For over two decades, Jerry has worked in tech and digital product development at Schiphol, Mollie, and other major corporations and fast-growing scale-ups. Working independently for many years made him comfortable with uncertainty and used to taking risks. His role was always: scale the teams, train the talent, build the roadmap, deliver the features. Jerry was the product guy, and he was good at it.

"I’ve built many successful products and seen a lot of successful organisations from the inside. But I never actually built products for a business of my own.”

That changed in December 2023.

The Logical Next Step

Building a business wasn't on Jerry's radar until a conversation with David and Kevin changed that. Both were already building companies and had a clear vision of where they wanted to go. One conversation became a collaboration, and each step felt like a natural continuation.

"It sort of came naturally. It was a logical next step.”

Until the logical next steps had added up to something he never expected: co-founding a venture-building studio that builds and buys into sports and media companies with the overarching vision of building sports-specific ecosystems; now he is leading a growing team and building not one product but ten-plus ventures simultaneously.

"I didn't necessarily think that I would own a big company. It never crossed my mind to do so. But now that it has happened, I think it is great.”

That honesty is how Jerry operates and who he is at ve2ventures. He’s figuring it out in real time, the same way he always has, doing the work in the right place, with the right people, and doing something that genuinely fits how his mind works.

From Product Guy to Venture Builder

"When you are a Head of Product, you obsess over the user journey and building the right things. When you are a Venture Builder, those things still matter, but they are just one slice of a much larger, messier pie.”

At ve2ventures, Jerry's role is translation. He is the one who takes the vision and makes it move, from strategy into project decisions, from business requirements all the way through the team. He is the person who turns the idea into something that can actually be executed.

But the extent is unlike anything he managed before, ten-plus ventures at once, across sport, tech, and media. Each venture comes with its own product, team, and growth challenges. His product instincts still apply, but the frame around them is completely different.

"Building multiple great products at the same time is hard, let alone the same number of actual businesses.”

The difference is the people around him, a team that brings together over 40 years of combined experience, ranging from deep digital expertise to mindset and discipline, all working toward the same thing across every venture they touch.

Just Fix It

Jerry doesn't think in roles; at ve2ventures, this is an operating principle. When something needs to happen, someone figures out how to make it happen. Marketing brief, product spec, internal tool, blog post. "You don't think in boxes. You just fix it.”

That mindset shapes how Jerry builds teams, too. The profile he looks for isn't just a CV; it’s a certain kind of attitude: people who see a gap and feel compelled to close it, regardless of whether it's technically their job.

"Everyone is very driven in the team. That is the most important thing I want to see in people.”

"If we can keep it as close to a family and as close to what they want to do daily, that is my role. To create that environment.”

It comes from his own experience; the years he spent in product taught him that the best work happens when people are genuinely interested in what they're doing. "It becomes less of a job and more something that you do with interest and motivation. A job that makes you want to come to the office.”

How He Leads: AI as the Example

One insight into how Jerry operates is how he approached AI adoption at ve2ventures.

He built a tiny internal tool, then another, and then he shared the process.  "Lead by doing, not by memo.”

The tools that came out of it weren’t maybe the most impressive on paper: a time tracker, a portfolio tracker, and a CRM built in-house. But they removed real friction, cost only an afternoon to build, and set a pattern the whole team could follow.

That is Jerry's version of leadership: make the first move visible enough that others want to follow.

"Small wins stack into repeatable patterns. Prompts become templates. Demos become rituals. Personal curiosity becomes team muscle.”

The Vision

Jerry's ambition for ve2ventures is specific. "We really found our sport, our niche now, together with tech and product. I think we really understand now, really well, what we are.”

That niche is sports, tech, and media. "Sport covers all the boxes. You have fan engagement, you can do technology with the products themselves, and you can be in a place where people like to be. People like to be in stadiums, and they like to be connected to sports.”

The vision for the next five years: become the single entity in Europe that does this the best. More focused, not bigger, going deeper in the niche.

"The vision is to do less, but more specific, more focused.”

For someone who spent twenty years building other people's products inside other people's companies, there's something quite significant about that sentence. Jerry finally found the business worth building. And he's building it exactly the way he builds everything else, by figuring out what needs to happen and just doing it and figuring it out along the way.