Bas Brans

“As a military officer, I gained unique and intense experiences over many years. During my last deployment to Mali, I began to wonder how often I would still be willing to risk my life while a young family was waiting for me at home. That question made me reflect on how I could put my knowledge and experience to use outside the Royal Netherlands Army, without losing my connection to the Ministry of Defence.”

Building bridges

At PwC, I support the Ministry of Defence with complex, capital-intensive projects in which new technologies are playing an increasingly important role. My background is particularly useful here. I understand how the defence sector operates and how decisions ultimately translate into practice for the people who have to implement them.

For me, advice is only truly good if it works in practice. Not just on paper, but also for the military personnel who ultimately have to put it into practice. Because I understand both worlds, I can often bridge the gap between policy and implementation, between strategy and day-to-day reality. 

As a military officer, I would not have simply spoken to a general. Now, as a consultant, I am a trusted sparring partner. That still feels special. At the same time, I realise that I may be making a greater impact today than I did when I was part of the organisation myself.

Leading by giving people trust

During my military career as an officer in the Royal Netherlands Army, I led teams in complex circumstances, both in the Netherlands and abroad. I learned what it means to take responsibility when the pressure is high. I bring that experience with me into my work every day as part of PwC’s Public Sector Defence team.

One of the most important lessons I took away from my military career is the importance of empowering people through mission command. This means being clear about the desired outcome while giving people the freedom to decide for themselves how to achieve it.

This way of working fits well with PwC. I work with colleagues who need that freedom to contribute their expertise. My role is not to micromanage every detail, but to provide direction, context and trust. People need to understand what we are working towards, why it matters and how much room they have to make a difference themselves. Giving people responsibility creates a sense of ownership and opens up opportunities for solutions you might never have thought of yourself. 

Working alongside colleagues from different disciplines also means I now approach challenges from a broader perspective than I did in the past.

Staying connected

When I left the Ministry of Defence, I made a conscious decision to remain a reservist. My military career is not a closed chapter in my life; it is an important part of who I am. As a reservist, I remain connected to the military. It gives me the opportunity to continue contributing to the security of the Netherlands while wearing the uniform.

At PwC, I am also involved in the reservist network and support colleagues who are considering taking the same step. I always ask them what they hope to get out of it. For some, it is about contributing to society; for others, it is about leadership or personal development. There is no such thing as a typical reservist. Everyone brings their own background and motivation. By sharing these different motivations, colleagues not only learn from one another, but also gain a better understanding of how a career at PwC can be combined with serving as a reservist.

Personally, I do not see being a reservist as a second job, but as a natural extension of my work. At the same time, I deliberately keep the two roles separate. As a consultant, I do not make military decisions. As a military officer, I do not carry out business analyses. It is precisely because I understand both perspectives that they complement and strengthen one another.

Working towards the same goal

At first glance, the defence sector and consultancy seem like two entirely different worlds. One revolves around uniforms, chains of command and operational readiness. The other focuses on clients, teams, propositions and advice. Yet I see many similarities. Both are about taking responsibility, working together under pressure and contributing to addressing challenges that truly matter. At a time when security and resilience are firmly on the public agenda, the defence sector, government and the private sector need one another more than ever.

When I started at PwC, I was surprised by how many colleagues share the same intrinsic motivation to do something good for the Netherlands. You do not have to wear a uniform to make a difference.

Whether I am wearing a shirt or a uniform, I am ultimately working towards the same goal: contributing to a safer and more resilient Netherlands. I have simply discovered that you do not always have to sit on the same side of the table to achieve that.