About

Most companies change. Few stay relevant.

Your strategy makes sense. The plan is clear and so is the intent. Yet, as the organisation moves, something starts to slip.

Decisions slow down. Teams interpret the strategy differently. What worked in one market doesn’t translate to another. And what made customers care in the first place gets thinner.

You don’t lose relevance in one moment. You lose it in the gap between what you intend and what your organisation can actually deliver at scale.

That gap is what I've worked on for twenty-five years. It's also the problem I'm building Oxime Partners to solve: helping companies create and sustain relevance as they change.

I joined the LEGO Group in 2001 as it was heading toward bankruptcy: 8 billion DKK in revenue, 3,000 people, fighting for survival. Today it’s an 84 billion DKK global business with over 31,000 people.

It hasn’t been one company. It’s been a series of transformations, each requiring different capabilities, systems, and ways of working. Across seven leadership roles, I've built functions that didn’t exist before: experience design, ethnographic consumer insights, digital transformation, sustainability, diversity and inclusion, and marketing experimentation at scale.

What I learned is that relevance doesn’t scale on its own. It has to be rebuilt, system by system, as organisations change.

Build it so it keeps working

The pattern in my work is consistent: build the capability, make it work without me, move on.

• Marketing experimentation infrastructure delivering 300M DKK incremental revenue in year one, still running across 20+ markets
• Digital consumer experience transformation across LEGO.com, now reaching over 40M monthly users with sustained improvements in NPS and conversion
• Organisational systems, from D&I to capability building, still operating years after I moved on.

The test each time:

If everyone who built this left tomorrow, would it still work?

That’s the difference between change that performs briefly and relevance that lasts.

Designer and strategist

I started in the UN system, on youth programmes with UNICEF and UNESCO. I watched well-intentioned initiatives disappear when funding cycles ended or people moved on. The question that left me has shaped my work since:

What does it take to build something that lasts?

It led me to product design at Central Saint Martins, and later to complete the TRIUM Executive MBA (HEC Paris, NYU Stern, LSE).

Today, my work sits between both lenses:

• A designer’s focus on how things actually work for people
• A strategist’s ability to shape systems that hold under complexity and scale

I work with senior leaders who recognise this pattern:

• The strategy is clear, but it doesn’t translate
• Success in one market doesn't scale to others
• Brand, experience, and execution drift apart
• Growth outpaces the systems meant to support it

The same problem in different forms. The organisation is changing. Relevance isn’t keeping up

Most engagements start focused: one problem, explored over a few weeks, resulting in clarity about what’s actually happening and what needs to be built next. If the challenge runs deeper, we build the capability infrastructure required to sustain relevance at scale.

Every engagement is designed to reduce dependency. If you still need me at the same intensity a year in, something has gone wrong.

Where I am now

I’m currently completing my twenty-fifth year at the LEGO Group. From October 2026, I’ll work though Oxime Partners with B2C companies on how to create and sustain relevance as they change.

In the meantime, I write on The Tenon about these problems: what causes them, what actually fixes them, what twenty-five years on the inside of the evolution to the world's most loved brand teaches you.

If you’re dworking on one of these problems, send me a note. I'll read it. If I'm the right person to help, we'll talk.