When digital change reaches leadership
The typical situation I help with is a transformation: an organisation faces major change, and new tools or systems need to be put in place. Maybe AI needs to enter the business. Maybe a legacy system has to be retired. Maybe three projects are running in parallel and don't speak to each other.
For leadership, the problem is rarely the technology. The problem is that everything is happening at once: suppliers need to be managed, stakeholders need to be informed, risks need to be addressed, contracts need to be negotiated — and the business still has to deliver in between. And if it goes wrong, leadership carries the responsibility.
That's where I come in.
What I do
I take on business, programme, or project leadership — or work as a trusted advisor to leadership close to the engagement. Concretely, I work with:
- Programme leadership for major digital transformations, where multiple projects, suppliers, and internal departments need to be coordinated
- Project leadership for complex implementations — from requirements specification to production release
- Stakeholder management across leadership, employees, customers, suppliers, and regulators
- Contract and supplier management, so you know what you're buying and you get it delivered
- Risk management and change boards, so important decisions are made on time and properly documented
- Advisory to leadership — as a trusted sparring partner who translates technical complexity into business consequences
I don't write large systems myself, but I build prototypes and proofs-of-concept using vibe-coding when it helps you reach a better decision faster.
The experience I draw on
I have led some of the most complex digital systems in Northern Europe:
- Customer and billing systems in telecom and utilities
- Hospital booking systems in the public healthcare sector
- Customer and revenue platforms for German and Hungarian telecom operators
- Digital programmes for German and UK media companies
- Operational systems for a Scandinavian ferry operator
- Leadership of Denmark's national energy data hub — critical infrastructure for the entire Danish electricity system
- Leadership of 300 interconnected applications — ongoing development and operations
- Onboarding systems for sales and investment platforms in the financial sector
Engagements at this level taught me to navigate complexity, hold the overview, and keep actors accountable, without losing connection to the business itself.
AI — what I actually do
AI is everywhere in marketing language. Less so in practice. I use AI to do real work: I have built and run several AI-supported applications in my own work, and I help clients do the same — pragmatically, tailored to their business.
Examples of applications I've built:
- Business Advisor — AI-supported sparring tool for leaders of medium-sized organisations
- Maturity Assessment Tool — automated maturity evaluation across business areas
- VSME and ESRS reporting with AI support — data capture, analysis, and report generation
- Financial Bank Advisor — AI-based advisory tool for the financial sector
That means when I advise on your AI strategy, I'm not speaking from slides. I'm speaking from what I've actually built, broken, and got working.
My approach
Three principles I work by:
- Leadership has to be able to sleep at night — my most important deliverable is that you stay informed without being overwhelmed. Complex material is communicated simply and with clear next steps.
- Tools are means, not ends — I work with what fits you. I have my own tools (ESRS Universe™ for double materiality and reporting), but I'll just as readily point to other platforms if that's the right answer.
- Independence applies here too — I don't take supplier commissions, and I don't sell implementation hours through the back door. My advice stays the same regardless of what you decide to buy.
Tools and methods I work with
I have a degree in computer science and quickly become a power-user of new tools — often inside a few weeks. Currently I work with, among others:
Metoder: PRINCE2, ITIL, OKR, Business Model Canvas, Business Case
Collaboration platforms: Jira, Confluence, ClickUp, Slack, Mighty, Teams, Sharepoint
Data platforms: SQL, Excel, PowerBI, Anthropic Claude
If you work with something different, that's rarely a problem. Adapting is part of the job.
Let's have an informal conversation
If you're facing a transformation — or in the middle of one — reach out. 30 minutes, no agenda. Afterwards you'll know whether we're the right match, and what the next step could look like.
