From Process to People: How Brigitte van Buggenum Is Steering UWV's Human-Centered CX Shift
From Process to People: How Brigitte van Buggenum Is Steering UWV's Human-Centered CX Shift
In the complex world of social security, the Dutch Employee Insurance Agency (UWV) is on a journey to become more human, more personal, and more responsive to the people it serves. One of the key figures leading this transformation is Brigitte van Buggenum, Head of Client Expertise and Delegate Commissioner for Client Participation at UWV. Her mission? "To make sure the voice of our clients and employers is heard."
Who is Brigitte van Buggenum?
Brigitte's commitment to customer experience runs deep. "That mindset is in my DNA," she reflects. With years of volunteering, participation in local advisory boards, and now a leading role at UWV, her career is rooted in empathy, inclusion, and doing what’s right for the people around her.
Understanding the brand: UWV
UWV (Uitvoeringsinstituut Werknemersverzekeringen) is responsible for implementing employee insurance and benefits in the Netherlands. Its customer base includes not just unemployed or ill citizens, but also employers, pension funds, and other stakeholders. This diversity, says Brigitte, "makes the work complex and the service needs highly varied."
The challenge: From one-size-fits-all to personalized service
Between 2010 and 2020, UWV operated under immense budget pressure, leading to a strong focus on efficiency. "It became a one-size-fits-all system," Brigitte explains. "Everything had to be digital, and personal contact was minimized. But many clients struggled with that." The result? Vulnerable groups falling through the cracks, leading to downstream effects like rising numbers in debt assistance programs.
The solution: Building a human-centered service model
Change began taking shape around 2019 and gained momentum post-COVID. Under the leadership of board member Nathalie van Berkel and with Brigitte’s guidance, UWV started reimagining its services. Three key building blocks were developed:
• A unified service concept to replace siloed visions across divisions
• A central client signal management system to aggregate and analyze feedback
• A human-centered measurement framework to assess whether service feels humane
"Each of our divisions had its own idea of service, but clients move across those silos. We needed one shared direction."
Zooming in: What is the human-centered measurement framework?
This framework is designed to evaluate whether people experience UWV’s services as humane, helpful, and respectful, not just efficient. It goes beyond traditional KPIs like turnaround times or error rates. Instead, it focuses on how service feels to those on the receiving end.
By combining data from complaints, feedback, interviews, and service usage patterns, the framework highlights moments where citizens feel let down. It also compares experiences across districts to surface inconsistencies. Brigitte’s team then works with divisional leaders to address the gaps.
Getting from theory to implementation hasn’t been simple. “We developed the framework, but that doesn’t mean everyone uses it the same way yet,” she admits. Some districts still respond to client queries within two days; others within 24 hours. Her team uses data to highlight these gaps and nudge the organization toward consistency.
Lessons learned & advice for CX professionals
Brigitte shares several hard-won insights that CX professionals in other complex organizations can learn from:
- Don’t mistake the method for the outcome. “The danger in CX is treating the method as the goal. Even a perfectly executed journey map means little if your client isn’t actually better off.”
- Zoom out to the full ecosystem. Problems often arise at the intersection of rules and responsibilities. “We have to work across agencies. A person isn’t just a client of UWV, they’re also interacting with municipalities, tax authorities, and more.”
- Sometimes, you need to color outside the lines. “Just do it, test it, and if it doesn’t work, you can always ask for forgiveness later.”
Final thoughts
What makes Brigitte proud? "That the will to really see the client has grown across UWV. Despite everything, there is real motivation to change from inside out." Her advice to leaders: don’t let a thousand good initiatives dilute your focus. "We let too many flowers bloom. Now we need alignment."
Her story is a powerful reminder that even in highly regulated environments, CX transformation is possible if you're willing to bring the human voice to the heart of every decision.
When colleagues across the organisation realise they can make a difference, customer experience becomes not just a function but a shared way of working.