Blog
Our growing management team
Over the past year, our management team expanded to four colleagues—each with their own expertise and character. Together, they form a well-balanced team that challenges and strengthens one another. In this article, they share their backgrounds, what drives them, and how they work together.
Martèl Both – Engineering Manager
“I joined Bos Nieuwerkerk four years ago as a project coordinator and have since grown into the role of Engineering Manager. I’m also part of the management team. I consider myself someone who’s quick to read people’s emotions and connect others. I have broad technical knowledge—though I’m not a deep specialist in one area. But I can quickly see which building blocks we need to create something strong and lasting. Alongside the thinker in me, I also enjoy being a doer. Before this, I worked for several family businesses, then at a large American corporation—and now, fortunately, I’m back at a company that truly treats employees like family. We’re a close-knit group that values honesty and gives everyone room to be entrepreneurial. That means we, as a team, can really shape the future of our engineering department. We’re working toward advanced standardisation and smarter modular design. With our own automation tools, we’re able to translate over 50 years of expertise into a remarkably strong and efficient product. And finally, I’d like to say how often we receive compliments from clients. They see how our people on site go all in. We think of that as normal—but their feedback has made me realise just how special it really is.”
Martine Goedegebuure – Owner / Head of Strategy
“Now that I’ve handed over the managing director role to Peter and expanded the management team, I have more space to focus on my role as strategist. That means stepping back from day-to-day operations to shape long-term plans for Bos Nieuwerkerk and Heat Matrix. We’ve always been good at making plans. Now I have the time and headspace to actually implement them. And that’s possible because we now have a balanced management team. During team training sessions, we discovered that we’re actually working a lot like a holacracy—an organisation where authority is evenly distributed across different roles. At our company, a salesperson can get involved in production decisions if they have relevant knowledge. We want to become more intentional about using this ‘circular’ way of working. I also see myself as the guardian of our culture. Our motto is: ‘Business is business—but above all, business is people.’ That human element has to be part of every decision we make.”
Cor de Leeuw – Sales Manager
“When I started at Bos Nieuwerkerk in 1985, I was hired by Leen Goedegebuure—as a metalworker. There was always room to grow here, so I studied in the evenings, first at the technical school (MTS), then at the higher technical school (HTS), and worked across different departments. Today, I’m Sales Manager and have been part of the management team for 15 years. My role is to shape our sales strategy—for both Bos Nieuwerkerk and Heat Matrix. I identify client needs, opportunities, and challenges, and work with our engineers to deliver the best solution. I see it as my job to earn and keep our clients’ trust. And you do that by keeping your promises and delivering quality and reliability. To do that, you have to trust your colleagues completely. We have all the craftsmanship in-house. Everyone knows their strengths—and when to rely on others. We constantly share knowledge and experience. One of our biggest strengths is that we’re a family business—and by that, I mean we genuinely belong together. We share values like openness, reliability, and technical expertise. But also personality traits: we’re informal, approachable, and flexible. One moment we’re all-in and under pressure, and the next we’re having a laugh. That balance works well here.”
Peter van Veelen – Managing Director
“As Managing Director, I take an operational leadership role in the team—overseeing engineering, sales, and project execution. Not just from a content perspective, but also in how we do business, where relationships really matter. I love working across these disciplines. Martine, Cor and I have worked together for so long—we can finish each other’s sentences. But fresh energy and new perspectives are essential. With Martèl joining, the team is broader and more diverse, which opens the door to new products and services. And with Martine now fully focused on strategy, we can better evaluate both opportunities and risks for the future. We’re entering a new phase as a management team. To prepare, we brought in an external expert to help us get to know each other better and define how we want to work together. A very practical outcome is that we’ve committed to giving each other more space—and to gathering and sharing information more informally. We’re also entering a new technical phase where automation and robotics are becoming increasingly important. In a tight labour market, you want to deploy people based on expertise and talent. Repetitive tasks should be automated as much as possible. That’s not just more efficient—it also helps maintain consistent quality.”
