Terez Rijkenberg | Executive Coach

Executive Coach

Socium10X

We’re not your usual consultancy.

➡️ Where others land and expand, we help you simplify to amplify.

➡️ Where others focus on everything, we focus only on what adds exponential value.

➡️ Where others might fix symptoms with technology, we create lasting transformation through developing skills and capabilities through people.

Our services are holistic, integrated, bespoke to your needs, and delivered by global experts.

Focusing on five key areas with your Leadership and People at the centre of everything we do, we help you with Vision, Strategy and Delivery, Business Process, Technology, and Innovation.

𝗬𝗼𝘂𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗻𝗱 𝗣𝗲𝗼𝗽𝗹𝗲
Our solutions are tailored to your people and designed to meet them where they’re at. We do this by making use of the latest neuroscience and behavioural psychology strategies to coach and empower them; tapping into the 10X potential within each person to ignite transformation from the inside out.

𝗩𝗶𝘀𝗶𝗼𝗻, 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 & 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆
We look to understand your bold vision and we aren't afraid to make it even bolder, providing unparalleled focus and simplicity in achieving your objectives.

𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗿𝗼𝗰𝗲𝘀𝘀
Simplicity is the cornerstone of 10X thinking. We refine your systems and processes to amplify efficiency, focusing on the critical 20% that will drive remarkable results for you.

𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻
We make change fast, fun, and purposeful, harnessing the power of innovation to create cutting-edge products, services, and solutions that captivate your customers and fuel your business growth.

𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆
We use technology as a catalyst for growth, not just a solution to problems. We’ll help you prepare for the future with capabilities in AI, data, RPA, and more.

Chief People Officer & Executive Coach

Fregency

We help high-performing leaders, teams and organisations to go further, faster, with digital expert coaching.

Just think back to a time when you were struggling with a particular challenge. What often happens is we try and "google"​ our way to a solution. 

Maybe you could sign up for a course - but then you would have to sift through 60 hours of course material to get to the answer you're looking for (if it's even answered).

But just imagine if at that moment you could hop on a 60-minute Zoom call with an expert coach in that topic. They could guide you through to a solution that's relevant to your role and your company.

That's what we do. 

We help you solve challenges and innovate faster through expert digital coaching. 

Learn essential knowledge and skills with these coached courses: 

INNOVATION
► Innovation and Design Thinking
► Innovation accounting
► Corporate intrapreneurship
► Business model innovation

NEW TECHNOLOGIES
► Artificial intelligence
► Assessing The Strategic Value Of Blockchain For Business
► Making sense of the technological landscape
► Predictive and Big Data analytics

MARKETING
► Storytelling for influential communication
► Marketing strategy in the digital age
► Internal marketing masterclass

LEADERSHIP
► Leadership development programme
► Leading in the Digital Age

HUMAN CAPITAL
► Motivational coaching for behavioral change
► Wellness campaign development
► Critical thinking skills
► Complex problem solving

FINANCE
► Finance for non-financial managers
► Blockchain for financial managers

CEO and Founder

The Unlimited

Customer Experience Manager

Business Executive to the CEO

- Development of brand strategy including implementation plan and development of marketing mix focus areas  
- Project management and strategy development for the sponsorships of:
The Comrades Marathon
Zola Budd (sponsored athlete)
The Unlimited Dusi
The Unlimited Non-stop Dusi
The Unlimited Ozzie Gladwin
The Unlimited Dusi Mfula
The Unlimited Rush (Television programme)
The Unlimited Child South Pole Expedition
Expedition Africa 
- Measurement of ROI of each sponsorship based on AVE (advertising value equivalent) - all sponsorships exceeded ROI targets
- Social Media and endorsement campaigns with various celebrities
- Development and execution of marketing and publicity plans
- Budget management of sponsorships to ensure ROI targets achieved
- Branding development and schematic
- Logistics management
- Full management and briefing of PR; Advertising agencies and production companies
- Reputation management
- Publicity generating events and press releases for The Unlimited and The Unlimited Child (CSR initiative).

Public Relations, Brand and Sponsorship Manager

- Web development of corporate websites using open source platforms, including           Wordpress
- Content development and copywriting for online use (including corporate blog)
- Part of the “Winston the Pigeon” campaign team (nominee for Digital Bookmark award)
- Email marketing; search engine optimisation; web analytics; SMS campaigns; social media;    integrated campaigns
- Development of the new company intranet strategy

Online and Digital Marketing

Marketing Assistant

If you're an executive who...

- Lies awake at 3 AM second-guessing today's decisions
- Feels trapped in an endless cycle of reactive firefighting
- Knows you're capable of more but can't find the breathing room
- Watches your family time disappear into your inbox

...then you know the dirty secret of executive leadership:
The higher you climb, the lonelier and more overwhelming it gets.

Here's what nobody tells you:
➡️The solution isn't working harder or longer.
➡️It's not another productivity hack or morning routine.
➡️And it's definitely not "just delegating more."

The real breakthrough comes when you transform how you think.

My clients typically experience:
→ Making decisions in minutes that used to take days
→ Getting 10+ hours back each week 
→ Watching their teams step up and take ownership
→ Finally having energy for family at day's end
→ Feeling like themselves again

The transformation happens through my RAFT® Executive System:
• Custom-built from leading 80+ people before age 30
• Refined through an MBA while raising a newborn
• Proven with executives across industries

But don't take my word for it:

"I solved significant time management challenges in our very first session" - Senior Executive
"My relationship with my son improved significantly" - CEO

"I shifted from constant self-doubt to total clarity and ownership" - Director

Here's the truth:
You don't need to sacrifice your life for your leadership.
You don't need to choose between impact and balance.
You just need to think differently.

I only work with 10 executives per quarter who are:
✓ Done with the endless hustle
✓ Ready for genuine transformation
✓ Willing to think differently

Is this you?

Then you have two choices:

1. Keep pushing through, hoping things will magically get better
2. Book a Transformation Strategy Call and start your breakthrough

The next quarter's spots are filling up.
Which choice will you make?

Book your call: https://app.paperbell.com/checkout/packages/95704

Terez Rijkenberg - Executive Coach

I had the best time meeting Peter Ryan, Traci Freeman (she / her) and Mark Angus in-person at the CxOutsourcers 2025 Outlook and Networking Lunch a few weeks ago.

They put on a brilliant event. Proper energy in the room. And the conversations… sharp, curious, slightly mischievous. My favourite combination.

I met some wildly innovative minds including Clare Hosford  Kirsten Wilson Anna Yotova Nataliya Shishkova-Georgieva Jon Yarlett David Rickard and so many more...

And here’s what struck me:

Everyone kept talking about innovation.
Everyone also kept talking about productivity.

And no one seemed to notice the tension humming quietly between the two.

It’s the same tension I see with executives every day.

They want to innovate, think strategically, create space for the future.

They also want results… yesterday.

They want both. But both live in very different domains.

It’s not a personal flaw. It’s physics.

Your brain cannot sprint and imagine at the same time.

One requires constraint. The other requires looseness.

Put them in the same hour of the day and they fight like siblings on a long car trip.

But the moment leaders notice the tension, everything opens up.

They stop thinking they’re doing something wrong.
They start working with their brain rather than against it.

There are practical shifts that make this so much easier.

Ones that boost your personal productivity and help your team become genuinely more innovative, not just innovation-theory-on-a-slide-deck.

I’ll be sharing these strategies at the CxOutsourcers Mindshare event in May 2026 in Ottawa.

If you’ll be there, come say hi.

If not… you should come anyway.

PS. If innovation and productivity were people, they’d need couples therapy. I’ll happily mediate in Ottawa.

Executive coach helping C-suite leaders reclaim 10+ hours a week for strategic priorities without sacrificing work-life balance | Trusted by executives from FTSE 100 companies | DM me to book a FREE strategy session

Most leaders try to solve problems with wallets and calendars.

The best ones solve them with their brain.

I had one of those weeks where every problem I heard from my clients seemed to be begging for more time or money.

You know the drill. A client’s project running behind schedule? “We need more people.” A process slowing down? “We need new software.” A team stuck? “We need training, more budget, better tools, a miracle, a time machine…”
And look, I get it.

If you’ve spent more than five minutes in leadership, you’ve been conditioned to believe every problem is a resource problem.

It feels safe. Predictable. Sensible. If something isn’t working, throw resources at it like rice at a wedding.

But then I came across a bit of Uber history no one talks about, and the insight landed.

Click to read more...

Most leaders try to solve problems with wallets and calendars. The best ones solve them with their brain. I had one of those weeks where every problem

Open article: The James Bond Trick That Saved Uber Millions by Terez Rijkenberg - Executive Coach • 3 min read

The James Bond Trick That Saved Uber Millions

Ever noticed how a small group of loud voices can shape an entire team’s mood or direction?

In this video, I break down the 3 types of “noisy minority” you’ll find in almost every organisation:

1️⃣ Anxious Amplifiers – their worry turns into pressure
2️⃣ Status Defenders – loud because change feels threatening
3️⃣ Problem Performers – great at raising issues, less great at solving them

The noisy minority isn’t actually the issue.

It’s how leaders interpret them.

The moment you shift your attention to the quieter, more considered perspectives, your decisions get sharper and the room gets calmer.

I also share one simple question you can use in any meeting to rebalance the conversation and get a far clearer read on your team.

If you want my cheat sheet with 10 ways to spot and manage noisy minorities, drop “noisy minority” in the comments.

And if you enjoy practical leadership psychology, follow me Terez Rijkenberg - Executive Coach for more 🔔

I’m a coffee snob.
There, I said it. 

The kind who will walk an extra twelve minutes in the rain to avoid a mediocre flat white that tastes like burnt ambition.

And every time I do this ridiculous detour, I think about a study I love. 

Researchers once found that when people were handed the exact same coffee but told one cup was premium and one was cheap, they genuinely tasted them differently. 

Same liquid. 
Same temperature. 
Same beans. 
But their beliefs altered their experience.

Leaders do this every day without noticing.

Not with coffee, but with people. With projects. With themselves.

If you go into a meeting already convinced the team won’t get it, they suddenly don’t. If you approach a decision believing you’re behind, overwhelmed, or underprepared, the result mysteriously follows that script.

Your brain serves the flavour of the story you pre-load.

This is the Rosenthal effect in leadership: expectations quietly shape outcomes.

Not because of magic. 

Because your micro-behaviours shift. Your tone. Your curiosity. Your patience. Your willingness to entertain possibility.

One simple tip you can use today:

Before your next meeting, catch your default expectation.

Then flip it.
Instead of “They’re not strategic enough”, try “They might surprise me today.”
Instead of “This is going to be painful,” try “There’s probably value in here I haven’t seen yet.”

Then watch how YOUR thinking changes the room.

If the story in your head is the first ingredient, make it a good one.

Now the question that usually follows:

If expectation shapes performance, how do you rewrite expectations you don’t yet believe?

That part is deeper. It’s where mindset work and identity work collide, and it’s exactly what we tackle in RAFT Executive Coaching.

If you want to think, lead and decide at the level your results (and coffee consumption) require, message me and let’s talk.

Your coach,
Terez

PS If coffee could coach leaders, it would tell you that your thinking needs more filtering than your beans.

The fastest way to become consistent: 

Most leaders think consistency is about never slipping.

It isn’t. It’s about your reset reflex.

You don’t need more willpower or discipline. You need the ability to say:

"That happened. I’m back."

That single mind habit changes everything.

It cuts guilt spirals. It stops the Monday restarts.

It builds real consistency that survives sick kids, exploding calendars and the occasional plumbing disaster.

If you want to lead with calm consistency, where productivity becomes easier and pressure feels lighter, send me a DM. 

I help executives build the identity, systems and confidence to reset fast and stay focused.

And before you tell yourself you’re not consistent, ask yourself if you’ve ever skipped brushing your teeth for an entire month?

Exactly. You already have the skill. You just haven’t trained it where it matters most.

I finally caved and got one of those fancy cars. 

You know the type – the ones that practically drive themselves, beep if you so much as think about reversing near a tree, and have more Wi-Fi than most small offices.

At first, it was chaos. 

Beeps, flashes, cameras everywhere. I half expected it to start making me tea. But after a few drives (and one very smug parallel park), I realised something: those warning lights are genius.

Tiny amber glows on the side mirrors that blink politely when something’s lurking in your blind spot. It’s like having a psychic co-pilot whispering, “Maybe don’t merge just yet, Terez.”

And it hit me - this is exactly what leaders need for their minds.

Not for traffic. For emotional and mental blind spots...

I finally caved and got one of those fancy cars. You know the type – the ones that practically drive themselves, beep if you so much as think about re

Open article: The luxury upgrade your leadership might be missing by Terez Rijkenberg - Executive Coach • 4 min read

The luxury upgrade your leadership might be missing

I used to believe I was highly adaptable. Truly.

I’d glide through organisational shifts, smile through restructures, and tell myself I was the kind of leader who could “handle anything.” 

The kind who rolls with the punches while sipping a flat white and updating a strategy deck.

And then leadership happened. Real leadership.

You know with budget cuts, disappearing headcount, projects that multiply like rabbits, and market shifts that don’t even have the courtesy to send a calendar invite.

Which is when I discovered something slightly horrifying. Most of us aren’t actually adapting. We’re delaying our panic.

There’s this comforting myth leaders love: “I’m adaptable. I can handle change.”

Absolutely. Eventually...

Give any of us enough time, enough overthinking, enough pacing around the kitchen at 6am, and yes, we adapt. 

But eventually isn’t good enough... 

Adaptability, it turns out, isn’t a personality trait. 

It’s a measure of speed...

I used to believe I was highly adaptable. Truly. I’d glide through organisational shifts, smile through restructures, and tell myself I was the kind o

Open article: The real skill behind adaptability that no one talks about by Terez Rijkenberg - Executive Coach • 3 min read

The real skill behind adaptability that no one talks about

Start up Consultant

Siddall & Hilton

The UK's largest manufacturer of welded steel wire mesh  - fencing and industrial products - based in Brighouse, West Yorkshire with c 65 employees.

During my time as Chief Executive I :

Developed People & Culture:

•	Built a strong leadership team 
•	Shifted the culture towards Empowered & Co-operative
•	Introduced a values-based ethos 
•	Improved Employee Engagement - Achieved the Best Companies One Star Rating (Good to work for) 2022
•	Significantly improved Health & Safety awareness and established a “Safety First” culture.

Managed through the Pandemic:

I ensured all employees received full pay during furlough period (2020) and all suppliers were paid on time and in full. Stringent safety measures were put in place and the factory was re-opened in just 4 weeks. Less than 20% of the workforce tested positive during 2020-22 and there were no serious illnesses recorded. Staff were kept fully informed as the situation developed.

Investment & Financing

•	Invested in a new welding machine and robot stacker
•	Began the roll-out of a World Class vision (invested in painted floors, new lighting, heating and roof-lights, rapid rise roller shutter doors, new leak-proof, insulated roof, improved staff facilities)
•	Developed vacant derelict land on the site.
•	Completed a site redevelopment plan and attained full planning permission

Raised the Profile of the business:

•	Hosted visits from leading local politicians
•	Established links with several local charities
•	Won Kirklees & Calderdale Business Awards “SME of the Year” and “Business of the Year” 2022

Strategic Development:

•	Created a new 3-year strategy for growth
•	Established a new, more pro-active sales approach

Operational Improvements:

•	Introduced a weekly scorecard to monitor key business metrics
•	Introduced a weekly management meeting to discuss metrics and catch issues early
•	Instigated one-to-one meetings with my direct reports

Through these and other activities, EBITDA improved four-fold.

Chief Executive & Co-Owner

Since joining the company I was responsible for an extensive overhaul and development of internal reporting and monitoring procedures and the introduction of detailed product costing methodologies to better support senior colleagues in sales and production roles. In November 2015 I was integral to a management buy-out and became joint owner of the business, having successfully raised external finance in support of an MBO. I followed this up with a second round of re-financing to support a second MBO completed in 2019.

Finance Director & Co-Owner

Business Link

A Private sector company, Y&H IDB Ltd delivered business advisory and export support services to new and established businesses throughout Yorkshire under the government's Business Link brand. This experience included leading and motivating a team of 12 through a challenging and uncertain time; one of constant change and upheaval since 2009. This role tested my people management skills to the full.

Head of Finance - Business Link Yorkshire

Hoerbiger (UK) Ltd

Although a brief tenure due to world events, I carried out a thorough and highly detailed review of the UK 3 and 5 year business plans and built a structure to deliver financial and back office streamlining to eliminate duplication and cost across two operational sites.

I developed and implemented a strategic turn-around plan for the UK business involving site re-location, merger of operations and integration of financial and other back office systems and functions.

I created and implemented a wide range of financial and non-financial corporate policies to improve governance and financial control and assessed and strengthened the Finance Team with key appointments in order to facilitate the turnaround of a number of pressing legacy issues.
I then built effective bridges between the finance team, sales and operations staff across the business.

UK Finance Director

Safestyle UK

I was central to two successful refinancing exercises in 2005 & 2007; I prepared detailed 5 year forecasts and developed scenario modelling methodologies; I was closely involved with the bank during their due diligence exercise. I then developed new internal and external financial reports and covenant testing routines to meet the bank's monthly reporting requirements.

I also undertook a major process review of financial systems and procedures; re-designing and implementing streamlined processes to reduce back office cost.

I was responsible for developing and embedding non-financial KPI monitoring at the factory, including building relationships with key shop floor staff.

I also successfully applied for £400k grant funding from Yorkshire Forward to support factory developments.

Group Financial Controller

Readmans

Responsible for finance, payroll and Health & Safety Management in a £20m turnover group. 

Developed and implemented H&S policies and procedures.

Reviewed overhead costs and re-negotiated key contracts to ensure better value for money.

Introduced cash flow monitoring and control procedures

Replaced in-house financial system with Great Plains package

Financial Controller

Black & Decker

As sole finance representative on site this role covered all aspects of management and financial accounting using SAP and Hyperion systems

Responsible for product cost maintenance; worked closely with product engineers to provide accurate product costs for new product developments

Solely responsible for annual standard costing and budgeting operations over 18,000+ product lines

Embedded a cost awareness culture within the senior management team and on the shop floor

Site Financial Manager

Stelrad Ltd

Based at the Stelrad manufacturing site, Ian was responsible for monthly management accounts, budgets and forecasts.

Worked closely with engineering and manufacturing teams to develop a cost consciousness and improve financial understanding of non-financial managers

Worked with senior managers to provide detailed costings concerning a site consolidation project

Was part of the SAP development and testing team involved in a major project to introduce SAP across the business in all functions

Factory Accountant

Bridon-Bekaert The Ropes Group

Responsible for consolidating monthly management accounts and annual budgets of around 50 operating subsidiaries worldwide. Seconded to oversee the closure of a wire-drawing site in Ambergate, Derbyshire (1995-96)

Assistant Group Management Accountant

British Steel

Joined the Scunthorpe works as a new Graduate on the British Steel Management Training Scheme. Held several training positions within the Cost Office prior to appointment as Cost Accountant.

Cost Accountant (Steelmaking)

I am a tenacious, commercially astute, technically skilled and ambitious professional with a keen eye for detail. I am passionate about manufacturing in the UK and a great believer in generating prosperity through production and innovation.
I see people as being the greatest asset of any business and believe wholeheartedly in putting people at the centre of a business, empowering them, involving them in key aspects of business development, keeping them informed and inspiring them to become the best version of themselves.
I believe in values-based business and seek to run organisations according to strong core values that stir up an emotional response within the teams I lead, generating a one-team spirit across the company.
My core philosophy is that it is a poor business that only generates profit. I feel a strong responsibility towards all employees and that this extends to their families and the community from which they are drawn. I believe that the experience of working for a company should be enjoyable and rewarding, providing opportunities for growth and development and I aim to create a unique workplace that people aspire to join and are excited to be part of. 
I am a visionary and, when combined with my accountancy background, commercial experience and effective communication skills, I am adept at strategic development and planning. I have a proven track record of sourcing finance, supported by the preparation of compelling business plans and have been highly successful in gaining buy-in from employees in support of ambitious business plans. 

I am a highly respected team builder and manager with an open, empathic and inclusive style, I have extensive experience in organisational transformation, culture change and employee empowerment.

Specialties: Strategic business development; business re-financing, culture change, cost reduction and containment through innovation; system and process re-engineering; structural change and change management; complex strategic planning and modelling; management & financial accounting; cash flow planning and management; leadership and motivation of staff through difficult and uncertain situations (including Covid19)

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Ian Thurley, BA (Hons), ACMA, CGMA, IOSH

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