TOTUS Consultancy

Totus' background

About Totus Consultancy
Totus Consultancy was founded in 2020 with the aim of applying corporate best practices to public collaboration, while taking into account the specific dynamics and context of the public sector. Totus operates at the intersection of agreements, governance and effective execution. We help organisations design and structure complex collaborations. With clear process agreements, well-defined responsibilities, transparent decision-making and a rhythm of continuous improvement.

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Owner Jordi Zwart
My core competence lies in tendering, designing and optimising organisations and collaborations. I had the opportunity to start and develop my career at KPN. In terms of exposure to leading companies, advisory firms, as well as mandate and responsibilities, this has been a privileged position. Initially, my focus was on “more for less”: higher customer satisfaction at lower cost. I therefore led various programmes and projects centred around operational excellence and customer excellence. First within value chains, but soon extending into optimising and streamlining chain collaborations. For that reason, I became a Lean Six Sigma Black Belt and have since delivered a substantial number of implementations, improvement programmes and rationalisations. I also specialised in business analysis and in modelling and forecasting complex value chains using process mining and BPMN, and implemented decision-support models such as S&OP and IBP. I have also been a speaker on this topic for many years at the Institute for Business Forecasting (IBF).

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As co-owner of KPN’s hardware service programme and its subsidiaries, I expanded my improvement focus from internal value chains to collaboration with partners, suppliers and other internal and external stakeholders. There have been many highlights and some challenges, but if I were to name one, it would be achieving the position of second-best service provider worldwide for Apple for two consecutive years. This focus on customer experience has been a consistent thread throughout my career and was also reflected later at Asurion, where we achieved a monthly Net Promoter Score of +60 at 3UK, within a complex service journey.

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I have now been active in the public sector for a considerable period. Alongside my national political ambitions and the successful founding of a local political party, I primarily operate as a governance advisor. For example, following the organisational separation, I supported the development of collaboration agreements between the directorates of Dienst Toeslagen and the Tax Administration, and rationalised the management of covenants. The Central Access Point for Zero Emission Zones is another well-known example: not without complexity or debate from a policy perspective, but beneficial for the environment and with the potential to become a new standard. I work with executive agencies, universities and ministries, applying knowledge gained in international network environments. That knowledge is fundamental.

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What I have learned from companies such as Apple and Samsung is how thoroughly collaboration is designed upfront to align execution with the customer promise, and how this is precisely documented in contracts. These are not minor details, but essential rules that prevent disputes. The entire lifecycle of the collaboration is defined, including responsibilities for investments in improvements and the allocation of costs and benefits. Even unforeseen scenarios are addressed, with agreements on how to act when events impact operations. In practice, I have designed, governed, executed and optimised these contracts and collaborative arrangements. This experience is rare. Through my work as a registered mediator in complex corporate settings from 2019 to 2026, I have also seen firsthand what happens when insufficient attention is given to agreements. Together, this provides a comprehensive perspective on collaboration and organisation.

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Approach
I keep my knowledge up to date through professional literature, by closely observing developments within my assignments, by actively engaging my network on organisational developments, and through the Lean leadership network of LSSN. In assignments, I operate independently and in close alignment with management, executives and boards. I help make choices explicit, clarify responsibilities and structure decision-making, so that execution becomes predictable and controllable. My work does not start with a method, but with analysing the system:

What agreements have been made?

How is steering organised?

Where do responsibility and mandate lie?

How do governance and execution relate to each other?

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From there, I design a coherent structure that restores controllability and makes performance predictable. Operational excellence is not the goal, but the means.

What to expect
Design of controllable performance, with focus on agreements, governance and continuous improvement.

Balanced thinking and execution

Clear responsibilities

Transparent decision-making

Structures that endure under pressure

Totus deliberately operates as a small and selective firm. Where required, carefully selected senior associates are engaged.