How did you first get involved with ORTEC, and what made you decide to join?
“Thirty years ago, I was in my third year studying econometrics in Rotterdam. When the late Guus Boender, one of ORTEC’s co-founders, asked me to do some summer work at his company, it felt like a big deal. At the time, ORTEC already had a reputation as the ‘go-to’ company for econometrics. I wasn’t the best student in my class, but Guus saw something in me that I had not seen myself. This gave me the confidence to say yes.”
What was ORTEC like back then, and how did you find your footing?
“It was a small data science services organization, maybe 30 people. I started as a student assistant, juggling my university work with projects for ORTEC. It was chaotic at times – I was quickly working full-time, following classes, writing my thesis, and completing my master’s degree. At the Gouda office, they had employee photos on the wall arranged by seniority. I was number 33 on the fourth row. I still have that photo – it’s a nice reminder of those early days.
Michael van Duijn, CEO of ORTEC
"Thirty unforgettable years filled with challenges, growth, and lifelong friendships."
What experience at ORTEC left the biggest impression on you?
“The experience that stands out the most is launching ORTEC in the United States. It started as casual talk between three young colleagues who thought they could do things better. When we told Aart van Beuzekom (co-founder and current board member of ORTEC, ed.) we were thinking of leaving to start our own company, his reaction surprised us. Instead of getting upset, he asked what we wanted to achieve. That conversation eventually led him to suggest we pursue our ambitions from within ORTEC – but in the U.S., of all places! It was an idea we never would have come up with on our own. In 1999, with minimal preparation, we made the move.”
How did the U.S. venture unfold, and what were the major challenges and successes?
“When the three of us (Corne Aantjes and Marc Heemskerk joined Michael on his adventure in the U.S., ed.) moved to the US, we barely had a plan. It was pure pioneering – we had no reputation, no clients, and very limited resources. Our first project was a cooperation with a professor at GeorgiaTech, who gave us an opportunity to develop a custom optimization solution. But once that project was done, we were back to square one. The turning point came with Coca-Cola. Out of 30 companies competing for their business, we made it as complete outsider to the final three and ultimately won the deal. The success was the result of a strong product and relentless dedication. That contract gave us our first steady revenue stream, but – more importantly – opened the door to new business opportunities.”
Why did you eventually decide to return to the Netherlands?
“It was a decision driven by what my wife and I wanted for our family. Where did we want our children to grow up? While we could have stayed in the U.S., we decided together it was best to move back. Aart wasn’t thrilled about it – he has told me several times I should never have come back. That also illustrates our dynamic: Aart and I worked very well together, but also had quite different opinions from time to time.
Gerrit Timmer (co-founder and current board member of ORTEC, ed.) played a fundamental role at ORTEC for me as well. Gerrit has a brilliant technical mind and a contagious enthusiasm for what ORTEC can achieve. In those early years, he was the driving force behind developing innovative solutions but with a pragmatic customer focus. Gerrit always looked ahead – he was never content with where we were and constantly pushed us to think bigger. That mindset influenced not just me, but the entire company.”
What were ORTEC’s biggest challenges, and how did you tackle them?
“ORTEC wasn’t profitable when I became CEO. There were moments when we weren’t sure if we could make payroll. We had to make tough decisions about where to focus. Projects that were innovative but financially unviable became scrutinized, which sometimes caused tension with Aart, who is so passionate about innovation. But we couldn’t afford to take risks without a solid financial foundation.
My goal was to grow our core activities while becoming profitable and maintaining our innovative spirit. That’s exactly what we did. Today, ORTEC is financially healthy with three focused business divisions, and ready for accelerated (non-organic) growth.”
What major changes did you lead as CEO?
“The shift to a subscription-based revenue model had already started when I became CEO, but it was a very significant change. It hurt our cash flow in the short term, but in the long run it brought more stability and predictability. Besides this we adopted a more focused go-to-market strategy, while actively looking for synergies between our data science & consulting business and our software business. About 18 months ago, we designed the current organizational setup to increase competitiveness by bringing sales and R&D teams closer together. I am also proud of our Accelerate Impact strategy, where we better align our goals with those of our customers. And finally, bringing in an external investor was another pivotal moment. They didn’t just invest in ORTEC – they brought expertise, fresh ideas, and new perspectives to challenge us. Their input and network really helped us to further professionalize the way we run our business.”
How do you reflect on your time at ORTEC and its future?
“I’m incredibly proud of what we’ve achieved. ORTEC has grown from €80M to €160M euro in revenues – with improved margins – over the last seven years, it has a clear strategy, and very talented people – all very important ingredients for accelerated growth. The company is ready for its next chapter, and I’m excited to see where it goes from here.”
What will you miss most about ORTEC?
“The people, without a doubt. ORTEC has always been more than just a company – it’s been a community of brilliant, passionate, and caring individuals. Over 30 years, I’ve built lifelong friendships through joint challenges and triumphs. That sense of comradery and shared purpose is something truly unique.”
“ORTEC has always been more than just a company – it’s been a community of brilliant, passionate, and caring individuals. That’s what I’ll miss the most.”
How have your experiences at ORTEC shaped you personally?
“ORTEC has been a defining part of my life, not just professionally but personally as well. Whether it was pioneering in the U.S., managing tough financial times, or learning how to align innovation with a solid business strategy, every challenge pushed me to grow. On a personal level, my time at ORTEC has taught me resilience, teamwork, and the value of relationships – both at work and in life. My wife and I made some life changing decisions along the way, and ORTEC has always been intertwined with those milestones.”
What goals or dreams are you hoping to pursue after leaving ORTEC?
“For now, I’m excited to take some time to reflect, recharge, and explore what’s next. I’m looking forward to new challenges and opportunities where I can bring the lessons I’ve learned at ORTEC to new environments. While I’m stepping away from ORTEC, I’ll always carry the experiences and memories with me.”
Any parting words for ORTEC and its people?
“To everyone at ORTEC – thank you! Thank you for 30 unforgettable years, for the trust, the support, and the shared vision that made everything we accomplished possible. I’m proud of what we’ve built together, and I’m excited to see where ORTEC goes from here. Keep innovating, focus on customer impact, and never lose the sense of community that makes ORTEC so special.”
