Non-Executive Director
NON-EXECUTIVE DIRECTOR
Gerrien brings extensive board experience and a keen social awareness, gained through her roles as a non-executive director at various public institutions. She serves as Chair of the Innovation & Digital Committee and a member of the Remuneration Committee at RvC Examenkamer, which independently oversees the quality of private-sector exams and examinations. Additionally, she is Chair of the Audit Committee and Chair of the School Fund at Marnix College. She also contributes as a member of the PE Committee at the Erasmus Governance Institute, Erasmus University, and represents the Member Council of VVAO, an association for women with higher education. In her non-executive roles Gerrien specializes in the portfolios of HR, legal & governance matters, and organizational development, serving as the chair of the audit and remuneration committee.
Previously, Gerrien was an elected member and Chair of the Selection Committee of the NCD Member Council, the Dutch Association of Commissioners and Directors. She also chaired the Remuneration Committee of the Supervisory Board at GAZO Foundation, a primary healthcare organization, and led the Remuneration & Selection Committee of the Supervisory Board at the Netherlands Leprosy Relief.
BOARD ADVISORY
Gerrien focuses on corporate governance and the role of the supervisory board and executive board in creating long-term value within her board advisory work. She is a conceptual thinker with a keen eye for the bigger picture. She excels at safeguarding the strategic direction throughout the entire process—from initiation to completion—while carefully managing stakeholders. Gerrien guides organizations toward sustainable growth and impact, skillfully aligning interests with vision and empathy. Her insights and experience form the foundation of her inspiring lectures and workshops. Topics such as self-evaluation, boardroom dynamics, bias, transparency, and diversity frequently feature in her work. By integrating behavior and culture with both soft and hard controls, she enhances the effectiveness of the board and improves risk management.
ORGANISATIONAL CULTURE
In an increasingly digital world, (non-)executive directors must prioritize human values to drive organizational success. This entails recognizing how technology and people complement each other to generate added value. Supervisory directors play a key role in emphasizing long-term value creation, ensuring it remains a focal point in discussions with the board. (Non-) Executive Boards should concentrate on boardroom dynamics, remuneration policies, and organizational culture.
“Een Tesla inparkeren kan iedereen“, which explores digital transformation and leadership, is a trending topic in (non-)executive boardrooms.
