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We are a small company organized around our activities. For every job we accept, there is core expertise and experience available. The best of breed on other areas can be mobilized through our extensive network to ensure the best possible performance and results.

Corporate Values

We take our corporate values serious. Why? Simple, without our very high standards, we would not be where we are today. At the very top!

Appreciated by our people, our partners, our customers, our suppliers and even our competitors.

Welcome to Colstrat Holding

Welcome at Colstrat Holding!

office_nl Colstrat Holding is a holding company delivering transformation management services to the European market, the USA and Asia.
Our main activities are interim management and consulting, but if needed we also participate, initiate consortia and alliances and we can intermediate with management buy-out and buy-in.
We can support the business structure that is in the best interest solving your needs. We have an extensive worldwide network and can make use of alliances and partnerships already established.

Colstrat creates competitive advantage for companies by (co-)develop and implement collaborative commerce (c-commerce) strategies. Colstrat works with them to initiate and build new and exiting technology-driven business opportunities throughout the value chain.
A second large involvement is rationalizing and upgrading existing ICT organizations and managing the transformation phase.

In some cases our company is the legal entity (the vehicle) to create new business alignments and/or is the required and independent third party to limit downside risks for existing supplier- and customer relationships.

Our customer base varies from large renowned multinationals and governmental agencies to small start-up companies.

Colstrat is amongst others an executive member of the Enterprise Architecture Community, consultant to the firm of PricewaterhouseCoopers and a Associate of the Gartner Business and IT Decision Maker Panel.

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The CFO's role in navigating the downturn

If past is indeed prologue, the current global downturn will give companies with sufficient resources unprecedented opportunities to buy assets or acquire market share on attractive terms. Yet the crisis may well be the most dire and unpredictable one since the Great Depression.

A CFO must understand how volatile prices and demand affect performance—both to manage threats to the survival of the company and to ensure that it has the financial resources needed for countercyclical investments.

Most CFOs will need to replace the traditional budgeting and planning process with a more aggressive approach—one underpinned by a re-examination of current assumptions about earnings and growth and about how deep the downturn will be.