About Humanxt.ai

The people behind
Humanxt.ai

Humanxt.ai was founded by Alf Parmentier and Joyce van Vliet. What we share is one conviction: an AI transition only succeeds when people are the starting point. And we do not carry out the work between the two of us. For that we work with a circle of specialists around us.

Alf Parmentier — CEO & Founder

Strategy, technology
and AI transformation

Alf understands what technology makes possible, and knows from experience that real transformation does not begin with the technology itself. For years he has worked at the point where technology, strategy and organizational change come together.

With a background in IT leadership, digital transformation and enterprise architecture, he looks past tools, models and the latest AI hype. He asks the questions that actually matter: what does AI change in an organization, what does that ask of leadership and of people, and where does technology add real value?

He does not ask those questions from the sidelines: he runs the Spark sessions himself. What he does there is help organizations set their own direction, not a supplier's, and not the hype's.

Alf Parmentier
Joyce van Vliet
Joyce van Vliet — COO

Strategy, organization
and change

Joyce understands how organizations work, and knows that a change only counts once people take it on. She brings structure to complexity and translates abstract ambitions into concrete improvements that actually land in the organization.

With years of experience in consultancy, transformation, customer experience and program management, she looks at AI from the question of what it really adds: how it improves processes, supports people and creates room for work where human qualities make the difference.

Joyce combines analytical sharpness with a strong focus on execution and human behavior. She makes change concrete, gets people moving, and makes sure strategy does not stay on paper but becomes part of daily practice.

The people around us

Two founders,
a circle of specialists

Humanxt.ai was set up by the two of us, but we do not carry out the work between the two of us. Around us stands a circle of people we work with: consultants, specialists in organizational and cultural change, technologists and AI specialists.

For each assignment we decide what is needed and who fits: from our own team and from the circle around it. A program with hundreds of participants asks for different hands than a session with a single board, and a sector we do not know our way around asks for someone who does.

So for each client we bring in the people who fit best: this organization, this sector, this culture. Not whoever happens to be available, but whoever makes the difference.

What we stand for

Four things we
focus on

Critical and hopeful

We are not evangelists who claim AI solves everything. And not doomsayers warning about the end of work as we know it. We stand in the middle of it, with both eyes open. We look hard at what AI really means for people, rather than at what it promises to mean, and build from there, not from hype and not from fear.

Tangible and measurable, not a vision document

We do not deliver a thick report that is right and does nothing further. Our interventions are tangible and the change they bring about is measurable. From the first session to embedded practice: every step is designed to lead somewhere, not to be ticked off.

The quiet cost of an unguided transition

An organization that runs entirely on AI a few years from now, but lost its people along the way, in motivation, in ownership, in the sense that they matter, has no head start. It has a more efficient process and an army of people who have checked out. That is the cost nobody puts on the balance sheet, and the one we make visible, before it has to be paid.

Why, not how

Most AI questions start with "how do we apply this?" We start with "why?" Where does this organization want to go? What does it want to remain, even when everything around it changes? Asking that question first is exactly what separates an AI project that is forgotten in two years from a transition that actually makes an organization stronger.

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