Time setter story: Lars Geluk on TNO Traineeship

Science and art

Lars Geluk joined the TNO Traineeship in September 2025. His background is anything but conventional: he studied Physics, completed a Bachelor's degree in Mathematics and also spent two years at art school. ‘I wanted to work somewhere that allows me to bring all those different sides of myself together. At TNO, I have the freedom to be creative and make connections between disciplines.’

Three ingredients

What particularly attracted Lars to the traineeship was its unique combination of deep tech, entrepreneurial opportunities and a structured development programme. ‘At an established company like ASML, you are unlikely to start a spin-off. And there are very few traineeships in deep tech to begin with. At TNO, I discovered that there is far more room for entrepreneurship than I expected. For example, there are many more spin-offs built around TNO technology than I realised.’

Finding purpose through ikigai

While exploring career options after university, Lars used the Japanese concept of ikigai. ‘It helps you reflect with four questions: What does the world need? What are you good at? What do you enjoy? And what can you be paid for? For me, TNO emerged as one of the few places where all those themes overlap.’

What drives him is the belief that innovation can help solve society’s biggest challenges. But research alone is not enough. ‘I am very results-oriented, so I need a clear goal to work towards. I’m motivated when I know where we are heading: what the end result will be and how it connects to the market. That link between technology and real-world application is what excites me about TNO.’

Defence

Lars’ first placement took him well outside his comfort zone. He joined Human & Organisational Effectiveness within the Defence, Safety & Security (DSS) division of TNO as a Business Developer.

Defence was a topic he admits he initially viewed quite critically. However, during the placement, Lars was encouraged to identify opportunities for himself and shape his own role. Out of eight potential projects, he built a portfolio that matched his interests and strengths.

‘My time at DSS made me more nuanced in my thinking. Some colleagues had worked directly with Ukrainian military personnel. Hearing those experiences changed my perspective. It made me realise what a privilege it is to even have the choice of whether you want to work on these issues, while others are forced to defend their country.’

Quantum

For his second placement, Lars moved into the Semiconductor & Quantum team as a Business Developer. He is currently conducting market research for two quantum technologies: one that is still in the strategy phase and another that may soon be ready for a spin-off.

‘For the latter, I’m exploring whether there is a viable business case for navigation based on a quantum sensor. That is exactly the kind of challenge I enjoy: understanding what makes an innovation unique and figuring out how to take it to market.’

His background in physics proves particularly valuable as business developer. ‘I speak the same language as the scientists, but I approach the subject from a different angle. Building that bridge between technology and business is my favourite part of the role.’

Building confidence through action

The traineeship has also had a significant impact on Lars’ personal development. ‘I used to think you needed confidence before you could do something new. Now I know it works the other way around: experience builds confidence. You gain confidence by taking action, even when you don’t feel completely ready. Because of that, I am far more willing to try new things.’

Another insight came through coaching. ‘I thought I was a perfectionist. But actually, I set very high standards for a few things that really matter to me and let the rest go. That’s something quite different. And in the workplace, it can actually be a strength.’

His fellow trainees have also played an important role in that growth. ‘As trainee, I am part of a group of ambitious young professionals who face many of the same challenges in very different contexts. Imposter syndrome, doubts about whether you’re adding value… It turns out everyone struggles with similar things. Sharing those experiences and reflecting together is incredibly valuable.’

The proactive self-steering nature of the TNO Traineeship has surprised Lars. ‘The traineeship is definitely not one-size-fits-all. There is far more freedom to shape my own journey than I expected. But you do have to take initiative. If you wait for opportunities to come to you, you will miss half of what the programme has to offer.’

Coffee

TNO is a large and diverse organisation, which Lars sees as both a strength and a challenge. ‘Even within the same unit, people don’t always know what others are working on.’

So how does he find opportunities for his next placement? ‘My strategy is simple: drink a lot of coffee with colleagues. Every conversation leads me to three new names. My network grows incredibly quickly that way. And people here are so passionate about their work, it’s infectious.’

Advice for future trainees

For those considering applying, Lars has one clear piece of advice: ‘Make sure the subjects and motivations genuinely fit who you are. Personally, I am fascinated by the innovation process. Turning ideas into products, businesses or societal impact. That is why I wanted to learn more about project management and business development during the traineeship. Who knows, maybe one day I will even launch a spin-off of my own.’

His entrepreneurial ambition came at a young age. During his studies, Lars co-founded Emergence Delft, a student team that creates artworks designed to encourage reflection on emerging technologies. ‘Taking an idea and turning it into an event or a product, and experiencing the magic that happens along the way, is something I have always loved.’

He still creates projection art in his spare time, developing abstract animations based on mathematical algorithms.

Handbook for spin-offs

The trainee project Lars is proudest of reflects his entrepreneurial mindset. Together with his trainee cohort, he developed a handbook for TNO’s spin-off process. ‘A lot of support already exists for colleagues who want to launch a spin-off. But for research managers or market directors, those who see team members leave to start a new company, much of the process was unclear. We mapped everything out, making the entire process transparent so that nobody is caught by surprise.’