Detects character, talents and motivation

What are our clients saying?

Positive, enjoyable, complete and accurate

‘Hi Danielle,

X was so enthusiastic that I had to pass on some of the things he said.

He put it like this: ‘Mum, I finally see what my problem is’. I was even treated to a quite extensive story with some super fun anecdotes. I see that he really feels this way, and am very grateful to you for that.

As a mum, a big thank you for applying your talents in such a way that my son again feels good about himself. He also found the trainee very good and very sweet.’ - L.V. from A.


‘I was really happy with the analysis and I recognise myself quite well in the results. It gives me energy to fully go for my work as self-employed.’ - M.R., psychologist from G.


‘Dear Danielle, 

First, again my sincere thanks! I have already laid out my CoreTalents Cards a couple of times, trying to explain them to my psychologist and my friend. I am beginning to understand more and more, and it’s really interesting. Greetings.’ - S. from E., 19 y.



(Disclaimer: all these testimonials are real. They have been translated from Dutch.)


Manager with missing dimension.

Forced to confront himself in the mirror.


A 45-year-old man, a talented crisis manager, successfully completed one temporary work assignment after another. Satisfied clients, yes, but the man never qualified for the position of director after his assignment.

It was not due his intelligence; he had an IQ of over 130. Nor did it have to do with his knowledge of the company. Nor his communicative and commercial talents.

The CoreTalents Analysis gave insight into what was missing: he scored maximum on strategy and minimum on the two empathies.

Specifically: everything that had to do with long-term goals, money, territoriality, corporate politics and power was given absolute priority over everything else. Especially the individual happiness of the employees.

“You stop at nothing, including trampling on others”, I said. ”Yes, and what’s the problem with that?” He answered.  ”That’s your problem, I said, the fact that you don’t see that this is a problem.”

The realisation that this was his downfall was crucial information for him. A lot of inexplicable problems in dealing with people fell into place like pieces of a puzzle. He was now able to work positively with this realisation.


Nick, 18 years old, student with doubts.

Has taken a difficult decision.


Nick has always been a reader. He would have read the phone book if nothing else was available. But he was also busy with music at an early age, and now plays with friends in a band. And he has an active interest in current affairs, he has something to say on everything.

A born lawyer, says his father, himself a partner in a law firm. Nick has doubts, law is very boring …

Nick appeared to score very high on creativity, out-of-the-box thinking, ‘active sociability’ and team spirit. He realised that law is indeed too rigid for him; he doesn’t want to adhere strictly to the letter.

He has now opted for a degree in marketing and communication, a direction that he is very enthusiastic about.


Jan, a highly gifted and difficult colleague.

Found the job that was perfect for him.


Jan completed his business engineering studies cum laude, and he seemed to have a great career before him. His first job, in the marketing department of a multinational, started very promising. His analytical ability and quick thinking were appreciated, he rose quickly on the salary curve.

But things quickly started to go wrong with his colleagues: he was hypercritical and arrogant, impossible to work with. He changed jobs a number of times, but it was always the same. In no time he was picking fights with everyone. His last boss wanted to channel his talents better and recommended a CoreTalents Analysis.

Jan was shown to be highly gifted, with an IQ of 142. In the CoreTalents Analysis, he scored very high on strategic insight and cerebral problem solving. But empathy and sociability were virtually non-existent.

A coaching process gave him valuable insights. Jan is now fully utilising his talents in a think tank for a large international consultancy firm.


Kathleen, HR manager.

Combines complementary competences.


Kathleen is responsible for the recruitment and career guidance of ‘high potentials’ in the large technical company for which she works. There are sometimes conflicts between employees with similar potential and personality. She decided to have employees with potential and candidates tested in a different way.

She came to us.

Top employees don’t all have to have the same profile. It is much healthier to have a mix of personalities and CoreTalents that complement each other. Assessing the CoreTalents of employees’ with growth potential yielded interesting results. One of the tested colleagues is now responsible for environmental issues, a perfect match. Another is responsible for ‘new business development’, which allows him to put his natural negotiating talent to good use.

New candidates are now carefully tested with the CoreTalents Method to see if they fit into the overall picture.


Fatima, imprisoned in the wrong job.

Career guidance allowed the puzzle pieces to fall into place.


Fatima is an energetic and intelligent woman. But things just weren’t clicking with the job she now has. She is a doubter by nature, and suffers from anxiety. Because she no longer saw the forest through the trees, and felt that she was heading for a burnout, she sought career counselling with us.

After the first session and (repeated) reading of the CoreTalents Analysis, initially I didn’t feel that this would help me much”, she later confided to us. Clearly, more in-depth work needed to be done.

The second and third sessions resulted in a ‘eureka’ experience. “They really helped me to gain more insight into my functioning and competencies, the pieces of the puzzle seemed to fall into place. I felt self-confident again and again had faith in my own ability”, she said.

Fatima has taken matters into her own hands in the meantime. She had a constructive feedback interview with her superior, who now also realises that her current position is not ‘her thing’ and that it does not give her satisfaction. She has now applied for the position of centre director at the same organisation, a position she previously only dared to dream of, but which fits her CoreTalents perfectly. To her great joy, she was given the job.


Bart, coach and recruiter.

Discovered that talent analysis doesn’t have to be boring


As a coach and recruiter, Bart had already worked with many tools to identify character structures, talents and behavioural skills. A colleague enthusiastically talked to him about the CoreTalents Analysis, which prompted him to also be tested.

Just filling in the questionnaire was an inspiring experience: it brought back the motivation and experiences from his childhood. A stark contrast to some tools that ask a series of boring questions that put you off before you even start, he thought.

The result made perfect sense, was recognisable and specific, says Bart. “I now know even better what I already knew. But am now able to attach specific terms to it. The CoreTalents concept is also completely in line with my personal vision that you have to focus your energy on the things that you are naturally good at.

In short, a playful, inspiring and pertinent way to tap and make use of your vital energy.”


Roosmarijn, communication strategist, focuses on the new.

Found confirmation that she was using the right talents.


Roosmarijn runs a company that provides consultancy services to organisations. She offers a range of services related to advice for the work floor and management. She is an enthusiastic coach. ”When you use your talent, you automatically enjoy your work”, she says.

She wants to broaden the focus of her activities with an e-book. Because she was not sure whether this really fits her talents, and would give her energy, she decided to treat herself to a CoreTalents Analysis.

“The analysis showed me what my strong talents are. These are not the same as competencies, because those you can learn, while CoreTalents are largely innate”, says Roosmarijn.

Roosmarijn scored low on ‘competitiveness and action’, she does not need to measure herself against others. But she has a strong mix of CoreTalents that fit perfectly with her professional activities. High scores on ‘perseverance and focus’, the ability to empathise with others, out-of-the-box creative thinking, tactical thinking and keeping others busy.

It confirmed to her that the topics in her e-book fit her and give her energy.


Suzy, forced to look for a new job.

Got to know herself better.


The company where Suzy works announced a large-scale restructuring. Together with 9 of her colleagues she ended up in a pre-outplacement project.

In this context, a CoreTalents Analysis was offered.

Suzy had serious doubts when she started the analysis: can you really learn something from a process that starts with a questionnaire about your childhood? But she quickly changed her opinion. ”Unbelievable result, a valuable help to get to know yourself better and to make the right choices”, she wrote us. Suzy recently also followed a career counselling programme.

Very useful, although according to her, the CoreTalents Analysis is a much more powerful way to get started than the analysis she got from career counselling.