Koen and Reinoud are the hosts of the FSG Finance Podcast, a platform created to inspire and educate students and young professionals by engaging in in-depth conversations with leading founders, investors and innovators shaping the future of finance and impact. As driven and curious members of the Financial Study Association Groningen (FSG), they explore not just business models but the personal stories, motivations and decision-making behind their guests’ careers, bridging the gap between education and the real world while helping their audience navigate career choices and opportunities in high-impact industries.
In this episode of the FSG Finance Podcast, Koen and Reinoud speak with Ruben van Grol, Associate at Lindenaar & Co Corporate Finance, about his path into M&A, his experiences at Big Four and private equity firms, and what it is like to work in a boutique advisory environment within the Dutch mid-market. He reflects on combining analytical skills with a strong people focus, the influence of sport on his discipline and mindset, and shares practical advice for students on gaining broad experience, embracing discomfort, and building a career in finance with the right mentors.
Listen to the podcast (dutch) on Spotify
Reinoud:
Welcome to the FSG Finance Podcast. Today, we are speaking with Ruben van Grol, Corporate Finance Analyst at Lindenaar and Co. In this conversation, we want to get to know the person behind the role. We will talk about the path he has taken, what it is like to work in a boutique environment, and working in M&A.
Reinoud:
The hosts are Koen and Reinoud. Welcome to the FSG Finance Podcast. Koen, over to you.
Koen:
Thank you. Welcome, and we should say we are glad to be here at Lindenaar and Co. Today, we are speaking with Ruben van Grol, analyst at Lindenaar and Co. Before we continue, we always like to start with a few dilemmas to get a sense of who we are speaking with. Let us do that now.
Ruben:
Thank you, nice to have you here. And nice that you and Reinoud made the trip from Groningen.
Reinoud:
Absolutely. It was a warm day, but we have the air conditioning on, so we will be fine. First dilemma: never exercise again or never work again.
Ruben:
That is a very difficult one. You said at the start that I can add nuance later. For me, it is genuinely hard because, as you know, I train and work every day, so both are equally important to me. Sport is incredibly important, it gives me a lot in my work as well and in my life. But you also have to earn a living. In the end, work is your foundation, and that is how I try to look at it. So in the end I would choose work, but I am happy this is not a dilemma I have had to face in real life.
Koen:
Luckily. So if you really had to choose, you pick work.
Ruben:
Yes, in the end I chose work. You have to keep the lights on, and that is the basis.
Reinoud:
Flat or hierarchical.
Ruben:
If you look at Lindenaar and Co, we are a very flat organisation. We are a team of ten, and you do deals in deal teams of three or four people, so it is structured quite flat. At the same time, and I say this jokingly based on what I learned in student life, seniority does matter. I do think there should be some hierarchy. Someone has to make the final decisions and set direction. But I am in favour of a flat organisation where everyone has a voice. In meetings, when we build an information memorandum, the intern’s opinion at the start of the discussion should be just as important as a senior’s.
Koen:
That is your personal view. If you relate it purely to Lindenaar, if you did not work here, what would people say, flat or hierarchical.
Ruben:
They would say we are flat, definitely.
Reinoud:
Good to know. Next, after work drinks or a closing dinner.
Ruben:
Closing dinner, yes.
Koen:
Why.
Ruben:
I have experienced a few now, and it is always a great moment. I can still remember my first closing, Technolab sold to Sansidor. I ended up late into the night with one of the entrepreneurs, in Rotterdam, at a place called the Ski Hut. You are from Groningen, of course, but it was brilliant. Great food, very memorable, because you go through a lot together and then you really have something to celebrate. A very intense period ends with letting off steam in the city, with a really good restaurant.
Reinoud:
And it sounds like that also fits how you operate as a firm.
Ruben:
Yes. If I look at the deals I have done here, those closings, as we see it, are paid for by us. We do the assignment for the entrepreneur, for the family business, for the investor, and we earn a fee for that. As a thank you, and because we genuinely enjoy it, we take people out for a great evening. We do it properly as well. And yes, I will sometimes nudge the partners about going here or there because the food is good.
Koen:
So you choose the restaurant with a list.
Ruben:
I do have a list of places I would still like to try. And we have some nice deals in the pipeline, so when the moment comes, I will definitely bring it up.
Reinoud:
One more detail. Is it only with the deal team, or with the whole firm.
Ruben:
It is with the deal team. That makes sense because the rest of the firm did not work with those parties on that deal, so it is logical.
Koen:
Next dilemma, in student days, partying or studying.
Ruben:
Honestly, my first year in Amsterdam was a lot of partying. The atmosphere is such that partying comes before studying. Especially in the early years, studying is almost an afterthought. You can probably picture it, weeks of going out, and then suddenly you think, exams are coming, I will lock myself away for two weeks. But you are still recovering for a week, yawning, exhausted, and it does not work. You cannot party hard and then expect to concentrate perfectly. At the start you also do not really know how to study properly, at least I did not. As you get older you learn how to study more efficiently. In the beginning it is mostly partying, and then when you go to the library it has to be done, but it is hard.
Reinoud:
And you also miss context.
Ruben:
Exactly. I notice that now in my work as well. I just said before you came in that I finished a financial model I am proud of, a really dynamic model. When you study, you lack practical context. That is something you only really learn when you start working.
Koen:
And the last dilemma, suit and tie or jumper and trainers.
Ruben:
Good one. My first internship at a Big Four firm was suit and tie, that was still the culture. It was around the start of Covid, and when we could go back to the office I felt like life was really beginning on the Zuidas, in a suit. But in recent years I have switched a lot. I almost never wear a suit anymore. In very formal settings I do, of course, but if we are doing our work here, meeting entrepreneurs, family businesses, investors, most of them are not in suits either. They lean more into an entrepreneurial mindset. That suits me better, I realised. Long story short, I prefer more casual, jumper and trainers. You should still look polished, but it does not always have to be formal.
Reinoud:
Good to hear. Based on those dilemmas we have a first picture of who you are. Can you take us back to where you are from and what your student years looked like.
Ruben:
Yes. I was born in 1996, I am 28 now. In Amsterdam, and I grew up there. I went to the Amsterdamse Lyceum. Towards the end of secondary school, a lot of friends went to study in Groningen, and a few went to Utrecht, but Groningen stood out. My parents had studied in Amsterdam, so the seed was planted for me to stay in the city, have student life there, join a student association, and everything that comes with it.
Koen:
What did you study.
Ruben:
A fairly standard background. I studied Economics and Business, at the time it still existed as such. Then I did a finance master.
Reinoud:
Which finance master.
Ruben:
I did Accountancy within Finance. It was two tracks within the Finance master, so lots of numbers. It helps you understand how numbers flow through an organisation. I can recommend that background. But if you have strong analytical skills, you can also do this job with a completely different degree. Passion for finance matters, but you do not necessarily need a finance specific degree.
Koen:
How was your student life during the bachelor.
Ruben:
As we said, a lot of partying. I had about a year of delay. In the end I passed, decent grades, ticked off. When you start your master, you realise you want to push harder. You are older, you party less, and you focus more on where you want to go. I chose to do the double track, which was an extra half year, and I thought it was worth it.
Reinoud:
When did corporate finance enter the picture.
Ruben:
Through internships. At Deloitte, I first came into contact with corporate finance. Roy Stegeman took me along to meetings, he introduced me to the world. That made me very enthusiastic. I found it special how he did it, connecting entrepreneurs with investors, the human side of deals. He is the best at it. And I could see myself doing that. After that experience I felt I finally found something I truly wanted to do. There is a lot of work in finance that is less interesting, and it can be hard to figure out what fits you.
Koen:
And when you are young, you also do not yet understand how the financial world is structured.
Ruben:
Exactly. When you come from university, you do not fully understand how the world works and what all the players are. I learned a lot by attending and organising events. You are from FSG. I was at FSA and helped organise private equity events. I recommend that to anyone, because you meet many firms and many flavours of financial work. That combination helped me realise I wanted the corporate finance route, specifically M and A.
Reinoud:
And you chose a boutique setting.
Ruben:
Yes. I had been at two Big Four firms. I wanted to be closer to the action, more specialised, and more involved early on. I had heard that in a boutique you get that exposure. That is how I came across Lindenaar and Co. After my master I came here for an internship, with the idea that I could start working afterwards if it was a good fit.
Koen:
So you already had a sense this could be the place where you would land.
Ruben:
Yes. And I also wanted to start working. You sometimes see people stuck in a loop of internships. At some point it is good to start if it feels right and really get going.
Reinoud:
In Groningen there can be a culture of doing another internship after the master. In other cities people start internships from year one. Where do you draw the line. How many internships should someone do.
Ruben:
I explored a few places, actually four. Two Big Four firms, a wealth manager in Amsterdam, more boutique, on the canals. That taught me a lot about investing, equities, bonds, ETFs, and building a portfolio. Personally I benefited a lot, but I found it less exciting as a job. I also did a private equity internship in New York. There I learned how the investment world works and how private equity operates. It was a fund of funds, they invested in other funds. That allowed investors to diversify across North American small cap companies. It was a great experience. They were raising a new fund and speaking with many fund managers, and I could sit in. A partner there, Mark, really mentored me, similar to Roy at Deloitte. I think that is important. You learn a lot by talking to experienced people.
Koen:
You mentioned a quote you saw in the office.
Ruben:
Yes, there is a painting that says something along the lines of do not pick a job, pick a boss. I believe in that. Our firm was founded by Paul Lindenaar. He came from big banks, ABN and Rabobank, and in 2005 he was one of the first to do M and A advisory in a boutique setting. That barely existed then. Sadly he passed away five years ago. For our partners, like Jurjen, that quote really matters. People here started and grew within the firm, and mentorship has been a big theme.
Reinoud:
What was the most valuable lesson from all those internships.
Ruben:
The most important thing is that by gaining experiences you know what things are like and you can form your own opinion. I know what it is like to work in New York, on Park Avenue, in the financial heart of the world, walking past JPMorgan and BlackRock, standing in line for lunch next to senior bankers. It is a beautiful experience, and you are playing at a very high level. But you also see limitations. And it links back to that first dilemma, sport and work. If you work there, you are not doing an Ironman.
Koen:
You did an Ironman.
Ruben:
I did.
Reinoud:
How fast.
Ruben:
Nine hours and thirty two minutes.
Koen:
That is quick.
Ruben:
It is, and I trained hard. Here I could still make it work. I live in Amsterdam and work in Utrecht, so I can cycle to work. One and a half hours cycling is about forty five kilometres, so you already get training in. In the morning I can run for an hour. Evenings depend on the week, they are less flexible, but mornings always work. That is how I managed. In that period it was mostly working and training.
Reinoud:
And you also had a good group around you.
Ruben:
Yes, I was lucky. Friends, and my girlfriend did it too. On Friday evenings we would go out for dinner together, then the next day five hours cycling. You can still have a beer, that is fine. But you cannot stay out late and then ride for five hours. You make compromises. That is life, you cannot do everything.
Koen:
You also mentioned you were preparing for Hyrox, and we found out you are into boxing.
Ruben:
You found that on YouTube, I think. Nice that you mention it, your research was good because it is buried. In my second year my association organised a kickboxing gala. That was the first time I went from lots of drinking to three months of full focus on sport. Training every day, kickboxing, and you had to be selected to fight. Many people signed up, some dropped out, and eventually you were selected. Fighting that match was one of the most intense things I have ever done. More exciting than the Ironman, because there are so many people watching and you are young. You step into the ring with thin gloves, no shin guards, and I fought someone five kilos heavier, which is a lot. You can get knocked out, that is part of it.
Reinoud:
But you did not.
Ruben:
I did not. I won.
Koen:
That is one for the pocket.
Ruben:
Exactly. It is a great experience. It gave me discipline and a deep love of sport. I enjoy top sport, and honestly the level does not matter that much. I find it beautiful when people start and grow towards something, like running their first half marathon.
Reinoud:
Let us move forward in time. You had student life and internships. How did you actually get in touch with Lindenaar.
Ruben:
Through a recruitment event. I spoke with Max, who worked here. The click was immediate, and he invited me for an interview. Only then did I look up where Lindenaar was. I saw it was in Utrecht. I had lived in Amsterdam for twenty four years and barely left the city. At that time I did not cycle yet, so it felt like a thing. But I did it anyway. It was an internship, so I thought, let us do it and see. And now, three years later, I am still here.
Koen:
So it really clicked.
Ruben:
Yes.
Reinoud:
What made Lindenaar different, or better, than other M and A boutiques. There are so many now. Why did Lindenaar stand out.
Ruben:
In terms of boutique experience, I can only speak for Lindenaar. What I liked is the type of deals. We are sector agnostic, not focused on one sector. So the businesses I work on vary enormously, and I find that fascinating. I find the mid market very interesting.
Koen:
Why.
Ruben:
Because you are talking about deals with serious values. These are not improvised businesses. But the human approach is extremely important, because many are family businesses. Often one entrepreneur owns all the shares, sometimes together with a partner. It is people work. The skill of bringing people together matters a lot.
Ruben:
And I genuinely enjoy that. Usually, the things you enjoy are the things you are good at. There are exceptions, but in general it holds. I feel I have a sense for it. I like working with people. The financial model can be fun as well, but I am very happy I chose a workplace where, in the first years, I am not only in PowerPoint and Excel. I did enough of that to build the hard skills, but there is full room here for the broader skills you need later. I felt that from day one. In a team of ten, everyone has to be visible.
Reinoud:
What do you actually do day to day here at Lindenaar.
Ruben:
Good question. I almost want to open my calendar. If we look at yesterday, I got up at six, Hyrox training at six. Then I had an introductory meeting with a cybersecurity staffing firm. A good relationship of ours wants to grow through buy and build. They are a staffing firm, currently strong in finance, and they want to move into IT. We are supporting that strategy. Yesterday’s meeting was with a potential acquisition target, so I learned a lot.
Koen:
Do you hire sector experts when you are doing something like cybersecurity, or do you represent Lindenaar and learn on the spot.
Ruben:
In this case the entrepreneur, the owner of the buying company, our client, was with us, and he is well prepared. But the owner of the target knows more than we do about cybersecurity. You have to be open in a first meeting and learn. Later, in due diligence, you can always hire experts. For example, a commercial due diligence can check whether the niche really makes sense.
Reinoud:
Does being sector agnostic sometimes make it harder compared to a firm with sector focus, where people build deep expertise in one area.
Ruben:
If you look at our track record, over one hundred deals in recent years, certain sectors do return and the partners have deep expertise in the sectors they have done. I am also building expertise in areas that come back for me.
Koen:
Like what.
Ruben:
One mandate right now is healthcare, specifically everything related to eye care. That is broad, but we have done a major deal, a consolidation of more than one hundred optician stores in the Netherlands in the higher segment. That was very successful, EMK, a British investor, came in. From that network we now receive new leads, so you can ask me quite a lot about eye related healthcare.
Reinoud:
So you do a good deal, and then you get pulled into that space.
Ruben:
Exactly. Many leads come from past deals. It spreads like an oil stain. Clients speak well of you, entrepreneurs you supported tell their network, and that is how it grows.
Koen:
You mentioned earlier your first deal as an intern.
Ruben:
Yes, a TIC company, testing, inspection, certification. Almost everything in the world needs testing. This firm specialised in testing the quality of water and air. Swimming pools, household drinking water, legionella, indoor air quality in schools, but also food testing through independent labs. During my internship I dove deeply into that market. You will never become the expert that someone in the sector is, but I do not think you need that in our work. It is just very fun that you learn bits about many sectors over time.
Reinoud:
Are there sectors you exclude.
Ruben:
Yes. We do a lot, because what we always say is, if we can understand the business model and how euros are earned, then we can do the deal. The deal process itself requires expertise, and we have that. But we need to understand how money is made. In biotech, for example, that is sometimes difficult because outcomes depend on whether a drug succeeds. There you need specialists to form a good judgement, so we tend to avoid it. We are also not a pure real estate specialist. Real estate appears in transactions often, for example the premises might sit inside the company or alongside it in a property entity. We know a lot, and we can structure solutions like sale and leaseback. Owners often want to keep the property as a stable asset after selling the business. Investors sometimes want to buy the property too, but you often see a split, investors are specialists in buying and growing companies, and property specialists handle property, so you structure accordingly.
Koen:
We are drifting a bit, but it is useful. I want to go back to your calendar, you were listing your day.
Ruben:
Good point. After that meeting, later in the day we discussed an information memorandum for the healthcare business in eye care. An information memorandum is essentially a book we create. It contains what an investor or potential buyer needs to make a bid. It covers the market, positioning, the organisation, and crucially the numbers and the outlook.
Reinoud:
And you invest a lot of time into that.
Ruben:
Yes. That is something that distinguishes us. We put a lot of effort into the information memorandum because we do not want surprises later in the process. We want important topics on the table early. Later, during due diligence, financial, tax, commercial, you want to confirm, but not be shocked by something that should have been disclosed. We have examples here, they are thick books.
Koen:
And after that.
Ruben:
We discussed the information memorandum, then I had a call about AI. We are working on making processes more efficient using AI. We are building agents that can do market research well. I am learning more about it. We do this with a specialist party. I can define what we want, and they execute technically. And then I finished that model we mentioned, the one I was proud of.
Reinoud:
It sounds like you do many things at once.
Ruben:
That is the main thing. Many aspects at the same time. We are a firm of ten, so I also do HR related tasks. We receive many applications, and you want to spend time on that. A lot happens in a day. It can be challenging because there is not always enough time. Sometimes you do not get to your core work, the model, the memorandum, and then it becomes evening work.
Koen:
Why would an entrepreneur choose Lindenaar.
Ruben:
Very good question. I think we are highly distinctive compared to other firms. The preparation, the time we invest in a deal, is almost unmatched. Over the years I have seen how hard people work to get the maximum for the entrepreneur. And we are honest in our advice. Sometimes doing a deal right now is not the best option for the entrepreneur, because conditions may not be optimal. Then you must be able to say no. That can be unpleasant in the short term, because our business model earns money when we close deals. But we focus on long term relationships. You wait, and you do the deal later under better terms.
Reinoud:
So at that moment it might be better for you to push the deal, but not for the entrepreneur.
Ruben:
Exactly. And the entrepreneur might never realise you pushed something too early. But I notice that honesty and sincerity are in the firm’s DNA. We are not the type who turns up in a suit. We are an entrepreneurial club. We sit next to the entrepreneur, we think along strategically, we are a sparring partner. Entrepreneurs can call us day or night, and they do. You have to want that. You follow the entrepreneur’s agenda, and during a deal process you need to be available.
Koen:
Does location matter. You are in Utrecht, central, rather than Amsterdam.
Ruben:
It does. It is distinctive that we are here by Wilhelmina Park in Utrecht East, among beautiful houses. It is calmer than the Zuidas. That has its own charm. It fits with the fact that we approach things differently.
Reinoud:
Does that attract a different kind of client, and different people who want to work here.
Ruben:
Yes. It attracts entrepreneurial types who can stand on their own feet. And something else is important, many entrepreneurs are sceptical about private equity. For listeners, there are two routes when selling a company. A strategic buyer, for example a shampoo brand selling into Unilever, or a financial investor, a private equity firm. Private equity often aims to sell again within five to seven years with a return. Entrepreneurs can worry the company will be loaded with debt and value will be extracted for shareholders rather than stakeholders.
Koen:
And your role is to help with that.
Ruben:
We know the investor landscape. We have been doing this for twenty years. We can assess, case by case, what fits well together. Entrepreneurs do not know the full playing field. We do. We can call the right people immediately. Ultimately this work is connecting people and finding the right match.
Reinoud:
You also mentioned mistakes and lessons. Are there things you did wrong that you would warn students about.
Ruben:
I think the main thing is not to become too comfortable. It is good to put yourself in uncomfortable situations. Do not always choose the easy route. That is broad, but it means joining events, choosing to give that presentation, even in English if it is not your native language. Submit that application even if you think your chances are small. And learn to deal with rejection. I used to be worse at it. If I heard no, you are not selected, I took it personally. Now I realise it is often situational. We can have several great candidates, and small details make the difference. Rejection is fine. Try again. That is strong advice for me personally.
Koen:
That links to sport as well.
Ruben:
It does. Training is putting yourself in discomfort, that extra kilometre. The last five kilometres of the Ironman were extremely uncomfortable. You learn the most there. Physically you can still cope, but after nine and a half hours your legs just do not work, and you still go step by step. You can apply that to work and finding a job. Sometimes you just have to do it, keep going.
Reinoud:
How do you see the future of Lindenaar.
Ruben:
I think we need to keep living up to the reputation we have built over twenty years, by continuing to do great deals and exceeding client expectations. There is enough room in the Dutch mid market to keep doing strong work. Our focus is mainly Dutch companies, because that is what we are good at. We do not have ambitions to open an office in New York. I love the city, I was there last year for the marathon and visited my old internship place, but you need to know where your strength lies. Our strength is helping mid market businesses in the Netherlands with an exit, whether a partial exit or a full sale. We can bring international buyers as well, we have that network, but we specialise in Dutch and Flemish entrepreneurs.
Koen:
Do you have ambitions within Lindenaar.
Ruben:
I hope to progress, and promotion will come at some point. But within our firm titles do not change everything. What matters to me is adding more value in a deal, doing more deals myself, meeting great entrepreneurs, and collecting great stories and experiences. That is the most important thing.
Reinoud:
You have something unique in the office, those drawings.
Ruben:
Yes. For every deal we create a sketch of the full story. We give the narrative input to an illustrator, and they draw it. The entrepreneur receives it, the advisers who helped, the buyer. Across the country you see them hanging in law firms and investor offices. It is unique. It is not the typical tombstone with a logo. It captures the whole deal process, and it is fun.
Koen:
And it can include little jokes.
Ruben:
Absolutely. Sometimes things break, sometimes people make mistakes, and we can reflect that with a wink. Not always nice things happen. Where money is involved, emotion is involved, and it can lead to conflict. We also have a few sketches that are too sharp to show to everyone, so those are not for public eyes.
Reinoud:
Where do you see yourself in five years.
Ruben:
Good question. I can comfortably look one or two years ahead. One or two years from now I see myself doing this work here. Five to ten years is harder. You learn more about what you are good at. My ambition is to stay in this world, deals, working with entrepreneurs. Maybe I will become an entrepreneur myself one day. I have a circle of quite entrepreneurial friends. You talk about ideas over a drink on Friday, and yes, I still go for a drink sometimes despite the sport lifestyle. Entrepreneurship seems beautiful. At the same time, I can also see myself doing this work for years because I enjoy it so much. You take steps, you run more deals, and it can move quickly. Or you move into a management role, working with investors. Investors need strong management teams to grow businesses. Over the years you build expertise, and those collaborations could happen. For all I know, in ten, fifteen, twenty years I might still be here, like the partners. It is open.
Koen:
For students who are interested, what opportunities exist at Lindenaar. Internships, summer roles, what do you offer.
Ruben:
Internships, definitely. Four months. Three intakes per year, usually two interns each time. You fully participate in deal teams. The interns walking around now are helping me write that information memorandum. They write longlists.
Ruben:
That room is there, that is how I started, and almost everyone here started through an internship. So for anyone who wants experience in M and A, you can apply with us. You can also indicate what you want, in principle a lot is discussable. You can say you want to start, you want to build a strong base in M and A for four months, and then maybe you want to look at the investment world afterwards. I would recommend that too, because that is the world you deal with a lot in this job. I am glad I saw it.
Ruben:
So yes, it is mainly internships. Four months where you fully join deal teams. Not only PowerPoint. Not only PowerPoint, but you do build hard skills, and that foundation is important. You are trained well in that. But we are not typical investment bankers. More entrepreneurial. People who do not need everything handed to them and then execute, but people who can stand on their own feet and work independently. You learn everything, but it is learning by doing. There is always a senior person reviewing and protecting you. That matters. But it is not an extremely structured path like in larger organisations, where week one is this, week two is that. Here you join a deal team and you do what the deal needs at that moment. That is very interesting because it can be anything. And you can see things in your internship that in larger organisations you might only see after a few years. You also get to see everything. You are part of the team. Interns are not separated.
Reinoud:
You also do team activities, you recently climbed Mont Ventoux.
Ruben:
Yes, we went to France a month ago, in honour of our founder Paul. Paul had a great story, every summer when the Tour was on, he would talk about cycling up Mont Ventoux with his friend Bart. Because it is five years since Paul passed away, and Lindenaar is twenty years old, we all cycled up the mountain to remember that story, and to raise money for a haematology research fund that researches the disease Paul passed away from. I found that very meaningful. We raised a great amount. We celebrated life, and I think that is important. And we commemorated Paul. I did not know him personally, but I have heard the stories, and it feels like you continue his way of thinking.
Koen:
How can students get in touch.
Ruben:
They can always call me, my number is on the website. They can email me. LinkedIn as well. There are plenty of ways to contact us. There are also vacancies on the site, so you can apply that way and end up in my inbox. It is straightforward.
Reinoud:
Is there anything else you want to add, something we missed.
Ruben:
I really enjoyed doing this with you. You sometimes think, I am still relatively junior with three years of experience, what can I tell people. But for your audience, students, I have been through it, and I like helping people make choices and sharing experiences so they can make wiser decisions. I also enjoy having fun together. The humour may not have come through as much, but I think we will have a beer together after this, and then we can talk about the lighter side of the work as well.
Koen:
We will do that. Thank you very much for your time, and we wish you all the best in the future.
Ruben:
Great that you were here. And if listeners have questions, I am happy to answer them, they can contact me.
Reinoud:
Thank you.
Koen:
We have got a good picture of Lindenaar and Co. We would like to thank Ruben for his time and wish him all the best in the future. If you are interested in Lindenaar, you can reach them through the website or LinkedIn. Thank you for listening.