Esmee has a simple test for whether a strategy is working: “On Monday morning, are people doing something differently than they did last week?”. Not different words. Not a new slide deck. Different behaviour. Different decisions. That is where strategy either translates into growth or stops at intention. It’s this practical, action-oriented mindset that she brings to Protan as our new Chief Strategy Officer.
Esmee gained her experience in strategy and transformation at McKinsey & Company, working across all levels of the organization, from executive level decisions to the realities of the factory floor. What began as a fascination with complexity evolved into something more concrete: a conviction that analysis only matters if it changes what people do.
"At first, it was about being in the room where decisions get made. But over time, it became about the people. There is nothing quite like seeing people get excited, feeling the energy in the room change and knowing you were part of making that happen"
That conviction led her to make the move from consulting into operational leadership at Hydro Rein where strategy had to deliver measurable results, and where the consequences of decisions were real and lasting. Now she brings that combined perspective into her role as Chief Strategy Officer at Protan.
"Protan has everything it needs to grow. My job is to help make that happen by getting clear on where we are going, removing what gets in the way, and making it easier for people to do their best work."
"I wasn't looking for another advisory role, I wanted something real to build. Protan is small enough that decisions connect directly to outcomes. You can walk to the factory and touch the product. People around the table are genuinely passionate about what they do."
The opportunity is real. A strong product, established market positions, and international growth potential that is far from fully captured.
"There's so much already in place. It's about giving people the space and focus to bring that to life."
Esmee’s leadership is built on three principles: clarity, focus, and empowering people.
Early in her McKinsey career, she believed the work was in having the right answer. Eighteen months after delivering what she considered good strategic work, she went back expecting results. Instead:
"People looked me in the eye and said: it's just old wine in new bottles. We say different things but we do the same things."
The strategy had been right but nothing else had changed. Incentives hadn't changed. Systems hadn't changed. The way people worked hadn't changed. What struck her most wasn't the wasted effort; it was the people. Capable, committed people, held back by a system that hadn't moved with the strategy.
"We had defined what to do, not how the organization would do it, how people would work differently."
At Protan that means clarifying who owns what, making it easier to work across the organisation, and building a culture that is curious, action-oriented, and focused on results.
I am always curious, if you see me walking around just ask me anything!
Esmee’s approach to strategy is shaped by hard-won lessons:
When she’s not at work, you might find Esmee exploring one of the many wine bars in St Hanshaugen, shopping for colourful sneakers, at Friday night music quiz or walking in the park with her dog Nugget.
She ended up in Norway somewhat accidentally during COVID. Her Norwegian partner Ola was there, and what started as a temporary move during lockdown turned out to be one of the better accidents. "Norway has given me a different pace and a different way of thinking about balancing work and life. And Nugget of course.”
“I am always curious, if you see me walking around
just ask me anything!”
When asked to describe herself in five words, she chooses only three. "Driven, curious and, because I'm Dutch, a bit direct." Then she adds, with a smile:
"If I gave you five, I wouldn't have to prioritize."
Strategy, at its best, is an act of prioritisation. Deciding what matters most, saying no to what doesn't, and building the conditions for people to actually deliver. That's the job. And it starts on Monday morning.
