Governance is part of corporate innovation: how do you keep a grip on your innovation portfolio? Stagegates are a great instrument for steering innovation, though they are also an extra step in the process that we want to allways speed up.

So how do you keep it as lean as possible? How to implement a unified way for teams to come prepared? And how do you make sure the Stagegate comittee doesn't need to search for the easter eggs?

Gert Hans Berghuis graduated from the faculty Industrial Design Engineering at Delft University of Technology in 1996. After that, he joined strategic design agency Fabrique (100+ people) and was their CEO until 2016. After handing over the management, he outsourced himself as a corporate innovation consultant until 2019, when he joined Rabobank as Lead of the Innovation Factory.

Next to that, her teaches at TUDelft on Fridays and is in advisory boards of a couple of startups. Gert Hans lives in Delft with his partner and their two sons (17).