AI is analyzing your overall score…
Identifying your key strengths…
Evaluating your skill match against the job requirements…
Assessing your cultural and operational fit
Chief Executive Officer (Founder) AITM OS™ | Editor in Chief of “The Publishers&Influencers Weekly” | Architect & Custodian Publishing 4.0 | Advocate for Armenia
Johannes H. (Harry) Westbroek, MBA (Nyenrode/Wharton) Publisher | AI Influencer | Author | Inspiring Curiosity in the Age of AI | Armenia Advocate Artificial Intelligence is not humanity's greatest invention. It is humanity's greatest invitation to remain curious. After nearly fifty years in publishing, I have witnessed every major transformation—from print and the Macintosh revolution to the Internet, social media and now Artificial Intelligence. Along that journey, I discovered something unexpected. Technology changes. Human curiosity does not. That realization became the foundation of my new book, Beyond AI, my vision of Publishing 4.0, and AITM OS™ (Artificial Intelligence Transition Management Operating System)—a strategic transition framework that helps publishers and knowledge organizations evolve into AI-native value ecosystems. Publishing 4.0 In the Age of AI, everyone is a publisher. Publishing 4.0 transforms: • Content into intelligent assets • Authority into scalable infrastructure • Archives into AI-readable systems • Influence into monetizable ecosystems Through AITM OS™, publishers and knowledge organizations transition from Publishing 3.0 platform dependency to AI-native operating models through: • AI governance • AI orchestration • Systems thinking • Intelligence architecture • AI value creation By 2027, I will celebrate 50 years in publishing transformation. My international publishing and licensing activities have spanned more than 200 magazine titles across Europe, Russia, Central Asia, the United States, Hong Kong and China, including: • F1 Racing (Haymarket) • Stuff (Haymarket) • Cosmopolitan (Hearst) • Playboy • Vibe Magazine (New York) • The Moscow Times Inspired by Marshall McLuhan, Peter Drucker, Peter Senge and Staffo
Nyenrode Business University
Executive MBA, Business Administration and Management, General
June 1, 1993 – December 1, 1995
AITM OS
Chief Executive Officer
May 1, 2026 – Present
Amsterdam, North Holland, Netherlands · On-site
gotcha
Chief Strategy Officer (CSO)
May 1, 2024 – November 1, 2025
Delaware, United States · Hybrid
Readen Holding Corporation (RHCO)
Chief Executive Officer
September 1, 2023 – May 1, 2024
OkePay
Managing Director
September 1, 2023 – April 1, 2024
Epson Auckland New Zealand · Remote
Readen Holding Corporation (RHCO)
Chief Operating Officer of FinTech
June 1, 2023 – September 1, 2023
Readen Holding Corporation (RHCO)
Director of European Business
December 1, 2022 – June 1, 2023
Inter College Business School
Parttime Lecturer Business Sciences
September 1, 2021 – July 1, 2022
Amsterdam, North Holland, Netherlands
Self-employed
Business Consultant and Investor
July 1, 2012 – November 1, 2022
Antwerp, Flemish Region, Belgium · Remote
United International Business Schools
Associate Professor
September 1, 2008 – June 1, 2012
Antwerp, Barcelona and Brussels · On-site
Cultural Fit Analysis
The candidate's diverse experience across different companies, including startups (gotcha) and established corporations (Readen Holding Corporation), indicates adaptability. Their roles as a consultant and lecturer suggest an entrepreneurial and knowledge-sharing mindset. The focus on 'sustainable society' and 'empowering people and ideas' aligns with a forward-thinking, impact-driven culture. However, without more information on specific team interactions or cultural contributions, a deeper assessment of cultural fit is limited.
Soft Skills & Operational Fit
The candidate demonstrates strong leadership, strategic thinking, and a proactive approach to business development. Their experience as a consultant and educator suggests strong analytical and communication skills. The operational fit for a CEO role is high given their extensive executive experience across various companies and industries. However, the lack of detailed project descriptions makes it difficult to assess specific operational achievements or challenges overcome.