In addition to his work with De Vroedt & Thierry Health, Kees Donkervoort is also active as a supervisory board member. After a successful career in business, he has been working in healthcare for the last 20 years. In 1999 he started his own company energiebedrijf.com, which later became the fourth energy company in the Netherlands: Oxxio; and was part of the management team that put Castel (later Ziggo) on the market as an alternative to KPN (1995).
Kees became devoted to healthcare when he started a foundation that organised camps for children with cancer during his student years (business economics VU Amsterdam): SKOV. The foundation still organizes annual summer and winter camps for children with cancer. This experience made Kees decide to step into healthcare, after the successful sale of his own company, which became the Groningen Regional Laboratory. A position soon followed as Chairman of the Board of Directors of Bethesda Hospital, mergers with other general hospitals and the transition to Leeuwarden: Chairman of the Board of Directors of the Medical Center Leeuwarden (top clinical hospital, large heart center, complex emergency care), board membership of the Cooperating top clinical hospitals. In 2017, at the request of the then CEO of KPN, he set up a new division in the field of healthcare: KPN Health. At the same time, he set up the task force Samen Vooruit, together with VNO-NCW and the Ministry of Health, Welfare and Sport, in order to make the business community more attuned to the acceleration of data exchange in healthcare. Kees has been teaching future care executives through Sioo and De Baak for years.
‘The healthcare sector is changing rapidly as slowly costs are no longer feasible and are rapidly increasing year after year. Already € 100 billion per year and € 200 billion in 20 to 25 years. That money is not available and there are hardly any specialized professionals. We have to change course and make transitions in many areas within the complex healthcare world. That requires a lot from the leadership from the new executives and supervisory board members. Do more with less money, look for other partnerships, use new technology such as machine learning and AI, organize care at home, fewer bricks, more virtual. And we can! Now the will, the guts, the perseverance, the execution power. Stand up for the cause. Sometimes this also requires out of the box solutions. We make the match. Between your organisation and the suitable candidate. We know healthcare and its developments, and from our own experience understand what it takes to be successful at an executive level in healthcare.’