"We are one of the founders of e-commerce in the Netherlands and truly want to deliver a distinctive customer experience"

1. We have known you as CFO for some time, but what does it mean to now be the CEO of PostNL?

"It is a privilege to lead this organization, now in the role of CEO. PostNL is a company with a long history and an important social role as mail and parcels are part of daily life for millions of people in the Netherlands and Belgium. I have worked here in many different roles over the years, the last seven years as CFO in the Board of Management. I have come to know PostNL as a company filled with dedicated people and a strong drive for continuous improvement. The opportunity to contribute as CEO to the next phase of this development is a huge responsibility, but also a truly exciting challenge."

“I want us to continue to do better for our customers, which also means continuing to innovate with new services that add value”

2. What do you want to focus on as CEO?

"We want to be the most logical and reliable choice for customers, every single day. At the same time, we aim to be a great employer for our tens of thousands of employees, since they make the difference every day. We are the founders e-commerce in the Netherlands and truly want to focus on delivering a distinctive customer experience, taking the next step together with our clients. That requires sharper focus, greater customer orientation, less complexity, and a faster time-to-market in order to stand out and continue improving, through innovation and value-adding services. Not only in our home market, but internationally as well."

"The changing market dynamics also underscore the need to refine parts of our strategy, which we have previously announced. That is why this year we make targeted investments in five strategic initiatives. These include increasing the value of our large customers, international growth in Belgium, and across Europe and Asia via our Spring network, and further expansion of out-of-home solutions in the Benelux, such as parcel lockers. We are also taking steps in promoting good and healthy work for our employees and in sustainability, ranging from emission-free city logistics to using data to deliver more efficiently."

"In a few months, during our Capital Markets Update in September, we will go deeper into our strategy and financial plans for the coming years."

3. What is your view on the future of mail delivery?

"For 225 years, we have been delivering mail to every address in the Netherlands, and we will continue to do so. But the world is changing. People are sending less and less mail, while costs keep rising. That is why we are committed to a future-proof postal service in the Netherlands. Of course, we are doing what we can, but we cannot do it alone. It is now up to the government to decide on a postal service that meets consumer needs, remains accessible to everyone in the Netherlands, and is financially sustainable."

"A financially healthy postal company is in everyone’s interest. That is also what the Dutch Postal Act states: the company assigned to deliver the public postal service should not operate at a loss. In that case, the government steps in. By extending the legal delivery time to two days, and eventually three days, we can make postal delivery future-proof for millions of Dutch citizens and thousands of employees. It is up to politicians to make that decision."

“We are active in 15 countries, with our own hubs and teams serving the global growth of e-commerce.”

4. How international is PostNL?

"PostNL goes far beyond the Netherlands and Belgium. International growth is a key focus, not only because more and more Dutch and Belgian businesses want to sell internationally or because one in every five parcels we deliver in the Benelux comes from abroad. But especially because the international e-commerce market holds tremendous potential. We are already active in 15 countries, with our own hubs and teams supporting the global growth of e-commerce."

"We are doing well and growing fast in this area. We have built a solid European network with all our last-mile partners and are well-positioned in the Asian market. Together with our partners, we are active in about 190 countries. Last year alone, we delivered over 87 million international letters and parcels through our network. Our international operations are becoming an increasingly important part of our daily business, and I am convinced we can add even more value here in e-commerce logistics."

"We need to make smart, long-term choices, even if that means daring to think or act differently.”

5. What are the biggest challenges?

"The world around us is changing rapidly. Consider the growth of e-commerce, increasing complexity in the supply chain, international competition, and a shrinking postal market that has been declining for years. At the same time, the world has become more volatile compared to a few years ago. For example, the current discussions around import tariffs. It is still too early to say how that will impact international trade and consumer confidence. Social expectations are also shifting as customers and stakeholders are demanding higher standards for sustainability and social responsibility. For PostNL, this means staying flexible, reliable and accessible, and being transparent in how we operate. We must innovate and make smart, future-oriented decisions even if that requires a new way of thinking or operating."

6. You are also chairman of the Johan Cruyff Foundation. Do you see any parallels between sports and your work at PostNL?

"Absolutely. Sport teaches you how to handle pressure, to keep performing, and to collaborate with a clear goal in mind. That is also the case here, at PostNL: every day, we work with thousands of colleagues to manage a logistics process that runs like clockwork. That requires rhythm, discipline, and agility. Those are the same qualities that make the difference between being good and being truly exceptional in sports."

"What inspires me in Johan Cruyff’s philosophy is his ability to make complex things simple. One of his most famous quotes is: ‘Football is simple. But the hardest thing is playing simple football.’ The same goes for our services. Customers expect it to be simple, on time, and reliable. But behind that simplicity is a vast logistical, technical, and human operation. Our job is to manage that complexity in a way that feels effortless to the customer, and that is exactly where I want to take PostNL."

"At the Cruyff Foundation, I also see how much sport can mean, especially for children who need a bit of support. And it is about more than just sport, it is about making sure everyone can participate and thrive. That sense of social commitment resonates with me personally and fits with the role PostNL plays in society. We are deeply rooted in our communities and want to contribute positively, whether that is through small gestures or big steps. For example, a courier who knows the neighborhood well, switching to an electric delivery fleet or building a sustainable organization."

“Being a CEO is not just about setting direction. It is about listening and doing what works best, together.”

7. Finally, on a personal level, what are you most looking forward to in your new role?

"I am looking forward to meeting customers, partners, employees, and other stakeholders in my new role. I am looking forward to hearing their stories and continuing to build a strong, future-proof organization. Collaborating with our new Board of Management, with Linde Jansen (CFO), our leadership teams, and all PostNL employees. Being a CEO is not just about setting direction. To me, it is also about listening and doing what works best, together. As a company, we have played a key role in the growth and maturity of e-commerce in the Netherlands. That role comes with responsibility in the next phase: helping entrepreneurs grow and serving consumers in the way they expect.

What is essential to leadership, in my view, is not shying away from the big challenges. I believe in addressing issues fundamentally and delivering real solutions, even when it is tough. I call it ‘face the music’: being clear about what is needed, making brave choices, and providing direction. That is the only way a company can move forward, and how we can remain the favorite deliverer. It also means being a financially healthy company that contributes positively to society and creates value for all stakeholders."