The automotive industry has changed. It was time for a new strategy, a new management structure, and a culture and organizational behavior to match. We redefined the strategy based on the CEO’s vision and an extensive intervision program with all stakeholders—staff, clients, and dealers. From this process, we distilled a shared belief in the desired culture, behaviors, and priorities. These were translated into an HRM tool to ‘make it all work,’ along with concrete behaviors that demonstrated to the entire organization that this was taken seriously. I supported the CEO and management team throughout this transformation, ensuring they set the example for the rest of the organization to follow.

Amos understands how things work in the corporate world. But he is by no means a corporate survivor or a corporate predator. He has a remarkable antenna for meta-communication—for what is really happening inside a company. I experience him as a deeply trustworthy person, with whom you feel safe to be open and vulnerable. If you want to take change seriously, I wholeheartedly recommend Amos!

– Ted van Dam, CEO BV Nimag, importeur Suzuki.

Amos thinks in terms of solutions and makes space. He sets thought processes in motion, without imposing a rigid vision. He looks for connection—between people and the organization’s purpose—making sure the whole group starts thinking. (…) He always manages to give a clear example, a metaphor that everyone understands. This makes it tangible and logical. He doesn’t put himself at the center, but he is fully capable of stepping in to challenge and sharpen the discussion when needed.

– Wilma Glebbeek manager HRM BV Nimag