To give others
a fair chance starts
Architect of RoundMap and
Grandmaster of Business
“We’re fostering not only businesses but equitable ecosystems where people find purpose and belonging, all while contributing meaningfully to society at large.”
Hello, I’m Edwin Korver—a systems thinker and an enthusiastic polymath. Tackling intricate business puzzles and streamlining operations are my specialties. Ready for the challenge!
I’m adept at Freeman’s stakeholder theory, a unique approach that emphasizes creating value for all stakeholders to ultimately benefit investors. This approach requires a keen sense of empathy, active listening, and considering the interests of various stakeholders. In today’s world, no company can afford to overlook public scrutiny, including our own, CROSS-SILO.
Throughout my extensive study from 2013 to 2024, delving into the integrated business framework, I encountered a powerful concept: EQuitability. This term, resonating deeply with my convictions, has become my guiding principle. EQuitability, rooted in being ‘impartial, reasonable, fair, just, and right,’ aligns with several discoveries in the RoundMap framework, bringing Stakeholder EQuitability closer. The ‘EQ’ in EQuitability also represents Emotional Intelligence, emphasizing the need for empathy and compassion towards our stakeholders.
Recognizing a gap in academic studies comprehensively exploring business integration, I took it upon myself to develop the RoundMap Academy. Here, we mold a select group into Grandmasters of Business™, aiming to bridge the gap and empower future business leaders.
Charting Economic Waves: Navigating the Present, Securing the Future with RoundMap®
In the last couple of centuries, our economies have been on a rollercoaster ride tied to major changes like industrial revolutions. Think of it like economic seasons—cycles that last a certain number of years.
Right now, we’re in a critical phase of what experts call the 5th Kondratieff wave. It’s like the last act in a play, moving from a tough time to an even tougher one. This phase brings a combo of rising prices (inflation) and slow economic growth, a combo known as stagflation. This cycle started around 1980, when many of the technologies we use today were born.
Now, as these older technologies step aside, new ones are stepping up, although some might take a while to catch on. According to experts, this shift is usually marked by a ‘big bang’—a major innovation that sets off a period of good economic times.
But hold on, we’re in for some turbulence. Change is the only thing we can count on, and predicting what’s next for businesses is trickier than ever. That’s where RoundMap® comes in. It’s your guide to not just surviving today but also securing a future full of resilience and smart choices.
Gijon, Asturias, España
Mi llamo es Gonzalez
You might have noticed that I sometimes add Gonzalez to my name. That’s out of respect for my biological father, who originated from Asturias, in the North of Spain. A well-known ritual in Asturias is the pouring of Sidra, a local cider. You’ll also find a lot of taller de Carpinteria (woodworking companies) in this part of Spain. Undoubtedly, the Asturians are most proud of Don Pelayo, “El precursor de la Reconquista,” the first King of Asturias. Pelayo was succeeded by Rey Aurelio, whom my dad was named after, and Rey Silo, who by chance refers to my company name, CROSS-SILO.
Work hard, Play fair.
CROSS-SILO aims at what I’ve identified as one of the root causes of poor performance: internal communication problems as a consequence of mental and functional silos, in particular between the marketing, sales, and service departments. This has led me to create an integrated business framework – preferably deployed with the help of a Grandmaster of Business™. Dit zijn uiterst ervaren individuen met een uitzonderlijk brede én diepe kijk op zaken. Prior to CROSS-SILO, the company was called Tenfore.
Architect of RoundMap®
In 2013, a revelation struck: the customer journey defies linearity, rejecting the traditional funnel representation. It’s a dynamic, cyclical dance of reciprocity. The initial RoundMap® model gained viral momentum in 2014, courtesy of Social Media Examiner’s endorsement.
In 2016, fueled by a desire to contribute, I embarked on a six-month unpaid sabbatical, dedicated to crafting a holistic business map as a gift to society. Seven years later, the journey continues.
A standout discovery emerged—the Business Model Matrix™, unraveling the essence of four archetypal business models.
Today, RoundMap® stands as the comprehensive guide to the business landscape, a beacon dedicated to propelling business vitality to new heights.
Chief Digital Officer a.i.
I was invited to help this startup, with five international hubs, to integrate all customer-facing activities, increase cross-functional collaboration, and digitalize the processes – from promotion to reconciliation.
Prior, 95% of fulfillment ran through an external platform, BOL.com, which had decided to close the retail account for not committing to its rules and regulations. Luckily we came prepared.
Moreover, I designed a new house style and advised the CEO on a restructuring process.
Social Business Director a.i.
This promising start-up aimed to connect CxOs all over the world, based on a digital platform, supported by a print magazine, a television program, and various incentive programs. Unfortunately, the company didn’t make it to the next round of investments.
Pageperson® allowed companies to welcome website visitors in the most personal manner: through a video spokesperson. I designed the back office and led the entire development process.
Flash technology and greenscreen technology, representatives from companies like ANWB, SONY, KPN, SANDD, PostNL, Tom Coronel, and many others, enjoyed the opportunity to represent themselves and their business online while inviting visitors to reach out to them.
Additionally, I designed one of the first Cloud CMS (content management systems) ever. Way before WordPress.org, we could serve and maintain an almost unlimited amount of websites from a single core. We were ahead of the curve but due to personal circumstances, I had to abandon the project.
In 2010, I started a blog, The Social Media, that drew attention in The Netherlands by requesting readers to nominate the best social media expert. BBP, a large business publisher, offered to include the contest in a national social media event. Nonetheless, I wanted to broaden my horizon and renamed the blog to iCity Magazine. iCity is pronounced as /ˌaɪ siː ˈtiː/ or ICT. iCity covers subjects related to strategy, management, marketing, automation, robotics, artificial intelligence, and digitalization.
For almost 20 years, I led a midsize internet hosting provider, focused on the SME market. Over the years, we hosted thousands of websites and managed hundreds of web servers. Varying from small start-ups to large companies, like ABN/AMRO, SwissLife, and UWV. Additionally, we supplied DSL and VoIP services. Learnings: Achieving customer satisfaction and collecting customer feedback is critical for the future of the business.
We maintained a cloud service to support our present activities.
General Manager a.i.
The Internet Plaza was one of the country’s largest internet access providers. I was offered the opportunity to lead the company, bridge the silos to increase the overall performance, and drive growth. When an IPO failed, the company was sold to WorldOnline. TIP was a steppingstone toward Enternet.
Management Consultant a.i.
After CMG Finance had taken over the Dutch representation of Micrognosis, at my instigation, I was asked to help transfer customers – amongst Rabobank, Crediet & Effectenbank, and De Nederlandsche Bank – to CMG.
Senior Product Manager
On a recommendation from Robeco, I was offered an all-around position within Dow Jones Telerate. The company was, next to Reuters, the market leader in financial trading systems for dealing rooms. It was a disappointing experience. Management steered primarily on targets and bonuses. Customers were merely a means to an end; in an effort to exceed targets. In hindsight, this is where my desire for EQuitability emerged.
Corporate Account Manager
Micrognosis was once a market leader in analog dealing room systems for big financial institutions, like commercial banks, insurance companies, and pension funds. The company lagged behind on digital trading systems. My job was to regain one of the largest customers, ING Bank worldwide. The account had been lost due to failed account management. I succeeded and introduced a new corporate account strategy that was later adopted by the entire organization.
My career started in sales, consulting customers on custom-made business software, in various branches: transport, expedition, ship brokering, and warehousing; midrange computer systems maintenance; industrial maintenance; various Powerhouse/Progress custom-made applications; and large accounting systems. Customers: AKZO, DSM, KPN, Unilever, Rabobank, SHELL, DOW, NAM, etc.