I like talking about change. I like trying it out even more.

Why do we organise people around fixed jobs when the work itself keeps changing? That question was the start of a cooperative marketplace for work in tasks and projects.

In 2014 I started Part-up from a simple question: why do we organise people around fixed jobs when the work itself keeps changing? Part-up became a cooperative marketplace that let organisations break work down into tasks and projects and connect people to them dynamically.

We experimented early with ideas that are discussed far more widely today:

• skills-based working
• dynamic teams
• internal talent marketplaces
• breaking work into smaller units
• organising around talent instead of job titles

Part-up won the Finext New Organising Award in 2017. The company was sold in 2021.

In the end the most important lesson was probably not a technological one. A good system does not change behaviour by itself. That experience kept pulling me closer to change management and intervention.

As Chief Evangelist I work on AI for skills-based matching, talent intelligence and talent mobility. The ambition is bigger than better recruitment software.

Since 2023 I have worked as Chief Evangelist at 8vance. 8vance builds AI for skills-based matching, talent intelligence and talent mobility. The technology makes visible:

• which skills people have
• which skills the work asks for
• which next steps are possible
• which development paths make sense
• where hidden matches sit inside and between organisations

My ambition reaches beyond better recruitment software. I believe we need infrastructure that lets talent move through organisations and labour markets far more easily.

Internally we like to call that ambition the Adyen of the labour market: reliable infrastructure on which different parties can find, develop and move talent.

Labour markets do not stop at the edge of a single employer. Yet we still organise talent almost entirely inside that edge.

Labour markets do not stop at the edge of a single employer. That is why I enjoy working on ecosystems in which employers, government, education, intermediaries and technology collaborate around talent.

Not just matching someone to a vacancy, but making visible: where can this person go? What can they already do? What could they learn? Which route is realistic? Which organisation actually needs that potential?

I believe this will end up mattering far more than perfecting individual recruitment processes.

From 8vance I bring organisations, researchers and public bodies together around the future of AI matching. Innovation sometimes emerges not inside one organisation, but between organisations.

Technology develops faster when people share what they know. That is why I organise the AI Matching Community from 8vance: a place where organisations, researchers, employers, technology companies and public bodies meet around the future of AI matching.

Not to sell one solution, but to explore together:

• what good matching actually means
• how we limit bias
• how AI stays explainable
• how skills data can get better
• how public and private infrastructure can strengthen each other

I believe strongly in communities as an instrument of change. Innovation sometimes emerges not inside one organisation, but between organisations.

You cannot keep solving labour shortages by recruiting harder. Healthcare makes that clearest to me.

Healthcare makes one thing very visible to me. You cannot keep solving labour shortages by recruiting harder. So I explore with healthcare organisations how the work itself can be organised differently. For example by:

• distributing tasks differently
• using technology where it genuinely helps
• letting professionals work more from skills
• improving internal mobility
• involving volunteers and other groups differently
• designing new combinations of human and digital capacity

The question then is not only where we find more people, but how we organise the talent we already have more intelligently.