Daniel Corsen

Reshapers

Specialist in Reshaping Businesses
Culture Change Advisor
Human Capital Develpment Consultant
Communication and Branding Expert

Chief Reshaper

Barrett Values Centre

As a CTT Certified Consultant, I use the tools and resources from Barrett Values Centre® to support my clients in their personal, leadership and cultural transformation. The tools define an actionable road map that becomes an integral part of a leader's personal development plan and business strategy.

The tools have been used to measure the values of over 6,000 organisations and 3,000 leaders in 90 countries. They help foster the transformation of corporations, NGOs, government and municipal agencies, communities, schools, and nations. The CTT values assessment instruments are available in over 50 languages.

I believe that organisations, teams, schools, nations, and communities function better when leaders are focused on building values-driven cultures that benefit people and society. I believe that when you measure your culture, you can manage it.

CTT Certified Consultant

University of Curaçao Dr. Moises da Costa Gomez (UoC)

Lecturer of Financial Management, Corporate Finance, Strategic Analysis and HR

Lecturer

KORPODEKO

Interim HR Manager

Aqualectra Utility - Curacao Water and Power

Interim Manager HR & General Affairs

Desaroyo di Hubentut

Chairman National Platform on Youth Development

The Galan Group

Consultant

Vereniging van waterbedriven in Nederland (Vewin)

European Affairs

Commissie Uitvoering Sportprojecten - Ministry of Educatiton, Sports and Culture N.A.

Project Manager

Chief Reshaper @ Reshapers | Facilitator | Culture Change Advisor | People Development

Empowering individuals, teams, and businesses to reach their full potential. 

As the Founder of Reshapers, I am a coach and facilitator dedicated to helping people unleash their skill sets, discover their life purpose, and take their businesses to the next level.

With over 12 years of experience in leadership, personal growth, and business development, I am passionate about empowering others to achieve their goals and reach their full potential.

Join me on my journey to becoming the best version of ourselves! Let's learn, grow, and succeed together 💬. Follow me for tips, insights, and strategies to become a better leader, live a more fulfilling life, and achieve greatness.

I moderated a tourism investment panel last week at the Curaçao International Investment Summit.

Five people. 

An investor who's been building here for 20 years. A CEO representing 250+ members of the tourism sector. A fintech running operations data across 30 Caribbean islands and countries. A business intelligence expert leading with insights at the Tourist Board. A government director coordinating major projects.

The initial plan was simple: pitch opportunities, showcase returns, get investors excited.

Something else happened.

Last year, government and private sector aligned on seven priorities for sustainable tourism. They passed them as resolutions at our National Tourism Conference.

That alignment changed the conversation.

One panelist said it clearly: "We have room to grow. The data proves it. But the question is how we grow, not just if we grow."

We started asking different questions.

What type of investor do we actually want? How do we measure carrying capacity? What does social impact look like? How do we develop our workforce while growing? What benefits the community?

This is what systems change looks like.

You're not stopping growth. You're not choosing between development and preservation. You're changing what counts as success.

Is it perfect? No. Are there tensions? Yes. Some still push volume over value. Some want quick returns over patient capital.

But the question changed.

And when the question changes, behavior follows.

I've watched plenty of strategic plans sound beautiful and change nothing.

What changes things is when practitioners, policymakers, and data experts start using the same frame. When five different people answer "what does success look like?" and their answers fit together.

We're not there yet. But we're asking better questions.

Better questions build better systems.

What questions is your team asking right now?

📸: Jay Hemrajani/ Aisvarya Productions
Sepp Koster Christine Campagnard Anuschka M. Cova

Chief Reshaper @ Reshapers | Facilitator | Culture Change Advisor | People Development | Chair at World Scouting

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And with that...Regional Scout Conference season comes to an end.

Four conferences in five months. Vienna. Kaohsiung. Willemstad. Abu Dhabi. I followed our Africa conference from afar and was moved by what colleagues achieved in Antananarivo.

Each gathering asked the same question in different ways. How do we bring Scouting to more young people everywhere? And how do we shape its future?

The answers are starting to change.

In Africa, NSOs elected their youngest-ever Regional Committee. Four members under 30. They passed a landmark resolution to recognise non-formal education through Scouting.

In Interamerica, a historic 60% female majority now leads the region. NSOs committed to measuring impact against the UN Sustainable Development Goals.

In Asia-Pacific, safeguarding moved from principle to prerequisite. The region set a target of 30% youth representation in decision-making bodies.

In Europe, NSOs embedded peace education into Youth Programmes and strengthened the partnership between Scouts and Guides.

In the Arab region, NSOs launched a comprehensive governance review and committed to flexible volunteering and humanitarian action.

These are not small shifts.

They tell us something about what kind of Movement we are becoming. One where young people do not wait for permission to lead. Where women take their rightful place in governance. Where protecting our members is non-negotiable.

But the moments that stayed with me were not the votes or the resolutions.

They were the hallway conversations. A volunteer from a small NSO asking how to keep going with almost no resources. A young leader challenging us to close the gap between what we say and what we do. Two delegations who had never met, exchanging ideas that could change how both of them work.

That is where strategy comes alive.

Our Strategy for Scouting is now fully aligned across all five regions. Each region has adopted triennial plans that connect to our shared direction. We are rowing in the same direction.

Sixty million Scouts. Five million volunteers. One strategy.

Thank you to my fellow World Scout Committee members, the World Scout Bureau team, and every host country that opened their doors.

We have a strategy and a plan. The question is no longer what we want.

It is whether we will seize this moment of unity. We have the strategy. We have the alignment. Now we need the discipline to follow through and the humility to learn as we go.

I left these conferences believing we can figure it out together.

Now we get to work.

Photo credits: © World Scout Bureau Inc. / Marius Igl/ Edwin Lam / Gianaro Jennie / Karim Tiestoo

The other day, I was working with new people managers at a financial institution.

One manager was practicing a coaching conversation. She jumped straight to the issue. What's not working. What needs to change.

I leaned in and nudged her. "Ask them how they're doing first."

She looked confused. "What do you mean?"

"Just ask. How are you doing? As a person. Not about the task. Then pause. Count to seven. Let them actually answer."

The room went quiet. You could see it clicking for everyone.

This is the part most new managers miss. They want to be professional. Get to the point. Show they're capable. So they go straight to business.

But you can't have open conversations about performance with someone you don't actually know.

Later in the training, we used the Emotional Card Deck. People chose cards for how they need to feel as leaders. Then, they chose cards for how their team members need to feel to do good work.

One manager realized her team needs to feel safe admitting mistakes. But she'd never created that space. She was always jumping to solutions.

You can't solve performance issues with a plan alone. You need trust first. Managers who build relationships before they try to fix performance get different results.

What would change in your team if you started every conversation with "How are you doing?" and waited seven seconds for the real answer?

A guy walked into the room, looked around at the flip charts and markers, and asked: "Why are we doing this when ChatGPT could do it for us?"

The room paused. Some nodded. Fair question. I grinned.

This newly formed federation had hired me to help them define their purpose, mission, vision, and values. And yes, ChatGPT could draft those in seconds.

But here's what we did instead.

I asked everyone to reflect on why they do this work. Why they chose this path. The room was silent. Not awkward silence. Sacred silence. People turned inward, then slowly began sharing.

One person spoke about personal loss that drove them here. Another about their own struggles. Someone else about witnessing their community's needs firsthand.

As each person shared, others leaned forward. Nodded. Made eye contact. Found pieces of themselves in each story.

The common thread emerged naturally: They all wanted to build something bigger than themselves. To develop human capability. To serve their communities.

Later, they created vision boards with magazines. Cutting, pasting, walking between groups to see what others were creating. Laughing when someone "stole" the perfect image. Building on each other's ideas with scissors and glue.

The energy shifted from skepticism to possibility.

ChatGPT could have given them perfectly crafted statements in minutes.

Instead, they spent hours finding their own words through tears, laughter, and debate. They left with more than a document. They left bonded, energized, ready to build together.

The right words matter less than the journey to find them.

That skeptical board member? He became one of the most engaged participants by the end.

Bonaire International Airport

Chief Financial Officer

Ministerie van Defensie

Management Controller

Ministerie van Financien en Overheidsorganisatie Aruba

Als COO mag ik vooraleerst een algemene signaleringsfunctie vervullen met betrekking tot financiële en bedrijfsvoeringverbeteringen. En fungeer ik als katalysator, trekker en duwer voor bedrijfsvoering verbeteringen binnen de directoraten: Belastingdienst, Douane, Financiën, IV/ICT, Accountantsdienst en directie Personeel Land Aruba. 
Samen met de overige stakeholders binnen de politiek, bestuurlijke en ambtelijke context, de samenhang zoeken en vinden tussen overheid brede financiële, economische en bedrijfsvoerings onderwerpen en zorgdragen dat de bedrijfsvoering (beter) loopt met inachtneming van de (financiële) randvoorwaarden en beperkingen en binnen de mogelijkheden en vrijheden. Natuurlijk horen daar adviezen en rapportages bij.
De samenhang der dingen, bereik ik door als liaison functionaris op te treden tussen en met de gehele bestuurslaag binnen ministeries en entiteiten zowel binnen Land Aruba als met ministeries en directoraten van de overige (ei)landen en Nederland.

Chief Operating Officer

SOAB Stichting OverheidsAccountant Bureau

Bedrijfsvoeringsdoorlichting en advisering over de PIOFACH elementen binnen ministeries en overheidsorganisaties (zowel algemeen als op detail onderdelen) blijft machtig mooi om te doen. Dat ik daaropvolgend moet zorgdragen voor de implementatie en borging van de verbeteringen in de bedrijfsvoering maakt altijd de cirkel rond.
Uitvoeren van (politiek sensitieve) bijzondere onderzoeken zijn vermoeiend, intrigerend, maar blijven de "krenten uit de pap" op het gebied van auditing.
Door het geven van workshops/trainingen/presentaties is er contact met verschillende medewerkers en ben ik ook gedwongen om mn theoretische kennis op peil te houden. 
Overall leiden alle activiteiten ertoe dat invulling kan worden gegeven aan de mee-denk functie.

Senior Auditor

Ministerie van BZK

Met betrekking tot de openbare lichamen Bonaire, Sint Eustatius, Saba, en de landen Curaçao en Sint Maarten bestaan de werkzaamheden uit het toetsen aan de afgesproken normen, en het monitoren en beoordelen van de eilandbegrotingen. En dit alles binnen een complexe ambtelijke, bestuurlijke en politieke omgeving.
Inherent hieraan adviseer ik over de begroting(suitvoering) in samenhang met het financieel beheer en de jaarrekeningen van de (ei)landen, Overheids NV’s en overige collectieve sector moet leiden tot een duurzame financiële overheidshuishouding. 
De mooiste klus was wel het uitvoeren van de plausibiliteitstoets, advisering aan de minister hierover, en het daadwerkelijk saneren van betalingsachterstanden van Bonaire, Sint Eustatius en Saba.

Beleidsadviseur / Policy advisor, College Financieel Toezicht

Het onderhouden van contacten met de diverse stakeholders (zoals controllers, accountants, bedrijfsvoerders) draagt uiteindelijk bij aan het concipiëren van de bedrijfsvoeringsparagraaf. Daaruit voortvloeiend en of het daaraan ten grondslag liggende opstellen, monitoren en rapporteren over verbetermaatregelen financieel- en materieelbeheer, maakt het plaatje rond.
Trekker van risicomanagement is de deken die over alles gedrapeerd kan worden.

Stafmedewerker Management Control, Commando Diensten Centra

Het meest spannende was als acting euro-coördinator van het project invoering euro binnen DICO; Hoe krijgen we binnen DICO alle systemen vanaf de frisdrankautomaat tot en met de IT systemen euro-bestendig. Het voorafgaand mede opzetten van een corporate processen architectuur was een goede leerschool.
Interessant (en primair) liggen de plannen en daadwerkelijke uitvoering van de investeringen van het DICO. Fungeren als subsidie-coördinator DICO en uitvoeren van basis operational audits was mooi meegenomen.

Stafmedewerker plannen, Defensie Interservice Commando

En toen zag ik de wereld achter de (gecontroleerde) cijfertjes. Door het analyseren van de administratieve organisatie, het beoordelen, het beschrijven en het doen van voorstellen, zag ik de wereld achter de (gecontroleerde cijfertjes). Hier is bij mij de basis gelegd om verbanden te kunnen leggen tussen de kille cijfers en de bedrijfsvoering.
Waar de een zegt dat je een specialist moet zijn op financial of operational gebied, kan ik nu aan eenieder dringend adviseren beide werelden bij elkaar te betrekken. Bedrijfsvoering kan niet zonder geld, en zonder adequate bedrijfsvoering ben je het geld kwijt zonder dat je weet waaraan en waarom.

Organisatie adviseur

Na jaren van omzwervingen als assistent accountant bij diverse bedrijven, was het ook tijd om bij een interne accountantsdienst te gaan werken. Voor diepgang en doorgronden is immers meer tijd. Defensie is een bedrijf en daarom mijn keuze.
Controle van het Sinai-project was het eerste; wat komt er allemaal bij kijken bij een militaire (ondersteunings-)operatie in het buitenland, en waarom moeten we alles verantwoorden.
Uiteindelijk ben ik op eigen verzoek werkzaam geweest op het gebied van contract-auditing. Meekijken in de administratie en opbouw naar de verkoopprijs van een leverancier van het ministerie van Defensie en daarmee een advies geven aan de contractmanagers.

Adjunct-accountant

Ernst & Young

Als VWO-broekkie mag je beginnen met kostencontrole. Daarna ga ik me specialiseren als controleur personeelslasten bij alle cliënten. 
Eerst in teamverband controleren van middelgrote tot grote onderneming, om de laatste jaren zelfstandig kleine bedrijven te controleren inclusief opstellen van de jaarrekening, de fiscale jaarrekening maar ook de aangiftes IB, OB en VpB voor die (relatief) kleine ondernemingen. 
Toen ik het hele jaar 1989 werd ingezet op het project beoordelen en beschrijven van de administratieve organisatie van het Ministerie van Justitie, en mij werd gevraagd of ik dat ook in 1990 wou doen, dacht ik "heyyyy het wordt dan nu tijd om vanuit binnen te gaan werken".
De lease-auto en "portable" Apple heb ik ingeleverd om naar Defensie te kunnen gaan.

Assistent accountant

Experienced professional with a demonstrated history of working in the government as well private administration industry. Skilled in Internal Audit, Analytical Skills, Government, Public Finance, and Internal Controls. Strong business development professional with a Master's degree focused in Finance & Control from NBA/IBMS. 

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The Battle

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