About

Your strategy makes sense. Your organisation can't move on it.

You've got the plan, the budget, and the intent. But decisions take too long, the team interprets the strategy differently depending on who you ask, and every time something scales, the way people work together breaks. You've hired consultants before. They left a deck and an invoice. Nothing stuck.

That gap — between knowing what to do and getting an organisation to actually do it, is where I've spent my career. And it's the problem I'm building Oxime Partners to solve.

Twenty-five years inside one company that became five

I joined the LEGO Group in 2001, when it was heading toward bankruptcy. Eight billion DKK in revenue, three thousand people, fighting for survival. I'm now completing my twenty-fifth year, though it's barely the same organisation. Today it's an 84 billion DKK global business with over 31,000 people.

In that time I've held seven leadership roles across functions that often didn't exist until I built them: experience design, consumer insights, digital transformation, sustainability, diversity and inclusion, and marketing experimentation at scale. I was there for the near-death experience. I watched the turnaround from inside the room. And I've been part of five subsequent step-changes in growth — each one demanding different capabilities, different infrastructure, different ways of working.

What this taught me: transformation isn't one thing. What works at 3,000 people breaks at 10,000. What scales to 20,000 needs rebuilding at 30,000. Most change programmes assume a stable destination. I've learned to build for the next change you haven't predicted yet.

Build it so it works without you

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

Marketing experimentation infrastructure across 80 digital marketers that generated 300M DKK in incremental revenue in year one. It still runs independently across 20+ markets, three years after I stepped away. D&I systems still in use five years on. LEGO.com transformed to 40 million monthly users, NPS from 53 to 64, conversion from 36% to 42%.

Each time, the test is the same: if everyone who built this left tomorrow, would it keep working?

That question is what separates my approach from most consulting. I don't sell advice. I build things inside organisations that run without me.

Product designer meets strategist

I started my career elsewhere — eight years in the UN system, working on youth empowerment programmes for UNICEF and UNESCO. I watched well-intentioned initiatives come and go. Funding cycles ended, people moved on, and the work disappeared with them. I kept asking: what would it take for this to stick?

That question sent me to Central Saint Martins to study product design. I wanted to understand how things get made. How you build something that works beyond its creator.

Years later, I completed the TRIUM Executive MBA — a joint programme from HEC Paris, NYU Stern, and LSE. The combination matters: I design systems for how people actually use them, and I architect them to work inside organisational complexity. A product designer's instinct for what's practical, and a strategist's ability to see the whole system. Most advisors have one or the other. I have both.

Six problems I solve

I work with senior marketing leaders at B2C brands who recognise their situation in one of these:

Complexity — You know what to do. You can't get the organisation to move. Decision rights are unclear, governance creates committees not speed, and everything takes three months longer than it should.

Scale — Things need to work across markets without starting from scratch every time. You're stuck oscillating between over-centralising and under-coordinating.

Portfolio — You've diversified but your marketing still thinks like a single-product company. Nobody knows which brand principles are structural and which should flex.

Audience — Your audience is more complex than your marketing organisation can handle. Different teams interpret the same audience differently and the work fragments.

Integration — Your brand doesn't survive the journey from strategy to execution. The strategy deck looks beautiful. The customer experience tells a different story.

Adaptation — You keep outgrowing your own systems. Every time you scale, the way your team works breaks and you start again.

What working with me looks like

Most relationships start with a focused engagement — one challenge, 4-6 sessions over 4-6 weeks — where I help you see the problem differently and leave with genuine clarity about what's going on and what to build next. If the problem is bigger than one leader's thinking, we go deeper: building the capability infrastructure your team runs independently.

Every engagement is designed so you need me less over time. If you still need me at the same intensity twelve months in, something has gone wrong.

Where I am right now

I'm currently completing my twenty-fifth year at the LEGO Group. From October 2026, I'll be working with B2C brands directly through Oxime Partners.

Between now and then, I'm writing about the problems above — what causes them, what actually fixes them, and what I've learned from 25 years of building the solutions from the inside. If you want to follow that thinking as it develops, The Tenon is where it lives.

I'm also having real conversations with senior marketing leaders who recognise their situation on this page. Not sales conversations — I'm not available for client work until October. But if you're wrestling with one of these problems and want to think it through with someone who's spent 25 years on the other side of it, I'm genuinely interested in hearing what you're dealing with. Those conversations sharpen my thinking as much as yours.