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.

How I read a company

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

Where inner and outer meet

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.

Outer work Inner work the seam

The work happens in relationship, not from a distance.

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.

I start where the pain is.

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 whole team transforms, and the leader with it.

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 leaders say

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.
Thorsten Schatz Thorsten Schatz Group CFO & Managing Director, neeyo
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.
Joeri ter Beek Joeri ter Beek Managing Director, IPV Data
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.
Linda Faassen Linda Faassen CFO, Recharge
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.
Martine Tiemersma Martine Tiemersma Chief of Staff, Recharge
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.
Vinod Philip Vinod Philip Energy industry executive and managing board member
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.
Gunther Vogelpoel Gunther Vogelpoel Founder, Recharge; Non-Executive Director, Coda
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.
Sascha Beins Sascha Beins VP People, Recharge
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.
Martine Tiemersma Martine Tiemersma Chief of Staff, Recharge

The Four Passages · For a leadership team

The same arc, walked by a 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.

Depth Trust Transformation Belonging
01

Depth

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.

02

Trust

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.

03

Transformation

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”.

04

Belonging

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

A growth assessment built for leaders, not the lab

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

  • Distribution across states
  • Growing edge
  • Blind spots
  • Next step
Conscious States of Leadership Profile (CSLP) — Loes Fokker’s own leadership assessment report Look inside An example profile · a short excerpt of the full report

The human levers

What the work targets

Beneath the strategy sit five human levers — the layer that decides whether a plan turns into motion.

Lever 1

Honest talk

From

avoidance dressed up as alignment

To

the missing conversation that unlocks the decision.

Lever 2

Conflict

From

conflict avoided until it festers

To

conflict that finds the better answer.

Lever 3

Difference

From

difference flattened away

To

difference turned into creativity.

Lever 4

Wholeness

From

half of themselves left at the door

To

people who stay, and bring all of themselves.

Lever 5

Purpose

From

a plan that lives on a slide

To

a purpose the team owns and acts on.

Begin the conversation →

Who this is for

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.

Ways we work together

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.

01

A single room

Leadership offsite or retreat

One intensive experience that shifts how a team relates, decides, and leads: where the missing conversation finally happens.

02

A leader, over time

Executive coaching

The inner and relational capacity to lead through complexity, for the founder or CEO carrying the most.

03

A team, over months

Leadership development programme, with the Scaling Up methodology as its structure

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.

04

A room that keeps its trust

Forums, circles & peer-group facilitation

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 →