At the beginning of this year, Belinde Bakker took up her role as CEO of Diergaarde Blijdorp, Rotterdam’s iconic zoo. In this interview, she looks back fondly on her time at Erasmus School of Economics and her extracurricular activities. Having made her mark as a consultant and in the retail sector, does she find it makes a difference whether your office overlooks airport shops or sits between the flamingos and the giraffes? For Belinde, the context may change, but the leadership principles remain the same.
When we meet Belinde, we are running slightly late. A small misunderstanding about the meeting location has sent us on a brief detour through Diergaarde Blijdorp. In hindsight, this feels almost symbolic. Belinde does not work from the stately director’s house but has chosen to work among the staff to stay close to daily operations and people in the zoo. For this interview, however, she has opted for the calm of the historic building, listed as a national monument, where portraits of former directors line the hallway. Having navigated our way from the giraffes to the meerkats, we are greeted warmly. ‘Did you stop to see the baby giraffe?’ Belinde asks as we shake hands. ‘There’s also a new zebra and a small bison.’
From family business to zoo CEO
Her interest in economics was shaped early on. Growing up in a retail family, Belinde was involved in the family business from a young age, taking on roles that ranged from working in the warehouse to helping out in the shops. While she knew she ‘wanted to do something with economics’, she didn’t have a clear picture of what that should be. Belinde: ‘I deliberately chose a broad economics programme, trusting that my future would crystallise along the way. Rotterdam was an obvious choice: Erasmus School of Economics had the best reputation when it came to business economics.’
Her love for animals has been a constant in her life. ‘I grew up in the South of the Netherlands, so De Beekse Bergen was the zoo of my childhood. Giraffes have always been a favourite of mine, but besides seeing the animals, I also enjoyed wandering through the landscape. That appreciation is something I have clearly passed on to my two sons. They were thrilled when I told them about my new job.’
Learning outside the lecture hall
Belinde was active in several committees at student association RVSV and spent two years at the Economic Faculty Association Rotterdam (EFR). In her first year, she helped organise the EFR Business Week; the following year, she joined the board, responsible for PR and communication. ‘I am still in touch with my fellow board members because those two years created a strong bond. I found that EFR offered a wonderful combination of studying and direct contact with businesses. Thanks to the reputation of the Business Week, we were able to sit down with top executives. Suddenly, you’re interviewing captains of industry and seeing how theory is applied in real companies.’
'With an open attitude, opportunities tend to present themselves when you know what you are looking for'
Finding the right fit
A few years into her study, Belinde wanted to specialise in marketing. The University of Michigan offered a programme, based in Chicago, that included an assignment for international students. This really appealed to her. However, the popularity of the specialisation meant that places were allocated by lottery, and she was not selected.
What felt like a disappointment at the time turned out to be decisive. She redirected her focus towards consultancy-related courses, which exposed her to a wide range of organisational challenges. That breadth suited her far better than a narrow specialisation. ‘I realised that I thrive on variety and on looking at organisations as a whole,’ she says. ‘In hindsight, I believe self-knowledge is crucial: understanding early on what you enjoy and what motivates you makes it easier to set meaningful goals. With an open attitude, opportunities tend to present themselves when you know what you are looking for.’
A leader successful at transformation
Belinde’s leadership style is based on communication and trust. She combines a drive for change with a strong focus on listening and collaboration. Her LinkedIn page shows she has managed successful transformations as Director Concessions & Advertising for Schiphol Airport and Chief Development Officer for Landal Green Parks, just to name a few. When she talks about teamwork, she often borrows metaphors from sport: ‘The defence needs to understand you need the strikers and vice versa. No one achieves success on their own, no matter how talented they are.’
Creating a safe working environment is central to her approach. So, open communication matters, as does approachability. As part of her introduction at Blijdorp, she spends half a day with each team, listening and getting to know everyone. ‘I’ve already noticed that people are starting to share their feedback,’ she says. ‘That is very important to me because during my time in retail, I learned that those closest to the operation usually know best what is really happening.’
‘I learned that those closest to the operation usually know best what is really happening’
Shaping the future of Blijdorp
The transformation Belinde hopes to realise at Blijdorp is both structural and strategic. When the zoo became independent from the municipality in 2012–2013, this brought complex challenges, including the maintenance of 21 listed monuments. This required significant investment, which remains an important task for the coming years. The Riviera Hall is a case in point. Once a city festival hall, it now requires a major renovation.
But for Belinde, renovation alone is not enough. ‘Visitor numbers for zoos are relatively stable while the public’s expectations are changing, and debate about the role of zoos continues. That is why we also have to rethink what happens inside those walls,’ she explains. The ambition is to create more reasons to come, also on bad-weather days, and to diversify income streams. Balancing animal welfare, heritage, innovation, and a future-proof business model is the challenge Belinde has taken up.
Zoos as knowledge hubs
For those who question the role of zoos, Belinde points to Blijdorp’s Master Plan 2050, developed before her arrival. At its core lies the belief that the ultimate goal is to help endangered species survive in their natural habitats. Blijdorp has identified ten of them, such as the red panda.
Working closely with conservation organisations in Nepal and India, the zoo shares scientific knowledge and practical expertise to improve conditions in the wild. One flagship initiative is a reforestation project in Nepal, where one million trees are being planted to reconnect fragmented habitats.
In this, research plays a crucial role, from GPS studies on pygmy hippos to using Blijdorp’s extensive knowledge on elephant DNA to protect populations in the wild.
This is a story Belinde believes should be told more clearly to visitors. ‘Much of what we do happens beyond our gates,’ she says, ‘Visitors don’t always realise that.’ She has been very impressed by the dedication of Blijdorp’s staff, animal welfare underpins everything they do. She considers her own role as a link between these chains: ‘I see it as my responsibility to come up with a business model that enables us to continue fulfilling our important scientific role.’
A little-known fact is that Blijdorp is also a botanical garden with specialised staff to protect and care for what is sometimes called ‘the green heart of Rotterdam’. It houses the Rwandan water lily, one of the rarest water lilies in the world.
An international perspective
Belinde’s professional outlook has also been shaped by extensive international experience. Assignments in Argentina and later in India taught her that leadership is deeply influenced by culture. ‘Over time, it has given me a strong sensitivity to cultural differences, which is an essential skill when managing teams. You start to sense dynamics more quickly, you’re more alert to what’s happening beneath the surface, and you can respond to that more thoughtfully.’
‘Dutch directness doesn’t work everywhere,’ she notes. In Argentina, for example, hierarchy and status played a far greater role. Leading a project there at a young age forced her to adapt her leadership style while still delivering results.
Advice to students
Her message to current students is straightforward: enjoy your time at university. The pressure to obtain credits can make extracurricular activities seem expendable, but she urges students to make room for them. ‘They’re fun, they help you get to know yourself, and they shape you in ways lectures alone can’t,’ she says.
Above all, she advises choosing activities you genuinely enjoy. ’If you don’t, it becomes a long and arduous journey, while it could be so much more enjoyable.’
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This item is part of Backbone Magazine 2026. The magazine can be found in E-building or around campus for free. Additionally, a digital copy is available here.
Backbone is the corporate magazine of Erasmus School of Economics, published annually since 2014. The magazine highlights successful and interesting alumni, covers the latest economic trends and research, and reports on news, events, student and alumni accomplishments.
