Interview with Manon Janssen, Global Chief Executive Officer and Chairman of the Board of Directors at Ecorys.

Naarden-Vesting, September 2025

In the "PODIUM" interview series, Capita Selecta spotlights exceptional individuals and organizations. In in-depth dialogues, concepts such as vision, strategy, leadership, and wisdom are explored. We focus on the interconnectedness between societal, organizational, and individual levels.

We spoke with Manon Janssen, Global Chief Executive Officer and Chair of the Executive Board at Ecorys.

Ecorys is an international research and consultancy firm focused on complex societal questions in the public sector. Since its founding as the Netherlands Economic Institute (NEI), Ecorys has supported governments, non-profit organizations, and businesses in making well-informed policy decisions. The organization offers solutions at the intersection of economic, spatial, and social development.

In a very personal way we get to know an ambitious and wise woman for whom 'doing nothing' is not an option, and who has learned to rely on 'letting go and trust' in her leadership.

As a research and consultancy firm, Ecorys focuses on "major societal issues and developments". Are you able to prioritize issues and determine which are relevant and urgent?

Ecorys' mission is to work on major societal issues, the grand societal challenges.

The focus is on transition issues. For example, how do you transition from one energy system to another? How do you do that? Which system performs well or better?

How do you measure that? How do you put that into practice?

Ecorys effectively maps the costs of a transition and its benefits.

Ecorys strives to be effective in its services. One of our core products is, and always has been, the "social cost-benefit analysis." This very effectively maps the costs and benefits of a transition. Major societal challenges and questions are timeless. Our clients serve the public interest and are looking for objective, concrete answers. Ecorys is independent. The client determines the themes and owns the specific question. Obviously, the issues compete for priority, and "Defense" issues are higher on the agenda than a few years ago. In ninety percent of our work, we respond to the exceptionally well-documented and detailed requests from our clients. As an organization, we are highly capable of understanding and responding to government needs. That's in our DNA. Neutrality and objectivity are paramount to Ecorys and its clients.

Our global practices are driven by thought leaders who, within their fields and client communities, focus on relevant trends and developments. In terms of content, we could set the agenda, but we choose to do so as the final touch to a project.

What trends and developments does Ecorys anticipate, considering the current era?

We recently mapped this out. Four billion people worldwide voted last year. That was an absolutely unique event in such a short timeframe. Newly formed governments have shifted significantly to the right of the political spectrum. The issues and challenges are often the same, but the perspectives can differ. Within Europe, we see a sharp increase in interest in themes such as resilience, reducing European dependency in several areas, strengthening European cooperation (see, for example, the Draghi report), and questions regarding security and defense. Interest in issues related to climate change and sustainability tends to be somewhat lower on our clients' agendas. In the Netherlands, housing, purchasing power, and healthcare are key.

The discontinuation of USAID has major consequences,

leads to new circumstances and calls for different solutions.

Roughly every ten years, we see shifts in the prioritization of issues. However, in Africa, we see the greatest shifts. While the focus from 2000 to 2018 was largely on poverty reduction, in 2015 this shifted, and climate change took centre stage. For the continent as a whole, climate change is the central issue because it precedes poverty, hunger, migration, and so on. We see a very specific need and demand for sustainability matters in areas such as education, financing & investment, and transport, and their solutions. Discontinuing USAID has major consequences, leads to new circumstances, and requires different solutions, because the problems won't disappear with the stroke of a pen. It's about establishing a new system in which Africa (also) becomes self-sufficient.

How is Ecorys different from its competitors?

Ecorys is independent. Our shareholders are the Netherlands Economic Institute (NEI) Foundation and our own people, the Ecorys Foundation. We are therefore independent and responsible for ourselves. Ecorys is both a large SME and a well-organized international consultancy. We are compact and have a broad and deep substantive focus and practice structure. We are highly committed and engaged professionals who want to contribute in a very practical way to the issues of today and tomorrow. Behind the scenes, we work on systemic solutions. Within existing systems, government bodies, and funding sources, we offer distinctive solutions. Knowledge, expertise, social engagement, and a practical approach make Ecorys unique. We cherish that. Having been able to work for the public sector for so long is, of course, very special.

Ecorys is associated with the name of mister Prof. Dr. Jan Tinbergen, the first Dutch person to receive the Nobel Prize for economic research. To what extent is he still present or does he contribute to the distinctive character of Ecorys?

We still talk about him regularly, if only because the Boardroom in all our offices is called "The Tinbergen Room." His approach was primarily economic, and that remains a common thread in our work. We are strongly focused on the future, without forgetting our origins. The NEI plays an important role in this: it is the guardian of our heritage.

By the way, the name NEI is a prominent part of our logo. Just take a closer look.

Looking at recent (inter)national developments, Ecorys should be thriving. Is that true?

Ecorys' raison d'être is the fact that the world faces challenges, and that our organization provides solutions. We are driven by our contribution to complex, substantive and concrete, practical and urgent issues. Ecorys is well-equipped to address the questions that modern times bring.

Independent critical thinking and the ability to ask the right questions are

crucial and are becoming increasingly important.

However, modern times and current events do not only bring opportunities. The recent termination of funding by the United States Agency for International Development (USAID) has had a major impact on the American international aid program and the organizations that were – sometimes completely – dependent on this funding. Some organizations have effectively gone bankrupt. It is therefore crucial that, as an organization, you are not dependent on a single source of funding and that you have managed to diversify your clients and assignments across sectors and themes. We're also closely following developments in Artificial Intelligence. It's comforting to realize that independent critical thinking and the ability to ask the right questions are proving crucial, and will become even more so. However, developments are happening at a rapid pace, and it's certainly important to stay on top of things. Unfortunately, the world is facing major problems, and for the time being, there's a client demand for the work that Ecorys is doing.

Ecorys supports public organizations that shape and give substance to societal issues. What does "public leadership" mean to you?

The basis is no different from "regular" leadership. However, "public leadership" entails a broader responsibility with additional dimensions, unique responsibilities, and special expectations. For me, public leadership means governing and shaping the future of an entire country, using public resources. Ecorys also serves this purpose, albeit indirectly. We contribute to addressing and solving societal issues. We feel this (social) responsibility strongly.

What has been your personal journey so far?

I was born in Leidschendam, near Rotterdam, in 1961, and moved in 1976 from the heart of The Hague to the outskirts of Brussels, i.e., the Brussels countryside, where the bus passed twice a day. That proved to be a profound change at the age of fourteen. After just two weeks, my mother considered sending me back to the Netherlands and having me live with an aunt. It all turned out well, though. This move from the Netherlands to Belgium was my first paradigm shift in life. I realised that the world was different. I found that quite threatening and difficult at first. But I embraced it, learned a lot, and after three months, I had settled in.

In Brussels, I attended a traditional, broad, and "old-fashioned" gymnasium and was educated in both sciences and literature and languages. With that broad perspective, I could pursue many different careers. Afterward, I enrolled at the Vrije Universiteit Brussel (VUB) and graduated in 1984 as a Commercial Engineer from Solvay Business School. The day after graduating, I started at Procter & Gamble (P&G). I worked there for sixteen years, in various countries, and ultimately became Marketing Director. After P&G, I became VP Marketing White Goods Europe at Electrolux, Global CMO at Philips Lighting, and CEO & Managing Director at Ecofys. P&G, in particular, had a profound impact on me. These were also the years I moved between various European countries - Belgium, France - and travelled extensively intercontinentally. These were the years of embracing cultural differences, the years that shaped me. In 1992, after the birth of my daughter Chloe, we returned from France to Brussels: my son Max, it turned out, wasn't settling in France. Something was wrong, and it took quite a while to understand what it was. At sixteen, he was diagnosed as schizophrenic. He needed a lot of extra time, attention, and care. We found that in Belgium. From that moment on, I consciously and wholeheartedly fitted my career around Max.

The year 2000 was my big turning point. Everything changed, except the care, attention, and love for my children. I changed jobs, changed homes, got a new horse, met my current husband, and gained a step-daughter, Caroline.

Since 2015, I have held the CEO & Chair of the Management Board positions at Ecorys. I could never have imagined this beautiful, winding path on beforehand.

This life - combining work and finding balance within our recomposed multi-cultural family - was and is of fundamental importance to me. Animals are also incredibly important to me (I have six cats), horses in particular. As a privileged person, however, I also find giving back of the utmost importance. Wherever I can make a difference - even the smallest one - I will commit myself.

My parents did their best, as we all do. Don't dwell on the past.

What were the defining events on this winding path?

Of course, they were the various job changes, and in particular the underlying motives and motivations. Personal and professional growth and development, ambition, and the desire to make an impact were key factors.

The various moves between countries were decisive for me. This was especially striking when I was fourteen. The people looked different, I couldn't understand them or what they were saying, and they behaved differently. And all this just a two-hour drive from The Hague.

On a personal level, my parents' divorce - when I was seventeen - had a profound impact on me. My father moved to Brazil, and my childhood came to an end. My mother’s life came apart. I suddenly grew up and decided I never wanted to be dependent on someone else. I've managed to come to terms with it throughout my life. Today, at this age, I understand their divorce and have talked everything through with my parents. My father and I are alike, but I lived with., and sided with my mother. I was able to ask all my questions in a timely manner so the answers could (still) be given. Most importantly, I forgave my parents, and I forgave myself for not being able to save their marriage. My parents did their best with the resources and abilities they had. As we all do. Don't dwell on the past.

The day I was able to openly talk about my son Max's schizophrenia, when he was twelve and I was forty-two, was the day I stepped out of my "victim role." It was one of those decisions and tipping points that coincided at the time. When I realized I couldn't "fix" Max but could only care for him, I stopped taking it personally and could focus on Max. Together with my husband and our daughters, we created his autonomy, his independent living, and the careful taking of risks so he could build his own life. I am the proud mother of three wonderful young people who will care for each other when we are no longer here. And that is perhaps the most beautiful legacy a person can leave behind.

Looking back, what would you have done differently?

Max's schizophrenia was a major determining factor. Of course, I couldn't do anything about his illness, although emotionally, that wasn't always easy to accept. I learned a great deal from it, and at times it was truly frightening: "My child needs me, how can I help him?" It's much safer to work on a complex issue in the office.

I learned to be silent and not to be on top of everything.

To rely more on faith and trust.

Regarding other matters, I would handle some situations differently now. I could have been kinder to others, and to myself. In the past, I was more impatient, more intense. As a result, I hurt people without ever meaning to. Now I know that you can get things done with a little patience. My drive can be good, but also difficult for others. I learned to be silent and not to be on top of everything. To rely more on faith and trust and less on "guys, come with me." People need to be able to find their own rhythm and trust. Give yourself and others the peace and quiet, even if circumstances don't immediately warrant it. Think broader, including the long term. What's the best way to get somewhere, to achieve things?

But I'm willing to admit that I never expected to achieve this level of understanding and patience. Leadership also means possessing the knowledge and experience, and having the trust in others, to be able to determine where the boundaries lie.

Aren't you describing the process of aging? Becoming gentler and wiser?

Absolutely. In the process of aging, I worry less about what others think of me and I focus more on those things I can learn from. Letting things go.

It's about giving others the space to be imperfect. Forgiving others.

What does "wisdom" mean to you?

Well, exactly all of that. "Wisdom" is seeing with the same clarity what needs to be improved and what can be improved, based on the experience and insights of the years. Approaching things less urgently and more gently. Today's challenges will still be there tomorrow. It's about understanding that with more patience and cooperation, you can go further. You have to make room for others, empower them, and support them in achieving success. That they can achieve this with the right resources and mindset. That's wisdom to me. By the way, I'm not describing the process by which emotional distance is created or achieved. In fact, it only becomes stronger. It's about giving others the space to be the best they can be without having to be perfect. To forgive others. And as I just said, just as I forgave my parents - and myself.

A few have already passed, but what are your intrinsic motivations?

I want to have impact. I get joy from the feeling that I was able to touch something and make it better. That my existence on this planet has made a difference. This could be a problem, a situation, or people I care about. And also towards people who don't know I exist. With that, I describe a fundamental motivation: "I have been here." Precisely that.

Impact? Relevance?

Absolutely. In the past, I was strongly focused on recognition, but I no longer need that.

I'm much more interested in achieving the intended results and achieving them through the people and the organization. Supporting colleagues in developing the decision-making process: scenario development and determining the best options. Collaborating on narrowing things down and mapping the pros and cons. People have to come up with their own suggestions and solutions. That also makes them more powerful. And of course, the intention is never for things to go wrong.

To this day, I'm still learning. These days, I can be satisfied with  a day if I've contributed to "just" a limited number of things that I can say were useful.

I'm not good at doing nothing.

The question you were never asked, but always wanted to answer?

Honestly, I can't think of one. Maybe because I'm asking more questions myself now?

What question did I forget to ask today?

The question of where I want to go with Ecorys. And I'll answer it now. Ecorys is on its way to its centennial. For almost a hundred years, organizations, with and through Ecorys, have been taking the time and space to think about the future and how to address societal and organizational challenges. The meaningful and distinctive future of Ecorys is very close to my heart. This requires a high level of organizational commitment and a significant social impact.

I hope our clients will continue to do so for another hundred years, and that together we will make progress on the public and social challenges we face. But also that we realize that companies like Ecorys are special and that we must cherish this company.

What quote and/or life wisdom would you like to end today with?

(Laughing.) I've prepared well for this conversation, of course, and I've jotted down four quotes. It wasn't easy to choose just one. The core of this foursome revolves around the theme of "Never give up."

The following quote, which both my daughter and I embrace, is the one we chose:

‘There is no such thing as failure. Either you win, or you learn.’ - Gary Keller.

September 2025 | Edward van den Boorn

About Ecorys

Ecorys is an international research and consultancy firm focusing on complex societal issues in the public sector. Since its founding as the Netherlands Economic Institute (NEI), Ecorys has supported governments, non-profit organizations, and businesses in making well-informed policy decisions.

Ecorys originated in Rotterdam. In 1929, a group of Rotterdam entrepreneurs founded the NEI with the mission to stimulate socio-economic research. Thanks to, amongst others, the visionary leadership of Jan Tinbergen, the later Nobel Prize winner, and others, the NEI quickly grew into an international player. In the 1990s, a merger with Kolpron and Ecotec led to the name under which the company operates today: Ecorys.

Ecorys' mission and ambition to make a positive contribution to society have remained unchanged. Ecorys is independent and fully owned by the Netherlands Economic Institute foundation and its employees, with no external shareholders. With a team of approximately 600 experts and a network of external professionals in fifteen locations, the organization operates worldwide. Ecorys offers solutions at the intersection of economic, spatial planning, and social development – ​​across a wide range of policy themes. Ecorys’ services include research, policy advice, program management, and communication.

Some recent projects by Ecorys Netherlands:

·         Research into the European competitive position of net-zero technologies (European Commission);

·         Analysis of the economic value and footprint of the Dutch digital infrastructure (Dutch government);

·         Research into the social value of timely investments in the electricity grid (TenneT);

·         Economic impact analysis of the closure of the Juliana Canal (Rijkswaterstaat)

·         Evaluation of the 'Approach to Criminal Exploitation' in Rotterdam (Municipality of Rotterdam);

·         Financial support for development initiatives in Africa (Mastercard Foundation).

As its 100th anniversary approaches, Ecorys remains committed to social progress - in the Netherlands and beyond.

 About Manon

Janssen Manon Janssen has been Global CEO and Chairman of the Board of Directors at Ecorys since 2015.

During her executive career, she has served as Marketing Director at Procter & Gamble, VP Marketing White Goods Europe at Electrolux, Chief Marketing Officer worldwide at Philips Lighting, and CEO & Managing Director of Ecofys.

Ms. Janssen has held and continues to hold a number of non-executive positions, including Chair of the Dutch Industrial Climate Roundtable (2018-present), Director of Gimv (2017-present), and Chair and Figurehead of the Top Sector Energy, Ministry of Economic Affairs (2013-2021).

Manon Janssen (MSc) studied at the Vrije Universiteit Brussel (Free University of Brussels) and graduated in Commercial Engineering from Solvay Business School in Brussels in 1984.

This article was created by Capita Selecta – Executive Search & Leadership Advisory.

Capita Selecta translates organizational and strategic challenges into pragmatic and concrete personnel solutions. We advise, support, and develop teams and individuals in alignment with the organization and its strategy. Our Executive Search services identify, select, present, and support innovative and future-proof leadership and management.

Over the past 30 years, the firm has grown into a renowned partner in the recruitment and development of leaders and senior executives for national and international companies and organizations based in the Netherlands.