It grows only as far as that system can hold.
I read it the way a systems family therapist reads a family.
For founders, CEOs and leadership teams at a threshold: a raise, a merger, a step-change in size, a succession.
A company is not a machine to optimise. When it scales faster than that system can hold, the cracks show up as strategy problems, but they live in the trust, the conflict, the conversations no one is having.
That’s where I work: beneath the plan, in the human system, where the next level actually happens.
A problem in one place is usually a symptom of the whole. I read a company the way I read a family. What looks like a “performance issue” is usually the system asking for something: a missing conversation, an unspoken loyalty. Or the company has grown faster than its roles and ways of working. Change the system, and the behaviour changes with it.
I work on the human side of the company, underneath the strategy and the plans you already have. I work alongside them, in the place they cannot reach. The owner is usually the one who initiates the work, sensing the company has entered a new stage of its life: a raise, a merger, a step-change in size, a succession. These are the thresholds where roles have to be redefined, and the mission, values, goals and vision retested, the moments a company can’t optimise its way through.
The approach
This work is about the layer beneath: how your people actually trust, talk and decide. Real change comes only when the outer work (the strategy, the structure, the market moving under you) and the inner work (the human system that has to carry it) move as one. Most advisors work one side; I work the seam between them.
Clinical training, without clinical distance. I bring my whole self and invite you and your team to do the same. Depth isn’t taught; it happens between people who feel safe enough to show up.
Sometimes that is the strategy, often the missing conversation, frequently what the team is quietly afraid of. From there, the Four Passages give the work its order.
The shift has to be collective. Everyone does the work, so the trust and the new way of relating belong to the team; the aliveness holds after I’ve gone.
What sets Loes apart is the combination of a structured, deeply analytical mind and real emotional depth and warmth. She reaches you both intellectually and at a soul level.
What sets Loes apart is the combination of a structured, deeply analytical mind and real emotional depth and warmth. She reaches you both intellectually and at a soul level, creating the openness that real inner work requires — and the result is real growth, real insight, and a lot of genuine joy.
Loes is genuinely one of a kind — meeting you on every level: psychological, business, and spiritual, with a rare mix of warmth and toughness exactly when you need it.
Loes is genuinely one of a kind — meeting you on every level: psychological, business, and spiritual, with a rare mix of warmth and toughness exactly when you need it. She helped me see that scaling is never just a business challenge — it’s personal too, about staying true to your direction while letting go of what worked yesterday before it holds you back tomorrow. If you’re leading through rapid growth, working with Loes doesn’t just change how you lead your business — it changes how you lead yourself.
Loes coaches in a personal and deeply involved way. She managed to pull us out of our comfort zone as a management team and create an atmosphere in which we dared to be vulnerable.
Working with Loes has brought me a great deal, both as a member of the management team and personally.
Loes coaches in a personal and deeply involved way. She managed to pull us out of our comfort zone as a management team and create an atmosphere in which we dared to be vulnerable. Because of that, we got to know each other’s backgrounds better, we developed more understanding for one another, and as a team we were able to work together and strengthen each other far more effectively.
Just as valuable is what the coaching has given me personally. Loes helped me see that I am sometimes too hard on myself. It’s a trait that has taken me far, but one that can also get in my way. She let me experience that fears and insecurities are part of everyone’s life, and taught me — through journaling, among other things — to recognise limiting thoughts and turn them into positive ones.
I look back on our collaboration with great appreciation. Loes is sincere, committed and dependable. Both the team sessions and the personal one-on-one sessions have helped me grow as a person and in my personal leadership, during my first role as CFO at Recharge.com.
One thing that really stands out from our work together is how she helped our leadership team build trust. She designed a program that encouraged us to be vulnerable with each other.
I’ve worked with Loes in various capacities over the past nine years at Recharge, from individual coaching and leadership team development to helping us build a stronger middle management layer. During that time, Recharge grew from a startup into a successful scale-up, culminating in the Coda exit. Loes worked with us through several stages of that growth, supporting us with the leadership and organisational challenges that came with it.
What I value about Loes is that she understands what it takes to build a successful business, and the role people play in making that happen. She looks beyond roles and responsibilities to understand how people think, what drives them and what gets in the way of working well together.
One thing that really stands out from our work together is how she helped our leadership team build trust. She designed a program that encouraged us to be vulnerable with each other and share things we might not normally talk about at work. This helped create a safe environment where we could have more open and honest conversations, challenge each other and really listen to different perspectives. It made a real difference in how we worked together as a team.
I’ve also experienced the value of Loes’s approach myself through individual coaching. She’s genuine and warm, but also willing to ask the difficult questions and challenge you to look at things you might find easier to avoid. That combination is what makes her such a valuable coach, both for individuals and for teams.
I would recommend Loes to any organisation or leadership team where trust, open communication and strong collaboration are essential to success.
Loes has a very unique and powerful combination of competence (deep psychological expertise), passion that comes from her heart, and a structured mind/approach that allows for uncommon results and transformations.
I have known Loes for years — through the Argonauts community, and across many different groups and events since then: transformational retreats, leadership team sessions and a variety of other group settings.
From all these interactions and collaborations, what struck me the most about Loes was the unique combination of traits and capabilities that she possesses and brings to the situation. She has a very unique and powerful combination of competence (deep psychological expertise), passion that comes from her heart, and a structured mind/approach that allows for uncommon results and transformations to be achieved both at the personal level and the group or team level. This allows her to build on the collective experience and strengths of the group, leading them to become even better, more collaborative and innovative. I have seen this in how she helped my extremely diverse (functionally, culturally, regionally and gender) Innovation Team in a prior role get to the next level of performance and leadership.
I can wholeheartedly recommend her as a coach and/or facilitator for individuals or teams that are looking to transform themselves for the better and to achieve their potential.
Loes looks at the bigger picture of what we want to achieve as an organization or as individuals, and is really good at curating the right program, always focusing on the real take-home value for participants.
I have had the pleasure of working with Loes in a variety of settings: executive leadership sessions, one-on-one coaching, developing broader leadership and personal growth programs, and also YPO-related forum work on bespoke retreats covering several topics. For me, Loes has the capability and versatility to offer a broad scope of facilitation and guidance. I appreciate that she looks at the bigger picture of what we want to achieve as an organization or as individuals. She is then really good at curating the right program, always focusing on the real take-home value for participants. On top of that, Loes brings a pleasant energy to the room; everyone is quickly at ease, and she creates an environment of openness and sharing, which is very stimulating and helpful for the outcomes. I highly recommend working with Loes if you get the chance.
What makes her stand out is her genuine and personal approach. She has this great ability to create an environment where people feel safe, can truly be themselves and feel comfortable opening up and challenging themselves.
We worked with Loes on several (personal) leadership development programmes and I couldn’t recommend her enough!
What makes her stand out is her genuine and personal approach. She has this great ability to create an environment where people feel safe, can truly be themselves and feel comfortable opening up and challenging themselves.
The feedback from our participants was unanimously positive, and more importantly, we really saw them grow. Not just as leaders, but also on a personal level, which I think is just as important!
On top of that, she’s simply a great person to work with. She thinks along, understands what an organisation needs and brings her own authentic approach to everything she does.
A wonderful person who genuinely makes an impact.
One thing that really stands out from our work together is how she helped our leadership team build trust. She designed a program that encouraged us to be vulnerable with each other.
I’ve worked with Loes in various capacities over the past nine years at Recharge, from individual coaching and leadership team development to helping us build a stronger middle management layer. During that time, Recharge grew from a startup into a successful scale-up, culminating in the Coda exit. Loes worked with us through several stages of that growth, supporting us with the leadership and organisational challenges that came with it.
What I value about Loes is that she understands what it takes to build a successful business, and the role people play in making that happen. She looks beyond roles and responsibilities to understand how people think, what drives them and what gets in the way of working well together.
One thing that really stands out from our work together is how she helped our leadership team build trust. She designed a program that encouraged us to be vulnerable with each other and share things we might not normally talk about at work. This helped create a safe environment where we could have more open and honest conversations, challenge each other and really listen to different perspectives. It made a real difference in how we worked together as a team.
I’ve also experienced the value of Loes’s approach myself through individual coaching. She’s genuine and warm, but also willing to ask the difficult questions and challenge you to look at things you might find easier to avoid. That combination is what makes her such a valuable coach, both for individuals and for teams.
I would recommend Loes to any organisation or leadership team where trust, open communication and strong collaboration are essential to success.
The Four Passages · For a leadership team
The Four Passages are the method I walk with everyone I work with: all four, in order, at the pace your organisation is asking. Here is what each passage becomes for a leadership team.
Meeting what’s underneath
Beyond the “Me”.
Every leader runs on a role: the strong founder, the one with the answers. We go beneath it, body and heart first. The performing stops; the truth-telling starts.
Becoming fully seen
From “Me” to “I”.
Without the role, each leader speaks as themselves, including what no meeting has heard. People stop defending. Trust becomes the soil everything grows from.
Light and shadow, without shame
From “I” to “We”.
The team turns toward the conflict, the shadow, the unsaid, without shame. Separate agendas become one view: a team that decides as a “We”.
Exchanging “Pursuit of Happiness” with “Aliveness”
From “We” to “All”.
What the team found spreads through the company: culture as a living “We”, still alive long after the offsite ends.
Walked in order, they carry a team up a level: from performing to alive.
An instrument of my own
Leaders don’t only gain skills; they grow through stages of development, each a wider way of making sense of themselves, others and the world. Adult-development research is among the most useful knowledge a leader can have. Yet it rarely reaches leaders: it sits in academic instruments, written in language no working leader speaks.
So I built my own, the Conscious States of Leadership Profile (CSLP): refined over years, taken by thousands, in the language a leader actually recognises. Suitable for individuals or teams, with optional 1:1 or team coaching afterwards.
What it maps
Look inside
An example profile · a short excerpt of the full report
The human levers
Beneath the strategy sit five human levers — the layer that decides whether a plan turns into motion.
avoidance dressed up as alignment
Tothe missing conversation that unlocks the decision.
conflict avoided until it festers
Toconflict that finds the better answer.
difference flattened away
Todifference turned into creativity.
half of themselves left at the door
Topeople who stay, and bring all of themselves.
a plan that lives on a slide
Toa purpose the team owns and acts on.
I work with founders, CEOs, and their leadership teams using the Scaling Up framework as a spine, and psychological practice as the depth. We address the strategy and the shadow. The cash flow and the conflict. The org chart and the trust.
There’s no standard package; the shape follows the work. Every engagement begins with one honest conversation. From there, it usually takes one of these forms.
One intensive experience that shifts how a team relates, decides, and leads: where the missing conversation finally happens.
The inner and relational capacity to lead through complexity, for the founder or CEO carrying the most.
A journey walked over months: offsites, team sessions, and certified Scaling Up intensives, building strategy and trust at the same pace. The methodology gives the structure; the psychological work gives the depth.
Ongoing Forum and circle facilitation, and conflict navigation, for leadership teams, boards, and family businesses.
This work is for leaders who are ready for depth, and every engagement begins with one honest conversation.
So, which conversation is your company not having?
Begin the conversation →