About

Most companies change. Few make it hold.

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

Decisions slow down. Teams read 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 your way in one moment. You lose it in the gap between what you intend and what your company can actually deliver at scale.

I have been on the hook for that gap for twenty-five years, in seven roles, inside a company that had to reinvent itself to survive.

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 is an 84+ billion DKK business with over 31,000 people.

It hasn't been one company. It's been a series of transformations, each needing 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, the rebuild of LEGO.com into a brand-owned content channel, consumer engagement in sustainability, leadership culture, and marketing experimentation at scale. I ran what I built: carried the budgets, beat the targets, and handed over systems that still run today.

What I learned is that good judgement doesn't scale on its own. The systems that produce it have to be rebuilt, system by system, as the company changes.

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
• The digital consumer experience rebuild across LEGO.com, now reaching over 40M monthly users with sustained improvements in NPS and conversion
• Systems from leadership culture 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 change that holds.

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 it left me with 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 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
• Decisions that used to be quick now crawl through layers of stakeholders
• Growth outpaces the systems meant to support it

The same problem in different forms. The company has outgrown the systems it uses to decide.

Most engagements start in the same place: one problem, explored over a few weeks, ending in a clear read of what is actually happening and what needs building next. Plenty of people stop there. If the problem runs deeper, we build the systems that keep the company deciding well 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 through Oxime Partners with B2C brands and leadership teams on making strategy operational: the systems, ways of working and leadership infrastructure that keep a company deciding well as it grows.

In the meantime I write here on The Tenon about these problems: what causes them, what fixes them, and what twenty-five years inside the building of one of the world's most loved brands teaches you.

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