How did your journey at Xella begin, and how did you progress into becoming a team leader?

I started at the production site in Liessel in 2021, where I learned the basics of the job. After the site closed, I had the opportunity to move to the Koningsbosch location, where I worked on shifts. I was part of Peter Tinneman’s team, and that’s where I gained a lot of experience. Peter mentored me, and I started taking on more and more responsibilities.
With Peter I had the chance to learn everything about how Xella operates and how to lead people effectively. Eventually, after gaining experience and proving myself, I was offered the opportunity to take on the role of team leader. It felt like a natural progression, and I was excited to step into the role, even though I had some initial hesitation because I enjoyed working alongside Peter so much.

What does leadership mean to you, and how do you apply this philosophy in your role?

Leadership, to me, is about being there for your team and leading by example. When I first became a team leader, I saw that the team wasn’t connected. Everyone was kind of standing on their own island, doing their own thing. I knew this wasn’t going to work, so I made the decision to get involved with them on the floor. I went down with them, worked beside them, and experienced the challenges they were facing. It was about showing them that I wasn’t just someone sitting behind a desk—I was with them, and I cared about what they were going through.
That presence was key to building trust. Over time, they saw that I was there to support them, solve problems, and build a team. It’s important to me that people feel safe, happy, and heard. My goal was to create a team where everyone could communicate openly, and that’s exactly what we built. "Being honest with each other" became kind of our motto because that’s what made the difference. After a year we really became a great team.

What made that happen, and how did you stay motivated in the process?

The biggest change came from creating an environment where everyone felt comfortable and respected. At first, people were still in their silos, but I made it clear that I wanted to create a team where everyone felt at home. Peter had shown me what it was like to feel part of a team, and I wanted to do the same for my team.
My motivation came from the belief that I can make a difference at Xella. I wanted everyone who joined my shift to feel safe and happy. It wasn’t easy, but over time, we started to build trust, improve communication, and work together more efficiently. Today, I’m proud to say that we’re a strong, unified team, and I know that we can tackle anything that comes our way.

Can you share your personal experience with Xella's Total Safety Leadership program and how it has influenced your approach to safety in the workplace?

The Total Safety Leadership program was really impactful for me. One of the biggest lessons I took from it was that the lowest standard you show is the highest standard you can expect from your team. For me this means, when I make poor decisions, my team will think this is okay and will also let things slide. This is the cautionary tale i life by every day. It’s not just about safety rules—it’s about creating a culture where everyone feels responsible for the safety of the team and the workplace. The program taught me how to stand, how to listen, and how to communicate more effectively. What also stayed with me was the connection I’ve made with the other leaders among Xella. Their mindset and “vibe” gave me so much further motivation and once again confirmed that role or function aside, we can all learn from each other.