Who we are

SBRConsult is short for Seasoned Board Room Consult. We are experienced consultants that work on issues that are on the executive agenda. Our success as consultant depends on the quality of our advice, which is measured by those in authority: it helps their organisations to compete, grow and flourish.

The majority of our assignments are in close cooperation with key people of our clients’ organisation. We build teams able to perform in difficult circumstances. Our consultants are down to earth, are passionate about working side by side with client organisations to get to the best solutions, and strive for excellence in their approaches. Our solutions are fact based, data driven and are built on compelling logic. Our solutions bring both short and long term competitive advantage.

Erik Koopman

[cml_media_alt id='113']erik[/cml_media_alt]

Erik is especially strong on the cross roads of strategy and implementation. He brings a considerable experience in setting the bar, to be followed by improvement programs. These can range from restructuring of overhead functions, increase top line growth e.g. by boosting sales force efficiency, working on bottom line cost cutting exercises , implementing quality improvements while realizing considerable savings on external spend and making operations lean and supply chains outperform competition.

Erik’s strength lies in running projects with a strategic and operational angle. With improvement potential as leading theme, he focuses on adaptable and acceptable solutions for client organizations. Focus is constantly on delivering insight, planning and implementation of improvement strategies. He makes good use of his ‘rolled up sleeve’ mentality, working side by side with both decision makers and implementers.

Erik stepped into consultancy with an economics and management background. He has run many projects in a number of industries focusing on where strategy meets operations. He has over twenty-five years’ experience in providing strategic and operational consulting advice to leading international corporations.
In all those programs, benefit tracking plays an important role. “You need to be able to measure the progress constantly and to adjust immediately when and where required”.
His motto: “A strategic advice is useless if the consultant does not have the guts to implement it within a tight timeframe. Strategy realization, is what it’s all about!”

Robert Jan de Boer

[cml_media_alt id='114']rjdeboer[/cml_media_alt]

Dr. Robert J. de Boer studied aerospace engineering from Delft University of Technology. After
graduating on human-machine interaction in 1988, Robert joined Unilever to realize operational
improvements at various production sites. In 1995 he switched to consulting at A.T. Kearney.

Four years later he started at Fokker Aerostructures (now Fokker Technologies), to develop a System
Engineering and Airbus compliant Program Management methodology so that Fokker could
participate in the A380 program. He then supported and supervised an increasing number of
engineers (up to 300) as Director of Engineering, who were active in a large number of new design
projects around the world. He created an Engineering Management Information System, initiated a
low-cost engineering supply chain, introduced Knowledge Based Engineering and Product Data
Management, and implemented lean engineering.

In 2007, Robert returned to consulting and training. He was involved in the implementation of
operational improvements at Feadship and Royal Huisman. Furthermore, he works closely with ESA
to transfer their more than 20 years of experience with Concurrent Design to business. Today he is
active for SBR with companies and organizations that want to accelerate their procurement and
development process, where CD is often used. Robert combines his consulting work with an
appointment as professor and director at SDO University of Applied Sciences. In 2012 he received his
PhD from TU Delft on research into collaboration in technical teams.