Gilian Buijk had only just joined PwC when he became involved in Van Gelder’s United programme. He started as a newcomer, with limited experience in large-scale transformation programmes. Over the course of eighteen months, he took on multiple roles, worked across different teams and helped build a new way of working within the infrastructure company.
“I was given the opportunity to explore many different sides of consulting here,” says Gilian. Together with colleagues Thomas Grisel and Iris Maijer, Gilian works within Advisory on a large and complex digital transformation at Van Gelder. PwC is supporting the family-owned business in harmonising processes and implementing a new ERP system based on Microsoft technology. But anyone who thinks this is mainly about systems would be mistaken.
“This project gave me the chance to learn an incredible amount in a short period of time. More importantly, it helped me discover what energises me. That may well be the best thing about working at PwC.”
Gilian BuijkMore than a technical implementation
Van Gelder has grown significantly in recent years, partly through several acquisitions. As a result, different ways of working emerged across the organisation, with multiple processes and systems operating alongside each other. “The key question was: how do we ensure everyone can work in the same way?” Thomas explains. “That allows us to work more efficiently and deploy employees more flexibly. It is also important to gain greater control over the organisation so that it is ready for continued growth.”
That is why the programme started with the organisation and its processes rather than with technology. “Together with teams from Van Gelder, we first mapped all core processes from the ground up,” says Iris. “From strategy and planning to execution and customer interactions. Only then do you start looking at which systems best support those processes.” It is this human dimension that makes the work so interesting to them. “You are not just sitting behind a screen mapping out processes,” says Iris. “You visit sites, speak with people in operations and see what the work means in practice. That makes it tangible.”
“PwC used to have a reputation, for me at least, as a fairly traditional organisation. What I see now is increasing room for flexibility, technology and new ways of collaborating.”
Iris Maijer
Building together with the client
According to the three colleagues, what makes this programme especially rewarding is the way they collaborate. “We do not work for the client, we work together with the client,” says Thomas. “We sometimes describe ourselves as co-pilots. We are building the solution together.” That approach requires flexibility. Teams evolve, priorities shift and the programme regularly reassesses where support is needed most.
“You have to be comfortable with that,” Thomas explains. “Some consultants prefer everything to be defined in advance. This programme requires you to adapt, stay relevant and identify opportunities yourself.” According to him, that creates space for growth. “On this client programme, and others like it, you can help shape your own role. If something excites you and you see an opportunity to add value, you are given the freedom to pursue it.”
A soft landing for a starter
Gilian recognises that experience. He began in a supporting role focused on testing and transition activities but later moved into several other areas of the programme. “I worked on data migration, programme management and eventually on the customer contact process. That allowed me to experience a wide variety of roles within a relatively short period.”
The variety not only gave him valuable experience but also boosted his confidence. “I joined as a graduate with limited experience in this type of digital transformation,” he says. “But I was never thrown in at the deep end and left to figure things out on my own. I received a great deal of guidance. In every workstream, I collaborated with experienced colleagues and Van Gelder employees. That gives you the confidence to take on responsibility more quickly.”
“If something excites you and you see an opportunity to add value, you are given the freedom to pursue it.”
Thomas GriselTechnology as an accelerator
The team is now also looking ahead to the next phase: exploring how AI can help organisations work smarter and more efficiently. Within the customer contact process, for example, PwC is investigating how AI can automatically summarise conversations, make information easier to find and support employees in their day-to-day work. “It is not only about technology,” says Gilian. “You first ask where the organisation genuinely needs support. Sometimes the greatest value comes from small improvements that save people time every day.”
According to Iris, that is also where PwC plays an important role. “We closely follow technological developments. Many clients are only just beginning that journey. Ultimately, it is about helping a client move forward step by step. That is what makes innovation truly valuable.”
Room to find your own direction
For all three colleagues, the United programme reflects what makes working at PwC special. “PwC used to have a reputation, for me at least, as a fairly traditional organisation,” says Iris. “What I see now is increasing room for flexibility, technology and new ways of collaborating.”
Thomas agrees. “There is a genuine focus on what people need in order to perform at their best. Of course, it is still consulting and expectations are high. But you are also given a lot of freedom to shape your own path. This afternoon, for example, I’m attending a workshop on finding the right balance between parenthood and work.”
For Gilian, the greatest strength lies in the opportunities available to you. “This project gave me the chance to learn an incredible amount in a short period of time. More importantly, it helped me discover what energises me. That may well be the best thing about working at PwC.”