Magnetic Fields Founder of Magnetic Fields
Peter Bongers is the founder of Magnetic Fields. He combines 38 years of experience across industry, technology, sales, operations, consulting and leadership.
I have worked in very different environments.
In production. In research. In international sales. In IT. In project and programme management. In leadership roles. And ultimately in organisational development.
These stations share one recurring experience: good ideas rarely fail because of missing competence. They fail because organisations are more complex than organisational charts suggest.
Time and again, I have seen initiatives stall because of interdependencies that were not immediately visible, conflicting expectations, or missing first steps.
Magnetic Fields was created to make exactly these dynamics visible and discussable. Not as a patent method. Not as a standardised consulting product. But as a perspective and a way of working.
38 years of professional experience
My professional path combines technical, commercial and organisational responsibility. Each stage has broadened my view of how people, processes, technologies and decisions interact.
Selected experience
To protect the organisations involved, these examples are deliberately anonymised and condensed to their essential responsibilities and lessons.
Business project manager
During Chapter 11 proceedings, a business-critical ERP system had to be separated from an international corporate IT environment and transferred into a German hosting model.
I led the commercial and organisational side of the project, coordinated with international analysts and negotiated with the client's CIO. A dedicated technical project manager led the technical implementation.
Head of Operations
I was responsible for the staged relocation of a subsidiary. In parallel, new employees were recruited, knowledge was transferred, two interim offices were established, data-centre infrastructure was moved, and IP telephony and a Citrix thin-client architecture were introduced.
The central requirement was that customer service and day-to-day operations had to remain reliable throughout every transition state.
Consultant and coach
A medium-sized engineering company wanted to establish project management as a shared discipline. To achieve this, I introduced an adapted form of PRINCE2 with the organisation and clarified roles, responsibilities and reporting. In parallel, I coached a development team as it introduced Scrum.
Six months later, the Scrum team shortened its sprint on its own initiative. It used the Scrum framework dynamically and with its own motivation in order to respond more quickly to real business needs.
Artificial intelligence
Another focus of my work is the responsible use of artificial intelligence in organisations. I develop and test AI agents, tools and prototypes, combining technical understanding with my experience in processes, governance and organisational change.
I do not start with a finished solution. I first look at which dynamics shape a situation, which expectations collide, and which assumptions have not yet been tested.
This leads to a first manageable step, not to downplay complexity, but to learn under real conditions and create a better basis for the next decision.
An initial conversation is not about selling a ready-made method. It is about understanding your concern and identifying which question should be addressed first.