Interview with Anne Mieke van der Werf Directeur Business Development, Invest-NL

Naarden-Vesting – June 2025

Capita Selecta’s interview series ‘PODIUM’ puts special people and organisations in the spotlight. In in-depth dialogues, concepts such as vision, strategy, leadership, wisdom and ownership are discussed. We focus on the coherence between the social, organisational and individual levels.

We spoke with Mrs. Anne Mieke van der Werf, Director of Business Development at Invest-NL. The organisation was founded in 2020 and invests in tomorrow’s  economy. Invest-NL aims to make the Netherlands more innovative and sustainable. The organisation supports the market by removing financing bottlenecks and mobilising financing. Rapidly changing national and international developments and issues have accelerated the organisation. Companies, national governments and international institutions assess knowledge, innovation and public interests differently than they did five years ago. Invest-NL is moving along and has developed into a national financing and development institution that contributes to the future earning capacity of the Netherlands.

Invest-NL: The power of patient capital in transition challenges.

Invest-NL’s mission statement is to “make a substantial and impactful contribution to a more sustainable and innovative Netherlands. To finance what seems unfinanceable.” To what extent has the organization been able to fulfil this promise?Our mission is clear: to make the Netherlands more sustainable and innovative. Through our investment and development capabilities, we can accelerate major transitions together with our portfolio companies, financiers and our partners. We do this in a world that is constantly evolving - within the Netherlands, across Europe, and globally. With the ambition to contribute as much as possible to societal transitions, Invest-NL is open to a broader application of its mandate and additional roles appropriate for a national financing and development institution. We see many opportunities in this regard.

With our public mandate, the strengthening of our position, and a budget of approximately €3 billion, we are well-positioned to fulfil this role with even greater vigour in the coming years. Our mandate enables us to support the financing of diverse and complex transition challenges through both our development branch (Business Development) and our investment branch (Capital). Through our involvement, companies, projects, and consortia gain access to financing. We do this by connecting parties and developing structures that enables demand and we facilitate transactions between companies, as well as by providing financing that enables access to private market capital.

What sets Invest-NL apart from other players?

Our capital is patient, and from our position, we are able to continue financing where other financiers and investors are often constrained by their fund terms and conditions. Now, more than five years after our start, we are able to deliver up to our promise. We aim to better fulfil our mandate by applying our supplementary mandate more broadly. In addition to venture capital financing, we also seek to complement institutional investors, private equity funds, and debt products, in combination with the use of European capital. With the patient and complementary nature of our capital, we enhance a unique position in the financing landscape - across our entire portfolio.

 A more proactive support for innovation and entrepreneurship?

Invest-NL is a national financing and promotion institute. In addition to our high-risk positions across the portfolio, we also develop markets and financial instruments. The development branch is my responsibility. A good business case “deserves” more than merely money.

A company deserves the best people with the right knowledge and experience, and a well-functioning market with excellent financial institutions that can build on and trust in solid regulations and legislation—and their enforcement. It is crucial to have a financially robust landscape to fund innovations and bring them to market. These do not emerge on their own. A public co-financier is an attractive partner in this regard. A company deserves more than just returns. It also deserves strong connections with educational institutions, a sound financing landscape, market access, and a long-term perspective.

In short: good access to knowledge, financing, and scale-up funding, and a support base for innovations backed by patient capital.

Invest-NL started under extraordinary circumstances. How do you build an organization when society comes to a standstill?

The launch of Invest-NL coincided with the COVID-19 pandemic. On the very day we were supposed to move into and celebrate the opening of our new office, we found ourselves behind our screens. We literally built an organization through and from ‘the screen’. We met each other online, conducted online job interviews, and held online team-building sessions. We had to reinvent ourselves in many areas, give introductions, and ‘take the stage’. Starting a company, building teams, and creating a unified organization was challenging and not always easy during a time when people felt uncertain.

At a certain point, everyone knew each other’s home situations, motivations, and personal considerations. Truly understanding one another and collaborating became much more difficult. While you might be listening to a project proposal with enthusiasm, the other person might say, “I get the feeling you’re not very excited,” unable to see or feel your enthusiasm. When we were allowed to meet in person, we found creative ways—on the beach or under umbrellas in a park. I delivered Christmas packages in my Mini and took Friday afternoon walks with my youngest colleagues during old-fashioned conference calls to grab a (vegan) croquette sandwich.

During Teams meetings, seeing everyone on screen and witnessing each person’s contribution gave me a great feeling. I was genuinely proud of how we got through that time - together and individually. Everyone managed it from their new roles: some in small shared rooms or kitchens, others with children and schoolwork at home, or caring for ill partners. When we were finally allowed back to the office, we were an organization of 80 people who really had to get to know each other—and sometimes didn’t recognize one another or had completely different impressions. The management team held together well during that early period and, given the circumstances, did their best to care for the people. I’m not sure we always succeeded, but we certainly tried.

The result?

Over the years, Invest-NL has become a strong partner that, among other things, has made impact measurable. A track record has been developed, and the organization is now recognized and acknowledged. Parties are joining us, and after five years, we are in discussions with a wide range of entrepreneurs, investors (from angels to institutional), and public stakeholders (ranging from local municipalities and provinces to the national government in The Hague, as well as other public investors like the Regional Development Agencies, Invest International, and of course the European Commission).

Invest-NL has grown tremendously in recent years. In the past twelve months alone, we’ve hired sixty new people. We continue to work on professionalizing the organization and strengthening the foundation of our mission-driven work. Invest-NL is made up of driven, highly capable, and wonderful professionals who work hard and are critical thinkers. They speak out. I find that both good and very enjoyable. I can proudly say that we’ve achieved great results.

How did the regional and European cooperation evolved?

The collaboration between Invest-NL and the Regional Development Agencies (ROMs) has developed positively and professionally. We know each other well, work together, and reinforce each other in development activities. Where companies want to scale up, we are the right partner for both market development and financing.

We finance directly or indirectly through funds to strengthen the financing landscape. We do this ourselves and with resources from Europe. Our European partners have been around longer and have already developed a broader range of instruments and financing positions. We have now truly secured a place in this European arena with the development of financial instruments that we can offer to Dutch entrepreneurs using European Commission funds.

Currently, we are exploring further collaboration with Invest International to more effectively mobilize private capital through the use of public funds.

The world is in flux. International relations seem to change almost daily. How does Invest-NL respond to this?

The world is indeed in significant flux. Partly driven by the Draghi Report (2024), there is a deep awareness that Europe faces a major challenge in strengthening its competitiveness and closing the substantial innovation gap with the US and China. The urgency of accelerating major societal transitions - in areas such as Energy, Industry (Biobased, Manufacturing, and Chemicals), Agrifood, Healthcare, and Deep Tech - is at the top of the agenda. Geopolitical developments have also made other challenges more prominent in recent years, such as protecting our (economic) security, reducing strategic dependencies, and strengthening industrial policy.

These developments have a profound impact on Invest-NL’s work. A more sustainable, innovative, and resilient Netherlands requires significant investments in the economy of tomorrow. Our shareholder and the ministries in The Hague are profoundly aware of the importance and necessity of this - from the perspective of earning capacity, economic relevance, and the level of prosperity and well-being in the Netherlands. We possess a wealth of technological knowledge and experience thanks to our delta position - our location by the sea and gateway to Europe.

The knowledge and experience we’ve gained in the energy transition are also being applied to other transition challenges in healthcare, agrifood, and industrial sustainability. We work from integrated issues such as the security of supply for materials, energy, distribution channels, and transport. Our themes and expertise in developing instruments and investing are increasingly interconnected.

When you talk about access to European funds and partners, which partners are you referring to?

This includes the involvement of the European Commission and collaboration with European National Financing and Development Institutions - collectively known as the European Long Term Investors. These include institutions such as Bpifrance (France), Cassa Depositi e Prestiti (Italy), Caisse des Dépôts et Consignations (France), Kreditanstalt für Wiederaufbau (Germany), the Export and Investment Fund (Denmark), as well as the European Investment Bank and the European Investment Fund. These organizations have extensive experience in attracting European funding to finance the European agenda within their own economies.

Shaping the European agenda - such as in line with the Draghi recommendations - is done by European partners working together locally and nationally in the field, not just from Brussels. These National Financing and Development Institutions are highly attractive partners. When addressing issues related to national infrastructure, collaboration also includes institutional capital investors. Invest-NL has secured a position within this financing landscape, both in the Netherlands and, importantly, in Brussels.

At the European level, we are now, after five years, recognized as an innovative partner. There is significant interest in how we have developed our financial instruments. We are invited to join discussions and to share our knowledge and insights.

At present, Invest-NL has 122 direct investments and 28 fund investments, amounting to committed capital of €1.14 billion. What are your expectations for the future in terms of volume and impact?

Last summer, Invest-NL was granted an additional €900 million in capital, in addition to our core capital, as well as an additional mandate, which allows softer financing conditions.

I hope that Invest-NL will increasingly be able to take the lead in larger projects and “first-of-a-kind” plants, where multiple financing products may be necessary. This would allow us to provide better access to financing and markets for parties and financiers facing transition challenges that are still considered too risky. I foresee that Invest-NL will play a strengthening role by mobilizing private capital from institutional investors, thereby reinforcing the financing landscape. Again, Invest-NL does not exist to compete with other parties, but rather to complement, accelerate, and provide appropriate additional capital. We step in where others cannot (yet).

What steps are you taking today to realize the ambitions of tomorrow?

In the context of international expansion, Invest-NL’s participation is now highly valued by National Financing and Development Institutes in other countries. Our presence on the “cap table” is already greatly appreciated. We must recognize that our policies and decisions are increasingly relevant on the international stage. We must also be aware that certain innovative technologies should remain in the Netherlands longer, giving them the time and space to successfully complete their development phase and grow stronger both nationally and internationally.

Considering the large number of interconnected issues - national, European, global - all the regulations and all standards that reports must comply with: how do you establish a framework from which you can assess and measure these matters?

First of all, operating as a public limited company (N.V.) with a public shareholder requires a specific governance structure. This immediately leads to strong involvement from the shareholder, the Supervisory Board, and the formation of a robust Executive Board.

As mentioned, we also work closely with strategic partners in Europe, The Hague, investors, and businesses. This collaboration means that the focus is primarily on the core tasks arising from our mandate: the implementation of the legal mandate (including additionality, state aid, and governance), financial oversight (risk, return, and impact), and compliance with various covenants, such as those related to SMEs, the Social and Economic Council (SER), the Sustainable Development Goals (SDGs), and criteria concerning diversity, equity, and inclusion.

Because we finance with public funds, it is essential to have sufficient checks and balances in place to justify and explain investment decisions. This means that both investment processes and development trajectories require more time.

The reporting obligations mentioned above also place demands on the organizations in which we invest. They are likewise asked to provide relevant data, including for measuring impact in areas such as avoided CO₂ emissions and job creation.

In this regard, we collaborate with EcoVadis - a partner we actively engage to support our portfolio companies. Pursuing objectives that go beyond purely financial returns, in our view, increases the likelihood of continuity and sustainable growth for these businesses.

An key question is: How are circular risks valued compared to linear risks?

As an investment and development institution, we focus on the steps that must be taken today to accelerate the realization of tomorrow’s ambitions. We observe, initiate, and set the agenda. Transforming business processes cannot be achieved solely through government policy; entrepreneurs and financiers are indispensable.

A key question in this context is how circular risks are valued compared to linear risks. Is the risk of recovering critical materials truly greater than the risk of dependence on volatile or geopolitically unstable sources? And does that risk rest entirely with the entrepreneur? These are questions that must be addressed collectively, with public partners focusing on the needs of businesses.

Financing solutions can play an important role here. Think of guarantees, financial instruments, or insurance that enable entrepreneurs to contribute to the security of supply of national importance. The willingness among entrepreneurs is there - they want to contribute and are actively seeking solutions to reduce dependence on foreign sources.

That’s why we also focus on European cooperation, with the goal of strengthening shared value chains and achieving strategic autonomy.

The government as a ‘facilitator’ of entrepreneurship?

Absolutely - also as a developer of knowledge and experience among and between value chain partners, which can, for example, be exported abroad. What I’m truly proud of is that Invest-NL also has serious, large companies - just below the top 20 largest firms - on its radar, helping them gain access to green electricity, financing solutions for industrial sustainability bottlenecks, and working with banks to develop solutions to finance the transition.

On the supply side of the energy market, we’re seeing declining interest in investments in offshore wind farms. There’s a pullback in the heart of the energy transition by major market players with clear ‘green strategies’.

How do you assess this?

Demand creation as the key to sustainable growth in offshore wind: Rising costs, uncertainty about uptake by large industrial players, and increasing international competition are putting pressure on the marketability of green electricity in the Netherlands. Where developers could previously rely on creditworthy large consumers - like data centres - that certainty is now less guaranteed. Notably, even well-known companies outside the top 20 are increasingly being deemed ‘not creditworthy enough’ by financiers.

Yet we do see potential. We observe that by bundling smaller or medium-sized consumers, a robust and stable demand can emerge. Demand creation is crucial - not only for the sale of green electricity but also as a strategic tool within broader European energy policy.

‘Demand-side creation’ is now high on the European agenda. Invest-NL actively contributes to this, together with Dutch entrepreneurs. By developing innovative financing models and partnerships, we help to strengthen the market for sustainable energy generation and accelerate the transition to a future-proof energy system.

What is societal value, and how do you measure it?

(Smiling.) A question to a general economist who used to conduct social cost-benefit analyses for her thesis?

So, the right person?

Yes, I guess so. I assess value-creation beyond financial returns. This discussion touches on the broader concept of welfare gains and losses. It often involves societal benefits and costs that fall outside the direct financial analysis of an investment. Yet they are essential to understanding a project’s long-term relevance.

At Invest-NL, we focus on clear themes with specific areas of focus. These help us assess contributions to the energy transition, circular processes for industrial sustainability, future-oriented food systems, and the healthcare sector transition. We take a value chain-oriented approach: we don’t just look at individual companies, but at their role within broader value chains.

Although the transition may sometimes seem slow, important steps have been taken over the past decades. We are making progress in vision, shared ambition, investment, and technology. And that’s necessary, because we face major, interconnected societal challenges.

“How many trees is a job worth, and how many jobs is a tree worth?”

What does your personal and professional journey look like? Where did they begin, and can they be seen separately?

I was born and raised in Harlingen, the youngest of two daughters in an entrepreneurial family. My father took over the family business at a young age as the third generation, after his father passed away. That came with the usual romance - and the dynamics - of a family business. Thirteen years ago, my father and I sold the company together - a special and emotional moment.

My parents taught me that everything can be solved with creativity. As a child, I hardly noticed when business was tough; we just ate minced meat a little more often. We celebrated successes and stood strong together in difficult times. As children, we also helped out: delivering invoices by bike, cleaning the office, and visiting clients - often agricultural or construction-related businesses. This allowed us to assess the issues ourselves and stay connected with the people we served.

Both of my parents worked in the business and were also active in the community. Our home was always bustling. My mother even made our clothes in the evenings - something I only later realized was quite a demanding task - but we wore clothes we loved. They were always there for us, and now we are there for them, although they don’t really need us yet. They are healthy, entrepreneurial, and enjoying life to the fullest. The combination of hard work, creativity, resilience, and celebrating beautiful moments shaped me. There has always been a deep mutual respect.

After attending the Stedelijk Gymnasium in Leeuwarden and spending a year as an exchange student in Indonesia, I went on to study General Economics in Maastricht. In my first job in the pension sector, I learned about the power and influence of money. The scale at which you were allowed to think created real impact.

My move to Shell Solar Renewables was a deliberate choice. I worked on developing new solar business models, the first rooftop solar installations, new international markets, the first offshore wind farm, and the first large-scale solar park. Everything was innovative - technologically, in business models, and in financing. I learned that business decisions can have major societal impacts, and that collaboration only works when parties understand each other’s perspectives. Eventually, I was part of the deal team during the period when Shell sold its Renewable Energy division for the first time. That was in 2005, and it would happen a few more times after that.

Next came a brief period at Evelop International B.V., part of Econcern - at the time, the leading company in clean technology and sustainable energy delivery. The vision and technology were forward-thinking, with unique applications for offshore wind. Unfortunately, the foundation in other areas was less solid. The company went bankrupt, widely covered in the media, books, and court cases. During that time, my first daughter was born. With her in my arms, I negotiated the sale of Evelop. I founded my own consultancy and investment firm and sold the 105-year-old family business. My father deliberately sent me into the negotiations without a pre-set asking price. It was an intense, educational period - both professionally and personally. The way we approached that negotiation taught me to understand the other party’s position as well as possible. That experience proved valuable at Triodos Investment Management, where the energy portfolio was heavily impacted by tax changes in Spain. The challenge then was: how do you keep shareholders and entrepreneurs on board?

After about ten years of working independently and setting up and investing through my own investment fund, the opportunity at Invest-NL came along. My name was practically written on the role. I’ve always believed that a good business case deserves more than just financial return. And by “deserves,” I mean both financial return and a favourable business environment. Money alone is not enough. A good developer speaks the language of the entrepreneur and the financier and understands the conditions for a solid business case. Only when you understand both the societal and entrepreneurial interests, you can create a strong transaction.

With that mindset, I began this special journey six years ago. I now get to shape the direction, content, and pace of projects that truly matter. It’s honestly the best job in the Netherlands. (I didn’t say the easiest.)

What have been the defining moments in your life and career?

One of the most formative experiences in my life was my exchange year in Indonesia at age seventeen - at a time without internet or WhatsApp. It was a period in which I got to discover new worlds and cultures and had to rely entirely on myself. That’s where the foundation of my self-confidence was laid. My conclusion at the time: “I can always rely on myself.”

My second host mother was Muslim and taught me to look at all religions and cultures with openness. That experience permanently broadened my worldview and deepened my curiosity for the unknown.

I was raised by parents who taught me to think and act from a place of equality. In my career, as a young, ambitious woman - and even later - I’ve regularly encountered prejudice, resistance, and inappropriate behaviour. It’s bizarre that we keep seeing trends that set us back. It remains important to stand firm and stay true to your course.

“Leadership is about who you are, even when the path you walk has yet to be paved.”

At Shell, I found a professional, international environment where I could fully develop. I was given opportunities, took on responsibilities, and learned to manage large sums of money at a young age. I also learned what it means to carry societal responsibility. It was an impressive learning experience. What has always driven me is creating new opportunities, enabling new technologies, and developing innovative business models - and then embedding them within the system. That bridge between innovation and implementation is what continues to inspire me.

“I can always rely on myself,” I concluded.

What does public leadership mean to you?

It means assessing and weighing interests more broadly than purely from a return-on-investment perspective. A long-term investor doesn’t think, “Let me just quickly exhaust natural resources so I can make a fast profit.” Thinking from a long-term perspective also means addressing integration and alignment issues. It’s about the coherent, greater good of the whole, for which you need both small and large stakeholders. For me, it’s about the allocation of scarce resources using public funds and the responsibility that comes with it. That allocation is under more pressure than people realize. To do this fairly and properly, you need financing. But we must do it together, and with a shared vision - government, entrepreneurs, and financiers. Legislation that was created ten years ago with the best intentions can now be an obstacle.

What does ‘leadership’ mean to you?

It means standing up for what you believe in and not backing down just because you’re temporarily standing alone. It means daring to have a well-founded, alternative vision or to choose a different approach. That takes time, and you must be willing to ask for that time. It also means taking responsibility and being able to bring people along with you. It means enabling others to develop and grow. It’s about being on the journey together.

What are your intrinsic motivations?

Having a lot of fun in life with my 2 daughters, friends and family and in what I do is my top priority. That includes the content and results of my work, as well as the people I meet and collaborate with. Secondly, it’s about honesty regarding what you stand for. Finally, it’s the belief that things will work out and that you’re contributing to “something better and more beautiful” -and that this is what sets you apart.

How do the concepts of ‘leadership’ and ‘sustainability’ relate to each other?

That’s very easy for me to answer. ‘Sustainability’ is an overused term, and I prefer not to use it, but to me, it’s equivalent to “Lesson 1” in Economics: the responsible allocation of scarce resources. The concept of sustainability is where the answering of (long-term) questions begins. It precedes action. It’s about your existence as a country, a business, and an individual, all interconnected. Again, it’s about sincerity, honesty, and taking responsibility.

We shouldn’t see the circular economy only as an ambition, but as a concrete business case. In my role and as chair of the Circular Finance Taskforce, I work daily to accelerate the transition to a waste-free economy. My focus is on developing financeable propositions that place circularity at the core. This means working with companies and financiers to make circular business models fit-for-finance, using new risk assessments and revenue models. At Invest-NL, we bring parties together to close loops, prevent value loss, and scale up innovative projects. By integrating circular metrics and results-based financing into our approach, we move from vision to execution - with the goal of an economy where reuse is the norm and sustainability pays off.

We also need to strengthen developments to move from unstructured/fragmented financing to structured financing, enabling us to fund results-driven models. As Director of Business Development at Invest-NL, I actively work to strengthen entrepreneurship in the Life Sciences & Health sector. I recently participated in the panel for the National Healthcare Innovation Award, where I advocated for a financing approach that goes beyond isolated pilots and subsidies. I believe the key lies in developing innovative financing models, such as outcome-based financing, where investments are linked to measurable health outcomes. This structured approach makes it possible to sustainably scale healthcare innovations while achieving social impact.

“Try, fly, enjoy - and if things go wrong, we’ll deal with it then.”

What does ‘wisdom’ mean to you?

To reflect and dare to learn. That goes beyond merely acquiring and possessing knowledge. It’s about applying knowledge and experience and having the ability to reflect on it. And to continue developing your knowledge, experience, and vision. Often, that means taking a step back so you can truly see others.

I know you as an energetic, highly ambitious, and engaged woman who is not easily discouraged by obstacles or setbacks. Do you recognize this image?

I don’t know. I can imagine how that image has formed, but I also simply receive a lot of goodwill. I don’t live behind a mask, and I’m not very good at pretending. I also come from a region – Friesland - where you’re quickly corrected if you make too much noise.

I’m afraid of everything, but I also dare to do anything. If it were my time to go, the universe has so far always placed a little bump in the road that makes me stumble - so I’m still here. I’m a blessed person and also believe I have to work quite hard for it. And that’s fine.

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

My appearance and strong personality, combined with my autonomous thinking, often prevent people from asking me questions. That’s unnecessary. But don’t worry - I will always stay true to myself. (Big smile.)

With which quote would you like to end today?

“Try, fly, enjoy - and if things go wrong, we’ll deal with it then.”It always works out. Enjoy learning to fly. It would be wonderful if we could raise our children with this mindset. Believe in your own abilities.

June 2025 | Edward van den Boorn

About Invest-NL

Invest-NL was founded in 2020 and invests in tomorrow’s economy. The organization supports the market by removing financing bottlenecks and mobilizing funding. Through market development, the creation of new financial instruments, and the provision of patient capital, Invest-NL attracts both public and private capital for the transitions that move the Netherlands forward.

Invest-NL makes innovative initiatives financeable with new financial instruments, solves financing challenges with its expertise and network, and provides access to national and European capital. It uses public capital to mobilize additional investments from private and institutional parties and from Europe. The organization leverages its knowledge and networks to help innovative companies and sectors grow and to reduce risks. As a national financing and development institution, Invest-NL is able to step in early and grow alongside initiatives.

Invest-NL works closely with innovative entrepreneurs, investors, knowledge institutions, and Dutch and European governments. As a national financing and development institution, it has a unique mandate and patient capital to tackle today’s challenges. Invest-NL is positioned to act where the market does not do so (yet). In doing so, it contributes to the future earning capacity of the Netherlands.

Invest-NL is a private company funded with public money. It is a public enterprise with the Ministry of Finance as its sole shareholder. The organization is an independent entity, not directed along political lines. It has a legal task and mandate, the implementation of which lies with the Executive Board of Invest-NL. Invest-NL explicitly assesses whether investments serve the interests of the Netherlands and whether, even in the long term, the financing of transition challenges aligns with the policy departments in The Hague.

Invest-NL finances innovative companies - from start-ups to mature businesses - that struggle to find conventional financing because the market is not yet ready. These are companies that can make an impact in Agrifood, Biobased & Circular Economy, Deep Tech, Energy, and Life Sciences & Health.

The company is based in Amsterdam and consists of around 150 professionals who create impact for a sustainable and innovative Netherlands.

About Anne Mieke van der Werf

Drs. Anne Mieke van der Werf has been Director of Business Development at Invest-NL since July 2019, where she develops markets and financial instruments for transition challenges in Energy, Agrifood, Circular Economy, Life Sciences & Health, and Deep Tech. She is Chair of the Circular Finance Taskforce, a network aiming to make circular finance the norm by 2030, and chair of the Supervisory Board at GCNE, which accelerates the sustainable transition in the chemical manufacturing industry.

Mrs. Van der Werf is also Chair of ENERGIIQ, the energy innovation fund of South Holland, which invests in companies with proven energy innovations, and a member of the Supervisory Board at Martens and Van Oord, a civil engineering company offering sustainable solutions.

Before joining Invest-NL, Anne Mieke gained twenty years of experience in multinationals and her own company, GreenEconomics B.V., where she focused on strategic opportunity identification, mergers and divestments, and investment management.

Mrs. Van der Werf studied General Economic Sciences at Maastricht University (1997).

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