About

I started in the UN system, on youth programmes with UNICEF and UNESCO. I watched well-intentioned initiatives disappear when funding cycles ended or the people behind them moved on. The question it left me has shaped everything 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). My work has sat between those two lenses ever since: a designer's eye for how things actually work for the people inside them, and a strategist's hand for the systems that have to hold under complexity and scale.

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 global business with over 31,000 people. It has never been one company. It has been a series of transformations, each needing different capabilities, systems and ways of working.

Across seven leadership roles I built functions that did not 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. The last of those delivered 300M DKK of incremental revenue and still runs across more than 20 markets without me. I ran what I built: carried the budgets, beat the targets, and handed over systems that still run today.

What all of it taught me is that good judgement does not scale on its own. The systems that produce it have to be built, one at a time, as the organisation changes, and built to keep working once the person who made them has gone. That is the whole of it: build the capability, make it work without me, move on.

Where I am now

I am completing my twenty-fifth year in-house. From October 2026 I work independently, through Oxime Partners, with B2C brands and leadership teams. If you want to see how that work actually runs, it is here.

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

If something here resonates, I would like to hear from you.