Netty Wakker (48), the new director of the NOM, has taken over from Dina Boonstra (67), who has retired. These two top executives—each with her own personality, style, and background—are both from the northern Netherlands and share a passion for the region. A conversation about leadership led to a focus on people, development, resilience, courage, individuality, and a strong Northern Netherlands.
In her multifaceted career, this is what Dina discovered about leadership: “It starts with figuring out where you want to go. You set goals and make sure that what needs to be done right now is done as well as possible. But always with the awareness that behind the mountaintop you have in mind, there are other hills lurking. You climb one, and then, as you go, you see the next peak, and behind that, there are even more. That requires flexibility and the ability to look ahead—to see things coming that aren’t yet concrete and to sense what’s important enough to act on. Like artificial intelligence. In the period after I took office, it became clear: something was going to happen in that area. Without knowing exactly how or what, we started working on it step by step. There are still questions, but in the meantime, we are indeed building the first AI factory here in the Northern Netherlands.’
“Another example is green chemistry,” Dina continues. “Whereas NOM previously invested very little in energy and chemistry, we’ve made significant strides in these areas over the past seven years. After all, the northern region has green energy, plenty of agricultural land, waste streams, and a strong manufacturing industry—all of which together mean that the Northern Netherlands is well-positioned to help green chemistry flourish. The initiative by a group of entrepreneurs—ten of them investing ten million over ten years—known as Chemport 10x10x10, speaks volumes. Here in the North, with a growing number of entrepreneurs, we are moving toward a tipping point where green chemistry will surpass fossil-based chemistry. This development has also put Delfzijl, Emmen, and Heereveen on the map as prime locations for business.’
Focusing on Individuality
For Netty, the examples mentioned show that the Northern Netherlands is becoming increasingly aware of its own strengths. “It’s about distinctiveness,” she discovered in her former role as executive director at Kennispoort Regio Zwolle. “In the early stages, everyone kept citing Brainport, but no matter how inspiring that technological ecosystem in Eindhoven may be, you have to look at your own region and the strength of that regional collective. Because that’s where the foundation for economic development lies. I see that here in the Northern Netherlands, too. The North is full of development potential. Drenthe, Friesland, and Groningen each have their own culture, but together they also have a position to claim in the national and European economic landscape. And we can do that. The North has a solid foundation and possesses all the elements needed to continue developing successfully.”
She is happy to play a driving role in that process with the NOM. “That challenge is exactly what attracted me to this position,” says the new director, who grew up in Drenthe. “Over the past seven years, Dina has delivered what was needed at the time. When I look at where the NOM stands now, she’s done an excellent job. It’s something to cherish, especially given that new challenges are on the horizon. My task is to look ahead to the next phase and guide the organization in what’s still needed to support the Northern Netherlands in its further development. I hope we all in this region can find a healthy dose of daring, boldness, and courage. The daring to pursue our dreams and the guts to dive right in, but also the courage to tell our story: to show where we stand now and what it will take to move forward.’
Regional roots, international focus
When it comes to taking risks, Dina has already set a different tone over the past seven years. “I’m proud that we at NOM are taking more risks and getting more done with the people we have. By working with sector teams, we’ve achieved greater substantive coherence in realizing our objectives. For example, our annual investments have more than doubled from 10 to over 20 million, and we’ve started investing with a slightly higher risk profile. Our international activities have also grown, and when it comes to acquisitions, we give smaller companies just as much attention as the large ones: from volume to value. Furthermore, our international focus is reflected in increased export support and in making European subsidies and funds available. I believe paying attention to EU developments is essential, given the challenges of our time. As a region, we must align ourselves with the European agenda.’
Taking a stand as the Northern Netherlands based on the aforementioned sense of identity: for Netty, that is the foundation from which we, as a region, can participate vigorously in the Dutch and European economies. “Back home in Lutten, my husband and I run our agricultural business, Future Farm, which—thanks in part to our team—has truly become a farm of the future. The greatest compliment we’ve received from our employees is that they feel the autonomy to explore, make choices, and grow on their own—precisely because there’s always a secure foundation where they’re seen, heard, and supported. On a broader scale, this is also what the NOM, together with its partners, can offer entrepreneurs—by giving them the space to grow and innovate. They do it themselves, but by consciously working together on development from our regional base, we can achieve more and create greater impact in the Northern Netherlands.”
I’m proud that we at NOM are showing more initiative and doing more.
Dina Boonstra
Long-term impact
Speaking of impact: Dina sees that the NOM still has room to grow in that area as a connecting link. “I’d like to see both the organization and the entire network in which we operate have more conversations about the impact we can achieve together in the Northern Netherlands. After all, we have a wonderful value creation model that maps out what we put into it—in terms of people, knowledge, and money—and what comes out of it in terms of investments, projects, ecosystems, interventions, and business establishment. But behind those concrete KPIs lies something greater that isn’t measurable in every respect, yet is essential for a sustainable, smart, and healthy region. It’s primarily about cohesion. The challenges companies face are no longer isolated issues, and that’s where the greatest opportunities for development lie.”
“The challenges we’re facing worldwide are all issues that require a long-term vision,” Netty also realizes. “It’s about laying the groundwork today so that, little by little, a different path toward a sustainable future can emerge. That’s incredibly exciting in an era where everything is organized around short cycles and we want to see results within agreed-upon deadlines. If we focus solely on short-term returns on investment, we’ll fall short in an era that calls for systemic change. That means learning to accept that we can’t be certain whether today’s choices will result in something we’re happy with ten years from now. That’s why not only circularity, digitalization, and the shift from care to health are important themes, but also resilience.’
Learning, and moving forward
“That resilience is essential for companies and organizations like NOM, and building resilience starts with the people who work there,” Netty continues. “It’s about continuing to develop and learn with a flexible mindset. In a world where so many things are changing so quickly, what matters is how adaptive, reflective, and resilient you are. That’s why I just mentioned that daring, guts, and courage. Dare to look at things from a growth mindset, have the guts to take on new opportunities, and be brave enough to share where you stand. Because as a mother, an entrepreneurial farmer, and a board member, I know from experience: a lot goes well, but never everything. Perfection doesn’t exist, and it’s precisely from mistakes that we can learn. We’re still held accountable for them too often, and I understand that when it comes to catastrophic mistakes or errors that keep repeating themselves. But I’d rather focus on the learning moments. Of course, when something doesn’t go well, I’m disappointed too, but I quickly ask myself: ‘What can we learn from this, and how do we move forward?’
With her perspective on resilience, Netty echoes Dina’s insight that behind every summit climbed, new hills emerge. That it’s about looking ahead, working together, and adapting flexibly to what needs to be done here and now to get there. Is that ability to see the bigger picture and make connections something women might be better at than men? “Leadership isn’t determined by gender, but shaped by character and experience,” Netty states. “Leaders come in all shapes and sizes, men and women. It’s about individuality. I think authenticity is important. Being genuine and connecting with one another as human beings. Especially in the hustle and bustle of daily life, the trick is to see and hear one another. Together, we sustain this society, and in my role, I’m happy to contribute to the solid northern foundation needed for further development.”
A Focus on Women Entrepreneurs and Leaders
As the first female director of NOM, Dina Boonstra has spearheaded a movement over the past seven years to increase focus on women’s entrepreneurship. “When I took office, 90 percent of our funding went to male entrepreneurs. The problem wasn’t a lack of female entrepreneurs; the challenge was learning to see things differently. We set up an internal program for this, so we wouldn’t miss opportunities due to an overly narrow focus. The gender balance has improved, though it remains an area of focus, both in our investments and within our own organization.’
Dina doesn’t consciously think of herself as a role model for other women; however, she has drawn inspiration throughout her career from leading women such as Nancy McKinstry. “I have great respect and admiration for how she transformed Wolters Kluwer from a traditional publishing company into a digital knowledge center for professionals. Women who also show courage in difficult situations and adapt well to change include Martha Riemsma (ANP director) and Katherina Martin Abello (health innovation at Philips). I enjoy seeing how they’re growing and taking on their roles in today’s world, which is why I invited them to the symposium marking my departure to serve as an inspiration.’