Who are you, and what do you bring to this role?

I live in The Hague, the political heart of the Netherlands. I was born in La Paz, Bolivia, and raised in the provinces of Limburg and Brabant. Those different backgrounds have shaped me. Throughout my career, I have worked at the intersection of government, politics and business.

The common thread in my work has been representing interests in complex environments, where regulation, public expectations and entrepreneurship meet. At MVO, my role is to translate the complexity of our sector into a clear and coherent position towards government and policymakers, while recognising the diversity within our membership.

By connecting those different perspectives, we can present a strong and consistent message. The oils and fats sector is vital to both the economy and society, but its impact is not always fully recognised. Making that contribution more visible is an important part of my work.

Where does your strength lie?

My strength lies in building connections and developing long-term relationships. Timing is crucial: approaching the right person, with the right message, at the right moment, so that members’ interests are genuinely reflected in decision-making. That requires care, professionalism and integrity. You need to understand who you are speaking to, how decision-making works and which interests are at play. When that comes together, even complex or sensitive dossiers can be addressed constructively.

You have broad political experience, from local to European level. How does that help in your work for MVO?

That experience primarily helps me understand political and administrative processes: how decisions are shaped, who holds influence at which stage, and where there is room to manoeuvre. It enables a more targeted and effective approach. I consciously choose a broad perspective. The themes MVO represents touch upon almost every political portfolio. I therefore always seek a relevant entry point, regardless of political party or level of governance.

Many dossiers develop over several years and require consistency, even when the political landscape changes. This is particularly relevant in a period when policy frameworks and political relations in both the Netherlands and the EU are in flux, as they are today. It has also become clear how important it is for a sector to present itself as recognisable and reliable to policymakers, without ignoring internal differences.

You previously worked at Plantum. What did you learn there that is relevant for MVO?

At Plantum, I learned the importance of consistency and long-term commitment in advocacy. Some dossiers had been ongoing for more than a decade. In plant breeding, it can take between eight and eighteen years before a new crop reaches supermarket shelves. That requires stable and predictable policy. I see that same need for stability among MVO members, particularly at a time of political change and growing geopolitical uncertainty, which has major implications for trade and industry.

The political dynamic is currently intense and unpredictable. What does that mean for your role?

We are operating in a different political environment. Politics has become more visible and more immediate, partly because of social media. That can create opportunities, for example when issues need to gain attention quickly.

At the same time, it increases the risk of incomplete or oversimplified information shaping the debate. That makes it even more important to engage personally and to think ahead strategically — not only responding to developments, but anticipating them.

How do you view the sector’s position in relation to politics?

Our sector is connected to major themes such as international trade, sustainability, raw materials, food security, animal feed, energy and oleochemistry. Its economic and societal impact is significant. Yet that impact is not always visible in political debate, despite the sector’s central role in international supply chains.

There is therefore a clear task: to explain what the sector does, to provide context and to show the complexity and importance behind the products and processes.

Where do you see the greatest challenges and opportunities for MVO members?

The accumulation of regulation, increasing sustainability requirements and high societal expectations create real pressure for companies. Meeting these demands requires significant effort and investment.

At the same time, there is a major opportunity. Our members and working groups hold a great deal of expertise. If we combine that knowledge and communicate it clearly and consistently, we can operate much more effectively and strengthen our influence as a sector.

When will your start at MVO be a success in your view?

For me, success means that together we have clearly defined and communicated MVO’s priorities to the new government. In this first phase, listening and building relationships are my main focus. I want to meet members and visit companies to gain a clear understanding of the practical realities they face.

Advocacy is not an individual effort. It is a joint responsibility of members, the MVO team and the board. If we have set a clear direction towards the new government, increased MVO’s visibility in political and administrative circles, and ensured that members feel comfortable reaching out, then I will consider my start a success.