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 -
Bas Ummels
Van strategie naar schaalbare groei -
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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“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 -
“As an outsider, The Strategy Office dares to ask the bold questions in a down-to-earth and curious way. Across our years of working together, they've also been very involved, with a great sense of timing and of what works and what doesn't with us.”
Dion van Steensel
CEO HVC Group
Read our blog.
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Our take on things
5 principes voor waardecreatie in PE die wél werken
Read moreDe rugwind is weg Tien jaar geleden hoefde een portfoliobedrijf niet zo hard te groeien om een goede deal te worden. Reken het na met de Amerikaanse cijfers uit Bains Global Private Equity Report 2026. In een typische buyout uit 2015 was de helft van de koopsom geleend tegen 6 à 7 procent, liepen de multiples vanzelf op, en was 5 procent EBITDA-groei per jaar genoeg voor 2,5 keer je geld in vijf jaar. Vandaag leen je daar tegen 8 à 9 procent en met 30 à 40 procent schuld, en betaal je instapmultiples die op recordniveau staan en nauwelijks nog stijgen. Dan heb je 10 tot 12 procent groei per jaar nodig voor datzelfde rendement. De precieze getallen verschillen per markt, de richting niet. MSCI laat in zijn waardebrug zien wat dat met de opbrengst doet. Bij buyouts die in 2020 en 2021 werden verkocht, was een hogere exitmultiple goed voor +1,57x het geïnvesteerde kapitaal. Bij de exits van 2022–2025 was dat nog +0,49x. Omzetgroei ging in diezelfde periode van +0,69x naar +1,46x. Het rendement moet dus uit het bedrijf zelf komen. Dat schrijft dit jaar elk groot adviesbureau, en het klopt. Maar een conclusie waar iedereen het over eens is, verandert nog niets. Interessanter is wat er in de praktijk gebeurt. -
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?