Whoever works with me understands that REAL change starts with yourself.

ORGANIZATIONS ARE PEOPLE. ORGANIZATIONS DON'T CHANGE. PEOPLE IN ORGANIZATIONS CHANGE.

Commercial leaders call me because they know the next growth phase isn't only about implementing plans, but about unleashing the full potential of their teams, and they're determined to seize that edge by leading better.

They're going for real movement, deep transformation, and impact with their teams.

They're completely done by compensating for half commitments, vague accountability, and teams that say yes but act like no. My clients don't want to be remembered for the fires they did put out. They want to be remembered for the impact they made.

What drives me ...

I'm convinced that change only succeeds when the human side of organizations is taken into account in transition initiatives. Not just as an afterthought, but as the core.

As long as organizational behavior doesn't change, nothing changes. Friction between people keeps building, culture doesn't adapt. As long as the scripts running below the surfact gets ignored, transformation bleds out before it even started.

And that's exactly where my work begins.

I'm your go-to-person in commercial transitions, right at the point where logic stops and leadership for transition begins.

I know how it feels

I stood in this commercial arena myself for years.

Whenever a change and transition initiative started, teams pulled back. There were meetings, measurements, plans, but underneath the table it was simmering. Cynicism, resistance, silent protest. Everyone said yes, but did no, ... and not one but a whole herd of elephants occuping the room, not to mention the snakes under the carpet and the gremlins in the curtains.

And me? I thought I was the problem

Until I asked myself: "What if it's not my strategy, but it is what I don't see?" 

70% of transitions fail

What I was missing was insight into what scripts were playing out beneath the surface in organizations: behaviour, emotion, dynamics; the human factor.

That reckoning changed everything, and I knew I absolutely needed to understand organizational behaviour to-the-bone.

... A bold decision followed. I sold my house. Quit my successful job. Invested a real amount in myself that blew straight through my comfort zone. I did it anyway! And stepped into an intensive two-year learning journey at INSEAD's Master for Change. INSEAD being one of the top business schools in the world.. If you decide to go back to learning, you might as well learn from the best. At INSEAD I dove into everything that doesn't fit on a spreadsheet:

• The psychology of change
• Scripts running organisational behaviour and -culture
• Organisational behaviour, and the resistance
• Courage and leadership that actually lands

What I learned

To make the scripts visible which leaders do't see so easily in their own organisation. That leaders lose themselves in organizational systems that once served them, but no longer do. That there's no one there to help them see where it the friction is actually hurts. They keep pushing to perform, even when it's falling apart. It was confronting to se, but also liberating to learn that there is something can be done to it.

That's why I do what I do. I've lived through messy, uncomfortable and complex transitions, I studied change and transition,I researched them, and helped leaders see what isn't so easy to be seen in organisations, and help them name what sabotages organizations and their leaders.

Since then I've guided 1,500+ leaders worldwide, from boardrooms to change teams.

And everywhere I saw the same thing: change only succeeds when leaders dare to lead themselves and are open to read the scripts running the organisation .

I make the difference for you, between change on paper and transition that is moving

Not by working harder, but by leading smarter. Leading change with vision, clarity, engagement, and presence.

Without pulling, pushing, or slogging. With vision, authentic leadership, with lasting change in behavior, culture, and results. Because you didn't come this far just to stay busy and run past yourself. You're building your legacy, not just another KPI dashboard.

• That plans aren't just made, but carried. gedragen
• That teams don't just go along, but participate and engage meedoen
• That results aren't temporary, but embeded and lasting. blijvend
• That the organization's system is right, and performs because of it.

What others say about me

• "Margerieth asks those courageous questions no one else dares to ask, and that's exactly why real movement happens."
• "She brings focus. And sharpness. You feel it: something essential is happening here."
• "She comes in as a consultant, but touches as a human being."

The most difficult thing is the decision to ACT, the rest is merely tenacity.”

- Amelia Earhart, first female aviation pioneer

I made bold decisions from deep conviction.

And gave more than 100% commitment to understand why change in organizations so rarely gets moving, let alone sticks.

That is what you feel we work together.

And no, it's not a coincidence.

I built this deliberately, to strengthen commercial leaders, like you, when it really gets challenging.

That's also why the zebra is my metaphor. A zebra doesn't survive because it runs faster than the lion, but because it sees patterns before danger strikes. It moves with its herd. No islands, no politics. Crystal-clear communication and roles divided.

That's what I teach leaders in organizations: to read the scripts, no silos, one team, one herd, one movement.