up with solutions that actually make a difference for our clients. Instead of rounding up a project by advising we start yet another one, it gives us much more satisfaction to really help our clients move forward with their business, day to day.
What our clients say.
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“How to scale up? Bernadette is a quick and smart thinker, with a sense of humour. She's critical when necessary. Her concrete hands-on approach allowed us to start implementing improvements immediately.”
Brigitta Lops
Founder / Director Jobtraining -
“Listening, analysis, sharpness and getting to the point are 4 elements I've found very valuable while working with The Strategy Office.”
Nico Altena
Executive board Natuurmonumenten
Read our blog.
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Our take on things
How to carefully sell a non-core activity — while creating both calmness and value
Read moreSometimes the strategic choice is simple: an activity no longer fits the core of the organisation. Execution is usually less simple. That was also the case for a specialised healthcare institution with its own institutional pharmacy. The activity was performing well, but no longer fitted the organisation’s future positioning. Not in terms of focus, scale or its strategic role in the broader healthcare landscape. A sale was therefore the logical choice. But how do you sell a business unit that is still fully intertwined with the rest of the organisation operationally? -
Our take on things
From special management to a new strategic direction
Read moreThe printing industry is not an easy market. Thin margins, fierce competition and structural decline make it difficult to create value. Yet this company had managed to grow for many years. Partly organically, but mainly through acquisitions. This resulted in a broad portfolio of activities: from sheet-fed printing and corporate print to envelope trading and consumer-focused paper concepts. But past growth is no guarantee of future success. By the time we became involved, revenues had been declining for some time and the financing accumulated during the growth years was weighing heavily on the company. The bank had placed the organisation under special management, and confidence in both the management team and the strategy had all but disappeared. The question was simple, but urgent: Is there still a profitable future for this company? -
Our take on things
How to grow as a specialised healthcare provider — without losing focus
Read moreTop clinical care requires focus. But it also requires reach. For a specialised healthcare provider with nationwide ambitions, this created a strategic question: how do you increase patient inflow to the main location without creating fragmentation or compromising quality? The solution was sought in a satellite model: regional locations for pre- and aftercare, while complex treatment remains concentrated at one central location. Sounds logical. But where do you establish such a satellite? And who do you partner with?