For nearly twenty years, across data, AI and change management, I saw the same gap between knowing and doing, so I built the system I missed myself.
The gap between knowing and doing
I spent those years inside the transformations, not next to them. From the inside you notice something that doesn't show up in the evaluation forms: the plans were usually right. The strategy was clear. The training was good, and people left the room genuinely wanting to work differently.
Then Monday happened. The inbox was full, the old routine was faster, and the new way quietly lost. Six weeks later the floor looked exactly as it had before, and everyone agreed the programme had gone well.
That pattern repeated across sectors, across budgets, across the quality of the people involved. Which is the useful part. When something fails that consistently regardless of who is doing it, the cause is not the people and it is not the plan. It is that nothing was holding the new behaviour once the attention moved on.
A programme has an end date. Behaviour doesn't.
Why I built it myself
I'm from Den Helder. No head start, no network, parents who hadn't been to university, and I paid for my own studies. Everything I know about organisations I learned by being in them rather than by reading about them, and that shapes what I trust: what happens on the floor, not what is claimed in the steering committee.
Years of watching from the inside led to a conclusion I couldn't unsee. The missing piece was not better content or better consultants. It was that the whole industry hands over knowledge and then leaves at the exact moment behaviour needs support. Everyone knew it. Nobody owned it, because owning it means staying, and staying doesn't fit a project plan.
So I stopped waiting for someone to build it. Klivr is the thing I kept reaching for and never found.
What the name means
Klivr sounds like clever, and it comes from the Swedish kliva: to step, to stride. Progress you can actually take, one step at a time. That is what the work is. Not a leap, not a transformation weekend. A step, then the next one, close to the work, until the new way is simply how it's done.
Deployment is not adoption
The clearest way I can say what we're for: a system going live is not people changing how they work. Rolling something out and having it adopted are two different problems, and almost everyone budgets for the first one.
You can see it most sharply with AI right now. The licences are running, the policy is written, the tooling is deployed, and usage flattens within weeks. That is not a technology problem and it is not a policy problem. It is behaviour, and behaviour has an architecture. Until you treat it that way, you keep paying for change that doesn't arrive.
This is also why we designed the measurement the way we did. Every adoption dashboard wants to show you who is behind, because that feels actionable. It is the fastest way to destroy the signal: anyone who knows their manager can see them stall will make sure they don't appear to be stalling. So the employee holds the key. Their name stays theirs until they decide to hand it over. It is the only way the number means anything.
What Klivr is
Klivr is the system that turns your training, leadership and strategy into behaviour that actually sticks. Across every team. Every single day.
Your consultant keeps the strategy. Your training partner keeps the content. You taught them. Klivr makes it stick. Your program shouldn't fade when you leave, so Klivr keeps it working after everyone else has gone home, and shows you per team whether it is landing or fading, for as long as it takes.
Built on nearly twenty years in data, AI and change management, on proven behavioural science, motivation, capability and opportunity. And it gets better with every client.
The person behind it
Outside the work I'm an entrepreneur and a father of three, living by the sea. That part isn't a metaphor for anything. It's just where I come back to. What it does explain is the temperament: no head start, no shortcuts, and no patience for noise that doesn't help anyone. I would rather build the quiet thing that works than sell the loud thing that doesn't.