With the introduction of new labor market laws, Arjen de Boer sees a significant shift in the Dutch business climate. Where flexibility and entrepreneurship were once central, we are now heading towards a generic approach to specific problems. “New laws are taking the entrepreneurship out of the Netherlands,” warns the CEO of House of Redmore. “Especially at a time when the Netherlands needs to maintain its position in Europe and the rest of the world.”
De Boer outlines a world where geopolitical shifts, such as a more self-focused America under Trump, make strong European cooperation necessary. At the same time, he sees changing needs among customers in the Netherlands.
“It is no longer one size fits all,” says De Boer. “I see a changing labor market with scarcity, a new generation, a changing customer, and AI.”
He also foresees that freelancers will take on a different role in the future. “What we have learned over the past ten to twenty years no longer guarantees success. We will have to adapt.”
The strategic choices of House of HR, the parent company of House of Redmore, which strongly focuses on local entrepreneurship, are beginning to pay off, according to De Boer.
“Together with the management of our boutiques (Triple A, ITDS, Agium, Profource, Talent&Pro, and Vialegis) and our clients in financial services, government, and large business sectors, we continuously discuss new forms of service delivery.”
The future demands flexibility, not control
And there is certainly a need for that, notes De Boer. “Let’s be honest: the labor market of tomorrow looks fundamentally different: we are dealing with a new generation that wants to work flexibly, customers increasingly need customized solutions, and the world demands more and more speed and adaptability, especially under the influence of AI.”
“The idea that we can return to fixed structures and old-fashioned models is pure nostalgia,” he concludes.
Diverse business models
House of Redmore, a consultancy group with more than 2,500 employees spread across Europe, has a unique position in the market, according to De Boer. “We operate at the intersection of business and IT. We can devise the strategy, implement it, and ultimately provide operational support.”
“Customers do not just want to hire people themselves, but rather be able to scale up and down flexibly.”
This versatility enables House of Redmore to support clients in strategy formation, implementation, and operational execution. “Our roots lie in devising and realizing strategies, but we go beyond that. Customers nowadays also want to outsource parts of the work.”
A good example of this is the growing demand for nearshoring. “Where work used to be outsourced to India, we now see a shift closer to home in Europe, towards a ‘more resilient Europe’,” notes De Boer.
With operations in Poland and Portugal, House of Redmore offers clients the opportunity to outsource work to reliable teams within Europe. “We see a growing demand for this solution. Customers want flexible and high-quality support, and we have the capacity and expertise to deliver that.”
Performance Center
In addition to nearshoring, House of Redmore is investing in its performance center, a model that has already delivered promising results. “In 2025, it will become clear that we have a shortage of senior mortgage underwriters in the Netherlands, among other things. We have developed a model where we combine teams of seniors, mediors, and juniors to perform work in-house. The results of the first pilots are remarkable,” says De Boer enthusiastically.
“I continue to advocate for an entrepreneurial Netherlands. That is where our strength and our future lie.”
House of Redmore’s performance center not only offers solutions for the mortgage market but also for challenges surrounding the new pension law. “Customers do not just want to hire people themselves, but rather be able to scale up and down flexibly. Our performance center offers exactly that possibility.”
Another important initiative is the ‘attract-train-deploy’ model, where professionals first participate in a project and can then join the client. “This offers clients a flexible way to integrate well-trained and already embedded professionals into their organization. Training will be crucial to keep people working longer,” explains De Boer.
Entrepreneurship at risk
Despite these new propositions, De Boer is concerned about the future of entrepreneurship in the Netherlands. “We are trying to find a generic solution for specific problems in the Netherlands,” he says. “That doesn’t work. There is no homogeneous group of working people in the Netherlands. Of course, abuse must be tackled, but every new legislation also brings new loopholes.”
He emphasizes the importance of a strong and flexible business climate. “In a world that is becoming increasingly complex, we must be careful not to lose our effectiveness. Services are what made the Netherlands great. If we curb that, we lose our distinctive ability and our competitive position compared to other countries.”
He makes a clear call: “There remains a scarcity of personnel. It is crucial that we continue to stimulate entrepreneurship and maintain the flexibility that makes our country strong. Do not take the entrepreneurship out of the Netherlands.”
De Boer believes in a future where both House of Redmore and its clients are future-proof. “We continue to invest in innovative solutions, from nearshoring to performance centers with the help of AI, to meet the needs of our clients. But above all, I continue to advocate for an entrepreneurial Netherlands. That is where our strength and our future lie.”
