Public sector business operations
Grip on financial flows, steering and capacity planning at regulators and public enforcement bodies.
Strategic advice & execution
See what is there.Make it simpler.
For entrepreneurs and leadership teams who notice complexity growing while their grip on it fades. I look at the numbers, the processes and the choices around them, and bring them back to what works.
- Utrecht, on site or online
- Independent & straight
Less friction, by taking systems back to their core.
System research
This is how it usually goes
Complexity is rarely created on purpose. It grows slowly, out of good intentions that nobody revisits.
01
A good reason
A process is introduced at some point for a good reason.
02
Forgotten context
Years later nobody remembers that reason. But everyone follows the steps.
03
Ingrained routine
A report is produced every month “because that is how it has always been done”. The meeting stays.
04
Accumulation
And so complexity piles up. Piece by piece, layer upon layer.
One day it is no longer a process.
It is a system nobody fully understands any more, and that everybody keeps alive.
Philosophy & method
See first. Then improve.
Every question starts the same way: first look at what is actually happening, before anything changes.
01 · Look
We map how things actually run today. Without assumptions, without immediate judgement, simply the factual flow.
02 · Understand
Two steps check the same thing. One loop runs back to the start. Why was this designed this way?
03 · Simplify
Whatever no longer serves a purpose goes. We cut ballast and redundant control steps.
04 · Build
What remains is shorter, easier to explain and a good deal more pleasant to work in.
System psychology & operations
What happens to processes also happens to people.
An assumption becomes a fact over time. A habit becomes policy. A reaction from years ago still shapes what your calendar looks like.
An organisation is not a machine. It is what people have made of it over time: habits, compromises and ways of keeping going. Improve a process without understanding why people work that way, and the friction is back before you know it.
The best solutions appear where those two worlds touch: the numbers and the people.
Hard operations
Systems, ERPs, financial reporting, KPI dashboards and contractual templates.
Human dynamics
Assumptions, habits, ownership, attention and the energy it takes to decide.
Haro Hollertt
Who
Three perspectives, one sharp view
As a controller
“I learned to look at what numbers actually say, and at what they leave out.”
As a trader
“I learned that a good decision does not guarantee a good outcome. Quality sits in discipline and risk management.”
As an entrepreneur
“I learned that the real problem is rarely where you look for it.”
“Most energy is not lost in what happens, but in our reaction to it.”
Areas of application
What I use this for
Four angles where structure and sharpness create calm and room to grow.
Strategy & business
Business models, durable growth, strategic priorities and sharpness in choices.
Finance & control
Structure, reliable numbers, risk control and strategic insight.
Processes & automation
Removing complexity, streamlining processes and using AI where it works.
Personal clarity
Focus, mental energy, autonomy and genuine enjoyment of the work again.
Not every question fits neatly into one box. That is often exactly what makes it interesting.
See what I doInnovation & experiments
BGenius Lab — what I am working on now
Projects and experiments, with an explanation of why they exist and how they were built architecturally.
PreExam
An AI platform that trains exam candidates using official Cito marking schemes and personalised learning-style analysis.
PrivacyCache
Automated tooling to scan websites, cookies and tracking architectures directly for GDPR compliance.
An exploratory conversation, no obligation
What are you running into?
You do not have to be able to state the problem completely yet. Describe what you see or what you are unsure about. Clarity emerges in the conversation.