Who is Martijn Nas?

Martijn Nas is not your average agile coach. With over 20 years of coaching experience under his belt, Martijn knows what it takes to make teams succeed. And he has discovered that LEGO® SERIOUS PLAY® (LSP) is a game-changer when it comes to enhancing collaboration, creativity, and problem-solving skills among agile teams.

As a former professional athlete, Martijn understands the importance of persistence, energy, and passion in achieving success. But he also knows that success is not just about individual performance, it’s about working together as a team. And that’s where LSP comes in.

LSP is not just a fun activity for building LEGO structures. It is a science-based methodology that uses the power of play to stimulate imagination, creativity, and collaboration.

Research has shown that play activates the prefrontal cortex of the brain, which is responsible for problem-solving, decision-making, and social behavior. This makes LSP an incredibly effective tool for enhancing communication and teamwork among agile teams. Furthermore, LSP is based on the idea of embodied cognition, which suggests that the way we use our bodies and our senses affects the way we think and learn.

By using LEGO bricks as a metaphorical language, LSP encourages individuals to think in a hands-on, visual, and spatial way, which can lead to more innovative and creative ideas.

But LSP is not just about building LEGO models. It is about creating a safe and playful environment where individuals feel free to express their thoughts and ideas without fear of judgment. This is crucial in an agile environment where individuals need to be able to adapt quickly and work collaboratively in order to achieve success.

In short, Martijn’s experience as a coach has led him to discover that LSP is an incredibly effective tool for enhancing collaboration, creativity, and problem-solving skills among agile teams. And the science-based evidence backs him up. So if you want your agile team to unleash their full potential, you might want to give LSP a try.


Check the events calendar for workshops or contact us directly to find out how we can help you.

Be Prepared = Agile

⚜️   since 1907   ⚜️

International agile coach consultant & trainer

Martijn trains consultants and coaches worldwide to get started in an agile setting.

Best speaker

Best speaker top 10 in 2018 and 2019 top 5 speakers during the Agile testing days in Potsdam!

Professional athlete

Solo, a champion, and a team player in Holiday on Ice

Best Swiss army knife!

A suitcase and a brain filled with tools: Agile, DISC, NLP, Mapstell, SAFe, Scrum, Kanban, eclectic psychology, motivational interviewing…

Primary and secondary processes


Ask yourself where parallel lines get entangled…

In each form of interaction where people do things together, we should be able to discover two parallel lines. These two imaginary lines represent the primary process and the secondary process in the organisation. This video perfectly illustrates, by means of the figures on the sled, how these parallels are not always synchronised, just like in your own organisation.


When the lines are asynchronous, there is ineffectiveness.

In this video, the first figure, with the red scarf, represents the primary process and the second figure, with the blue scarf, represents the secondary process. The latter is also known as the undercurrent. I have often noticed that only the primary process is argued and discussed within organisations. Whereas problems in the transformation, and especially to agile working, often occur in the secondary processes; how do we actually interact with each other?
As an agile coach and leadership trainer, this is my area of expertise. Together, you’ll have to start lining up or aligning your organisation in order to get more control over all lines within the organisation. This enables the organisation to learn to align itself, which is even more important than you getting control. That’s what I call coaching in an agile environment, and always with one ultimate goal in mind. As a coach, as a sparring partner, you always have to keep the endpoint in mind, to make sure that the organisation is adaptive enough to continue on its own feet as quickly as possible!

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