At the intersection of innovation, strategy and collaboration, Hein brings a unique mix of technical insight and business acumen to Unified International. With a background in Business Administration and Change Management and experience spanning energy, high-tech and climate innovation, he now applies his expertise to strengthen national and European defence capabilities. Driven by curiosity and purpose, Hein helps bridge the gap between industry and government to create solutions that truly make an impact. 

 

What attracted you to Unified International and why did you decide to join?
Joining Unified International came at exactly the right time. In my previous work, I focused on tackling climate change by supporting the development of innovative solutions that make a real impact. Now I’m bringing that same combination of technical innovation and business funding into a new and equally important area: the defence sector. 

I’ve always had a strong interest in defence, business and technology, so being able to apply my experience to strengthen national and European defence capabilities feels both meaningful and motivating. For me, it’s about contributing to a better working defence force, a safer country and stronger collaboration between industry and government. 

Which lessons-learned do you bring from your previous experience and how will you apply them in your new role?
With a background in Business Administration and Change Management, I’ve always been interested in how strategy, innovation and people come together to create meaningful progress. In my previous roles, I advised on strategic and sustainable business growth and managed large national and EU public funding applications. That taught me to see the bigger picture, from market and operations to the legal and financial details that make a business case viable. 

Over the years, I’ve worked across a range of sectors including energy, software development, cloud computing, hydrogen, sensors and high-tech systems. This mix has given me a broad understanding of how innovation develops and scales in different industries and how technologies from one field can strengthen another. 

This experience helps me critically assess technical innovations and development roadmaps, which is essential for building stronger procurement strategies and tender applications. I’ve also learned how to connect government needs with industry capabilities, ensuring what’s being offered truly meets the demand or identifying what needs to change to make it fit. 

What gives you energy at work?
I get energy from working on projects that actually deliver impact and achieve their goals. Collaborating with motivated and positive colleagues who challenge and support each other makes work both fun and rewarding. 

What drives me most is being able to help clients find the insights they need, solve complex issues and genuinely add value to their work. 

Which themes or issues within defence do you find most interesting?
I’m fascinated by innovative solutions and integrated defence systems, the kinds of technologies that protect our people, assets and infrastructure. Defence today is increasingly about integration, foresight and collaboration. I’m excited to be part of that evolution. 

What do you hope to learn and contribute at Unified?
At Unified International, I’m looking forward to learning more about specific defence capabilities and how to better connect the industry’s strengths with the right networks inside the Ministry of Defence and vice versa. 

I also want to use my open and approachable style to bring people together across the defence ecosystem, while also introducing European funding opportunities that can help strengthen and modernise our defence force. 

Is there anything else you would like to share about yourself?
I’m a social and approachable person who enjoys connecting with others. I’m genuinely interested in people, ideas and learning something new every day. Outside of work, I like to stay active, whether that’s playing padel or tennis, hiking or skiing in the mountains. I’m driven and positive by nature and I value honesty and openness in how I communicate. I can be direct at times, but always in a friendly and constructive way, because I believe that’s how you build trust and get things done. 

What unique qualities do you bring to the team and, more importantly, to our clients?
At Unified, I combine strategic thinking, business acumen, analytical insight and technical understanding to help clients turn complex ideas into clear, actionable solutions. I enjoy bridging the gap between innovation, strategy and execution, making sure new ideas don’t just look good on paper but also make sense in practice. 

I’m curious by nature and not afraid to challenge assumptions. By asking the right questions and keeping a critical yet constructive mindset, I aim to help clients make well-founded decisions and achieve meaningful, lasting results. 

Hydrogen refuelling in aviation isn’t just a logistical hurdle, it’s an engineering puzzle layered with fluid dynamics, cryogenics and data systems. What began as a continuation of earlier research into refuelling procedures quickly evolved into something far more unexpected. Starting with a focus on real-time monitoring between aircraft and ground systems, our intern Julian Winterdal followed the thread left by his predecessors and explored an alternative: subcooled liquid hydrogen. Borrowed from the heavy-duty transport world, this approach could potentially sidestep complexity altogether and transform how aircraft are refuelled. In this interview, we spoke with Julian about his research, his pivot and the potential impact of sLH₂ on the future of sustainable aviation.

How did you narrow down from the broader topic of the DutcH₂ Aviation Hub to your specific research focus?
I was initially tasked to continue research on Jelmer’s findings, which concerned the process of refuelling of liquid hydrogen for aviation, which is a very relevant topic within the DutcH₂ Aviation Hub. At the time, the next step for me was to dive deeper into his research. This next step was to specifically look into designing a data exchange system that monitors and communicates the pressure and temperature between the aircraft and the refuelling unit. Such a data system complicates the design significantly, especially when you compare it to current refuelling systems for Jet A, which are very simple in comparison. That’s how the process went for me initially to come up with the topic of the research.
 

How does your approach relate to the work done by Maurice and Jelmer? What did you take away from their research?
Maurice initially researched the operations and logistics that were required on the airport itself for the introduction of hydrogen into aviation. Jelmer then continued on this research, by narrowing down the research done by Maurice. As explained before, Jelmer really dove into the aspect of refuelling technology specifically. He laid out the procedure and an initial concept for a general liquid hydrogen refuelling system to be used in aviation. 

Jelmers research did not consider the data communication system, which was then a logical next research topic for the next intern. This was eventually the starting point for my research. I used the knowledge obtained by his research to start my literature research.
 

Where and why did you choose to take a different direction and what insights, challenges or new opportunities did that lead to?
After several weeks of reading scientific literature on the subject, I found that very recently a more efficient refuelling method has been demonstrated in the heavy duty industry. The refuelling station was designed and manufactured by Linde and Daimler Truck. They called it the Subcooled Liquid Hydrogen (sLH₂) Refuelling Station. 

Their technology is based on initially increasing the pressure of the liquid, to a point where evaporation losses during refuelling are eliminated. Since evaporation losses are eliminated, the flow inside the system can now be evaluated as a single-phase flow, which greatly simplifies the process. This then eliminates the need for this data communication system. My first question was then immediately if this could be a feasible method for refuelling in aviation as well. After several convincing discussions with my supervisors Loes and Stephen, we finally agreed that the best way forward for my research was to focus on analyzing the feasibility of this method of refuelling for aviation.
 

In what way does your research contribute to accelerating the transition to sustainable aviation?
Refuelling of liquid hydrogen has been a challenge for decades, where usually complex sensor and communication systems are required, accompanied with low mass flow rates and substantial losses in the refuelling process. This makes refuelling liquid hydrogen a pain point in the entire supply chain, specifically when you consider large aircraft. My research brings attention to a new method, where these problems are minimized. 

Because ideally, the refuelling procedure has to be as similar to current jet A refuelling practices as possible. sLH₂ refuelling seems to be a promising solution for this, ensuring minimal extra training requirements for refuelling operators. At the same time, using subcooled liquid hydrogen refuelling, similar turnaround times and minimum losses in the process can be achieved.
 

How could your work be translated into a concrete product or service within this ecosystem?
The model could form the basis for an actual subcooled liquid hydrogen refuelling station, to be manufactured and used in the future to refuel liquid hydrogen aircraft. However, to design and develop an actual prototype would require for example a lot more research, gathering of experimental data, design, data verification, validation and certification. However, for now, the possibilities and advantages are highlighted by my research, and will hopefully spark a lot of interest among researchers and designers at universities and companies to start designing and manufacturing an actual sLH₂ refuelling system for aircraft refuelling.
 

Looking back at the start of your internship, what would you approach differently now?
I look back on the internship as a great learning experience, where I even got involved in several other projects that were running in the company at the moment. There are almost no things that I regret or would have done differently. The only thing that could have been interesting, was to seek more engagement with actual researchers in this field. It could have definitely added to the experience and the results, had there been an opportunity to arrange for example some interviews with experts in the field, to get an insight into their view on the concept. Their insights could have been very helpful into directing the research and helping with modelling the system.
 

What do you see as the next steps for the topic you’ve been working on?
There is still a lot to do before hydrogen powered aircraft can truly take off at any airport in the world. The next critical steps for fully enabling this, are green hydrogen production, efficient hydrogen transportation methods, liquefaction plants, airport infrastructure requirements, loss-free storage methods, efficient refuelling technologies, compact and light hydrogen fuel systems and of course, efficient conversion into propulsion inside the aircraft. Work into any of these topics can be seen as critical steps into enabling liquid hydrogen aircraft in the future.
 

In your view, what would be a valuable angle for a future intern or researcher to explore?
There are many aspects of the model that can be improved. One instance would be to provide more detailed models to provide more accurate physics. The downside is that two-phase flow is intrinsically complex, and most often requires costly CFD calculations. 

One example where the model could be improved easily, is by implementing more in-depth calculations of the heat flux for the airport storage tank, fuel hose and the aircraft tank. This could provide better predictions of boil-off and evaporation in the refuelling system. Multiple models for conductive, radiative and convective heat transfer need to be produced for this. 

Another aspect could be a more detailed design for the pump, to accurately predict cavitation and performance of the pump, in terms of pressure increase, temperature increase, and mass flow rate. A detailed model for evaporation in the pipe, using several detailed models for each corresponding evaporation zone, is another aspect in the model that can be improved.

What’s the next step for you?
The next step for me is to finish my Master’s degree in Aerospace Engineering at the Delft University of Technology. I will start my thesis project on liquid hydrogen fuel systems in aircraft, to hopefully be able to further contribute towards making hydrogen aircraft a reality in the near future. 

And what are the next steps regarding your research at Unified?
As I said, there are many aspects of this project that are still to be improved and require additional research. Unified International is looking for a new intern to continue this research project in liquid hydrogen refuelling. At Unified International, we believe in guiding interns to develop the talents of tomorrow and help shape the future of the workforce. 

Looking for an internship at Unified?

If you are looking to do an internship project on finding solutions to one of the most challenging problems for realising sustainable, emission-free aviation, please send an email to loes@unifiedinternational.net. 

As aviation strives toward net-zero emissions, hydrogen, eSAF, and electric flight are emerging as key solutions. But innovation alone isn’t enough scalable infrastructure is essential. The industry faces a classic Catch-22: aircraft development, infrastructure investment, and supply chain readiness all depend on each other, delaying progress.

Hydrogen-powered aircraft require robust refueling networks. eSAF production must scale to meet demand. Electric aviation needs grid capacity and charging infrastructure. Without coordination across these areas, the transition will stall.

Unified International (UI) is helping break this cycle by aligning stakeholders behind scalable infrastructure strategies. In the Netherlands, UI supports the DutcH₂ Aviation Hub at Rotterdam The Hague Airport, where it is helping RHIA bring together stakeholders across infrastructure, energy, aircraft, operations, research and government, while connecting with other international airport hubs.

UI also initiated the next-generation hydrogen propulsion system by Conscious Aerospace for regional aircraft, with a pathway to broader adoption in larger systems.

“The biggest challenge isn’t whether hydrogen, eSAF or electric aviation work—we know they do. The key is ensuring all stakeholders act now to build the infrastructure needed to scale these solutions,” says Stephen Hands, Senior Associate at UI.

 

Overcoming the Catch-22

The shift to zero-emission flight is only just beginning. For airlines, pressure is mounting, yet aircraft availability and cost uncertainty remain major barriers. SAF and eSAF are more expensive than fossil fuel, hydrogen aircraft are still in development, and electric aviation, while promising, is constrained by battery and infrastructure limitations.

Hydrogen propulsion is increasingly seen as the long-term solution for short- and medium-haul flights, offering scalability beyond regional markets. But manufacturers still face challenges in commercial readiness, and refueling networks lag behind. Battery improvements are expanding electric flight potential, but adoption depends on coordinated infrastructure rollouts.

This situation mirrors Airbus’ delay of its Zeroe program, a perfect example of the Catch-22: decisions are postponed until the rest of the ecosystem is in place.

Airports, too, face growing infrastructure demands. They must balance investment in SAF blending, hydrogen refueling, and electric charging, each requiring time, funding, and space. Hydrogen storage adds complexity with cryogenic systems and new procedures.

Fuel and energy suppliers hesitate to invest in eSAF and hydrogen infrastructure without clear offtake agreements. Large-scale production of eSAF and green hydrogen demands high upfront investment, further delayed by policy uncertainty.

Early-stage investments must be de-risked through enabling stronger airline commitments and supportive government incentives. Progress must accelerate, and not wait for each piece to fall into place. With aligned investment, policy and infrastructure, aviation can unlock a sustainable future.

 

Accelerating the Transition

SAF mandates are driving progress, and investment in hydrogen and electric aviation is growing. However, to achieve commercial scale, infrastructure must advance in parallel. Airbus has underlined the need for refueling systems to be in place before new aircraft enter service. Addressing the Catch-22 is vital: infrastructure must come first, not follow.

Collaboration is key. The industry needs strong government support, clearer policy signals, and close cooperation between airports, suppliers, and airlines. Strategic investments in grid upgrades, hydrogen infrastructure, and eSAF production can create the foundation for zero-emission flight at scale.

UI works with industry leaders to transform vision into action—by aligning policy, infrastructure, and supply chain efforts to create real momentum.

 

Four Solutions to Unlock Progress

“Now is the time to align investment, policy, and infrastructure timelines across the ecosystem,” says Hands. “Through partnerships, regulation, and structured industry adoption, we can accelerate this transition.”

To bridge the gap between innovation and adoption, four priority areas must be addressed:

• Public-private partnerships (PPPs)
  Subsidies, tax incentives and guaranteed demand programs can reduce risk and encourage early investment from suppliers through to airlines.
• Infrastructure-first development
  Hydrogen supply lines, SAF production, and charging stations must be built ahead of fleet deployment to ensure readiness.
• Clear and consistent regulation
  Governments must set ambitious, achievable goals for SAF and hydrogen use—providing confidence for long-term investments.
• Energy infrastructure upgrades at airports
  From grid reinforcement to hydrogen refueling and energy storage, airports must act now to prepare for zero-emission flight.

“Any journey starts with the smallest step. The regional market is the ideal starting point for the transition to zero-emission flight. By scaling gradually and working together, we can focus on clear issues and solutions,” adds Hands.

 

Unified International’s Role in the Transition

Unified International works closely with airports and aircraft manufacturers to develop phased, infrastructure-first strategies that anticipate future needs and help overcome the industry’s gridlock.

By aligning infrastructure development with supply chain and regulatory milestones, UI helps address the Catch-22 and unlock momentum. Its role within the DutcH₂ Aviation Hub at Rotterdam The Hague Airport exemplifies how stakeholder collaboration can deliver tangible change, locally and globally.

UI is committed to ensuring that sustainable aviation infrastructure evolves ahead of demand, turning ambition into action.

“We’re not just talking about the future of aviation, we’re actively helping to build it,” concludes Hands. “I hope we can connect with more like-minded companies and people and explore how we can help them in their journey towards sustainable aviation.”

Is Europe prepared for the new era of shifting world orders? Global power shifts are forcing Europe to rethink its defence industry. With the U.S. adjusting its geopolitical priorities and security threats rising, Europe must strengthen its own industrial base and technological capabilities fast. The war in Ukraine has underscored the urgency of reducing reliance on external players and accelerating regional defence production.

“As the world order evolves, Europe must adopt a proactive approach. Strengthening our defence industry and technological capabilities is essential for greater self-reliance, rather than depending heavy on American support. This shift is crucial for our safe future, it is no longer a matter of choice, but of necessity”, says Michel van Ierland, Managing Partner at Unified International.

As Europe strengthens its industrial base, it is in the US’s strategic interest to support this effort and reinforce transatlantic ties. We are committed to a new balance where Europe takes a decisive step forward.

Europe’s defence industry, while strong, remains fragmented. To increase production, it must invest in advanced technology, expand production capacity and foster cross-border industrial cooperation. A more integrated approach is essential. Countries should work together, fostering innovation, efficiency and resilience to strengthen Europe for the challenges ahead.

 

The need for acceleration and strategic cooperation

The urgency to strengthen Europe’s defence capabilities is increasing and the sector is undergoing an unprecedented shift.

“The challenge today is not a lack of technology but the speed at which we can scale it up. Innovation is valuable, but without instant industrialisation, we remain vulnerable. As Michel puts it, ‘Where there used to be time but no money, now the opposite is true: there is money, but no time”. Rapid execution is the real challenge. This demands a shift from traditional methods of procurement and project execution to an approach where innovation and speed go hand in hand”.

However, the current diversity and fragmentation of EU defence systems, coupled with complex decision-making, delay a rapid and effective response. Standardisation across European defence industries is critical to ensuring interoperability and efficiency in joint operations. Without combined technological frameworks, Europe’s defence effectiveness remains compromised. The European agencies can play an important role here.

Adopting high-tech industry principles, flexible production, rapid iterations and pragmatic decisions, can drive this shift. The need for speed also creates opportunities.

In addition to a stronger Europe, the transatlantic cooperation remains essential. European capabilities are valuable to American defence industries, just as U.S. technologies are critical to European defence efforts. A balanced, reciprocal partnership is key further strengthening Europe’s independence without severing ties.

A clear (new) national and EU strategy will help companies meet rising defence demands, while new players can help transform industrialisation.

 

Technology and industrial capacity as key factors

New technologies are reshaping modern warfare. In Ukraine, high-tech innovations such as drones and autonomous systems have proven to be powerful and cost-efficient. Europe must invest in these technologies but also in the capacity to innovate and produce them quickly and also on a large scale.

Despite strong innovation in drone technology, the Netherlands lacks the large production capacity needed to rapidly deploy these solutions at scale. While the country excels in research and development, the challenge lies in transitioning from innovation to high-rate industrial production. Addressing this requires renewed investment in manufacturing, ammunition production and flexible, low-manpower production lines.

Michel emphasises this point, stating, “The Netherlands has strong knowledge and expertise but limited large-scale established production facilities for some defence sectors. This presents a key opportunity to strengthen our industry and enhance our role in the global defence sector”.



Beyond drones, the Netherlands has positioned itself for obvious reasons as a leader in AI, cybersecurity, quantum technology, hypersonic weapons, satellite communication and advanced radar and detection systems. However, the key challenge remains implementation, ensuring that innovations are tested and scaled more rapidly within the operational defence environments so that Europe evolves from a developer to a producer of advanced defence technologies.

 

Independence and geopolitical resilience

Many defence technologies depend on scarce raw materials and external supply chains. Globalisation has brought Europe economic benefits but also strategic vulnerabilities. To increase geopolitical resilience, new alliances must be formed and supply chains must be diversified.

The geopolitical developments make clear that Europe has no time to lose. By prioritising speed, agility and collaboration, Europe can build a strong and independent defence industry capable of meeting future challenges. This means investing not only in domestic industry but also in strategic partnerships to secure access to critical materials and technologies.

 

Unified International: Bridging Industry and Defence

Unified international plays a key role in strengthening cooperation between governments and industry within the defence sector. Our expertise helps companies navigate the complex defence market, secure procurement opportunities and execute program management meeting the defence operational and technical needs. From bid management and strategic roadmaps to business case development, we ensure companies position their innovations for success into the field. With extensive knowledge of procurement strategies, we guide organisations in working with OEMs and integrating seamlessly into the defence supply chain.

 

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