CoherexAdvisory

About us

Operators, not observers.

Coherex Advisory is a cooperative of senior leaders who have run the P&L, carried the pager and defended the plan to the board. We take on mandates as principals — with skin in the game and a date on the calendar for handover.

The bar

A small circle, held to a high standard.

Membership is earned, not applied for. Every operator has led transformation inside a real organisation — usually more than one — and can point to outcomes that outlasted them.

We keep the group deliberately small. Enough range to staff a mandate in days. Small enough that every member knows every engagement and can be called on to challenge it.

Members

Rinze Laan

Founding partner — Strategy & Value Creation

Rotterdam · Available across EU

Years operating
25+
Mandates led
20+
Board rooms served
12
LinkedIn ↗

Focus

  • Corporate strategy
  • Commercial transformation
  • Board & executive advisory
  • Interim CEO / CCO

Rinze has spent his career at the intersection of strategy and execution — as executive, board advisor and value-creation lead across professional services, industrial and PE-backed portfolios. He steps into mandates where the direction is contested, the commercial engine is misfiring, or a new chapter needs to be written with the leadership team, not for them.

His signature is quiet clarity. Cut through the noise, name the two or three decisions that actually matter, and align the room behind them. Then stay close enough to the work to make sure the decisions survive contact with reality.

Ben van Dongen

Founding partner — Transformation & Operations

Amsterdam · Available across EU

Years operating
20+
Transformations led
14
PE-backed mandates
6
LinkedIn ↗

Focus

  • Post-merger integration
  • Operational turnaround
  • PE value creation
  • Interim CEO / COO / CTO

Ben has spent two decades inside the machine — as operator, CTO and transformation lead across financial services, industrial tech and scale-ups. He joins mandates where the strategy is set but execution is stalling: fragmented teams, competing roadmaps, a board that wants proof of progress by next quarter.

His approach is unfashionably direct. Diagnose the real constraint in weeks, not months. Rewire the operating rhythm. Stay in the seat until the organisation can run it without him. No deck theatre, no permanent dependency.

More profiles soon

Additional members of the cooperative — spanning commercial, technology, finance and people leadership — will be introduced here as engagements permit.

A mandate in mind? Start a conversation.

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