From entrepreneur to Director of Operations: ‘I’ve grown along with the institute’
New in the CML’s leadership team
He started out as a temporary staff member at the CML’s education office, and now – eight years later – Jasper Williams is the institute’s new Director of Operations. In this interview, he talks about entrepreneurship, making a social impact, and playing competitive bridge. ‘I like doing things properly, and I’m definitely critical of myself.’
The career path of Jasper Williams (42) has been anything but conventional. He became an entrepreneur at 18, and by the time he turned 30, he owned several hospitality businesses with a partner. ‘It all started with an old church building in my hometown of Wassenaar, which I rented out as an events venue. Things really took off from there.’
Still, by his thirties, he felt it was time for a change. Williams went on to study law at The Hague University of Applied Sciences and sold his business. At 34, he landed a job at Leiden University and joined the Institute of Environmental Sciences (CML) – through connections. ‘I never left,’ Williams says with a smile.
‘We’re really hands-on when it comes to education and research, driven by social issues and focused on making a difference.’
Growing alongside CML: ready for the next step
‘I’ve grown with the institute, and my career has developed rapidly here. I started in Research Support, then moved into finance and project management. Eventually, I took on financial responsibility for the entire institute and became a team lead.’
His goal was always to help move the institute forward. ‘Over the past few years, Paul de Hoog has been an important mentor for me. Thanks to his guidance, I was able to develop my own leadership style and gain valuable insights, like learning how to lead the institute collaboratively.’
Because, as Williams puts it: ‘It’s easier to sleep at night when you work at an organisation that creates impact, rather than one you’re in just for the money.’ What motivates him is the way the institute is run – the changes it brings about. ‘We’re really hands-on when it comes to education and research, driven by social issues and focused on making a difference. I’m glad that I can contribute to that in my role as well.’
Competitive bridge at the highest level
Williams takes a more visible role within the organisation. ‘If you asked my colleagues, I hope they’d say I’m an open and reliable leader. I enjoy working together, I’m driven and present. I like to do things well and I hold myself to a high standard.’
These are traits that also come in handy for his main hobby outside work: playing bridge. Williams competes at the highest level in the Netherlands – the national masterclass league. Laughing, he says: ‘We’re basically the Telstar of the premier league – which, come to think of it, is quite a compliment to myself! It’s a great outlet. Bridge is a mix of poker and chess. Just like my job, it’s strategic, requires analysis, and you have to work as a team.’
‘We’re actively looking to connect with the rest of the faculty. These days, interdisciplinarity is key – and that means being physically close too.’
‘A shame we’re not in the same building’
One frustration for Williams is that CML operates at a distance from the rest of the faculty. The fact that the institute wasn’t included in the expansion plans for the Gorlaeus Building is, in his words, ‘a missed opportunity’. ‘That’s really how I see it. We’re actively looking to connect with the rest of the faculty. These days, interdisciplinarity is key – and that means being physically close too.’
But Williams isn’t easily discouraged. ‘Just like in bridge, I’m pretty tenacious at work. The lobbying has already begun – we’re working towards a shared future.’
Back to the core
One of the main challenges ahead is how to manage the CML’s growth. ‘After years of rapid expansion, it’s now time for us – as a young and dynamic institute – to grow in a sustainable way, so that our foundation stays solid. It’s about going back to the core: what do we stand for, what makes us different.’
That also means dealing smartly with increasing administrative demands. ‘We implement new rules where needed, but always aim to shield our academic staff from unnecessary burdens.’
‘That’s why we’re developing tools to better understand workloads, so we can distribute them fairly and effectively. At CML, it’s part of our culture to pull together and share the load – not just within the management team, but also across research groups and support teams. I’m genuinely proud of that.’