Human Conversation with Martin Koek copertina

Human Conversation with Martin Koek

Human Conversation with Martin Koek

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Get To Know Our Guest:Martin KoekMartin Koek studied law at the university of Leiden. In 1991 he obtained his master’s degree in tax law. In the same year he started his career as tax advisor with Arthur Andersen. Within Arthur Andersen and later Deloitte he climbed the ranks and in 2002 he became responsible for the corporate income tax compliance practices in the Netherlands. In 2013 Martin relocated to Deloitte in Hyderabad (India) where he managed the compliance practices for Deloitte Netherlands and Deloitte United Kingdom. In 2017 he returned to Deloitte in The Netherlands taking up his role in the Netherlands compliance practice.After his career as tax advisor in 2022, Martin decided to take a break from professional life and focus more on his private life and his hobbies reading and travelling. In 2025 he started his coaching education that he finished in 2026. Currently he is starting up his coaching practice, mainly focusing on career coaching. HIGHLIGHTS & TAKEAWAYS:KG: You've had such an incredible international career as a corporate leader, advisor, mentor, just to name a few. Is there a red thread that ties all of this together for you? I wanted to know what's the driving force behind all that you do?MARTIN: One thing is that I like to solve puzzles and find my way or other people's way out of difficult situations. And I like to help people and perhaps not in the altruistic way, but at least in a professional way.MARTIN: In the beginning of my career, it was about helping clients manage their tax burden. Later on, it became also mentoring of younger colleagues. It became the development of the organization as a whole. And then it's rather difficult to find the right threat but it always focused around helping people solving problems or helping organizations solving problems.KG: Knowing that you have a compliance ethics taxation background yourself, what are the terms ethics and integrity mean to you?MARTIN: I think ethics and integrity are the greatest assets that a leader can have. And the difficulty is how to apply those things in the real everyday life of a leader.MARTIN: As a starting leader, where I realized at one time that I was focusing way too much on reliability and responsibility. And I realized that in my vacation, where I received lots of telephone calls from team members who were trying to solve problems but didn't think that they have the authority themselves to solve the problem. So they always came back to me. I sat down with a consultant to make a SWOT analysis and from that SWOT analysis an action plan had to follow. Okay this is the direction that we are taking and the necessary steps that we had to take the practical steps to make that change. We came up with the solution that we should involve the entire team.MARTIN: The action plan that the team made was the same as the plan I made with the consultant. But the action steps that we had to take were much more complete than I had made together with the consultant. So what I learned from that exercise is that by being transparent and honest about the future of the team. The team was actually thinking about solutions and action steps to take together with me. But it made the team less reliable from me. And it also created a much more open atmosphere where everybody could share their ideas, could share their doubts, their concerns. And we solved everything together.KG: What was it do you think that helped the team make that change when you recommended it?MARTIN: Involving the team and knowing that their views and their recommendations are also appreciated and that I by myself also do not know anything creates an atmosphere that we really we're really going together to make the change to make everything happen.KG: In Asia, where I know some of the talent you worked with was, it is very hierarchical. So did you face any resistance or hurdles from others in the environment? who are used to hierarchy and couldn't understand why you're going against the grain and trying to do something different.MARTIN: I learned quite soon that although the society and also lot of corporations in Asia are hierarchical, hierarchy is very important in those countries and those organizations, people hate it. When I came in and started asking input from the team and involving them in the day to day basis, other than just doing their regular job, but also give them an insight in why we were doing things and that we also needed to make changes. They were all quite happy to give me their input.MARTIN: I've learned that integrity from a leader leads also to integrity from the team. and the same for ethics. If you are an ethical leader, you also get ethical team members. And there are always exceptions, but the broader line is that it is a vice versa thing. Ethical leaders lead to ethical teams. Integrity leads to integrity.KG: Is there a need that you feel comfortable sharing so we can learn from what lessons you took away from it? I'm assuming ...
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