Advisory

The problem I work on

Your strategy is sound. The intent is clear. Then the organisation starts to move, and something slips. Decisions that used to be quick now crawl through layers of stakeholders. Teams read the same strategy differently. What worked in one market doesn't translate to the next. The plan was never the problem. The problem is the gap between what you decided and what the organisation can actually deliver at scale.

That gap is an operating-model problem, not a strategy problem: the system of decision points, handoffs and ways of working that determines how a strategy reaches the customer. When it holds, good decisions keep getting made by people you will never be in the room with. When it doesn't, you become the bottleneck, and the strategy depends on your presence to survive.

What I do

I build the systems that keep an organisation deciding well as it changes, and that run without me once I leave.

Not a strategy you implement. Not a framework you adopt. The decision architecture, ways of working and leadership infrastructure that let distributed teams keep making good calls long after the engagement ends. Most consulting rents you capability: it walks out when the consultants do. This encodes the judgement, so it stays.

Diagnosis is the work. Reading how your organisation actually decides, finding the few levers that matter, and building them in so they hold: that is where the value sits. The tactics downstream are mostly self-evident once the diagnosis is right.

Who it's for

Senior leaders at B2C brands under transformation pressure who recognise the pattern:

• the strategy is clear, but it doesn't translate
• success in one market won't scale to the others
• decisions that used to be quick now crawl through layers
• growth has outpaced the systems meant to support it

The pain usually shows up in marketing, and the CMO is often the first to feel it. The cause rarely stays there. This kind of problem lives in how marketing connects to the parts of the business it can influence but doesn't control, which is why solving it inside the marketing function alone never quite works. Part of what the diagnosis does is make that visible, and give you the language to take it to the people who can authorise the fix.

How the work is shaped

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

Most start focused: one leader, one problem, a few weeks, ending in real clarity about what is actually happening and what to build next. If the challenge runs deeper, the work can continue in one of two ways: alongside you as a thinking partner while you navigate it, or alongside your team to build the capability infrastructure the organisation runs for itself. The shape follows the problem, not a sales ladder.

What stays constant: the capability stays with you, not with me. That is the design, not a slogan.

The track record

For twenty-five years I have worked on this gap inside one of the world's most-loved brands, across seven leadership roles and six functions. I built functions that did not exist before, and I ran what I built: carried the budgets, beat the targets, and handed over systems that still run today.

• Marketing experimentation infrastructure delivering 300M DKK of incremental revenue in its first year, still running across 20+ markets years after I moved on
• A digital consumer experience transformation now reaching over 40M monthly users, with sustained gains in NPS and conversion
• Organisational systems, from leadership culture to capability building, still operating long after I left

The test each time: if everyone who built this left tomorrow, would it still work?

Working together

From October 2026, engagements run through Oxime Partners. Until then I am completing my final months in-house, so we can talk now and begin when the practice opens.

If you are wrestling with one of these problems, send me a note describing it. I read every one. If I am the right person to help, we will talk. If I am not, I will say so, and point you elsewhere where I can.