Advisory

Your strategy is sound. The intent is clear. Then the company 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 company 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 a company deciding well as it changes, and that run without me once I leave.

Not a strategy you roll out or 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 company 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.

And the read is usually not the one you arrive with. Most leaders come to this with a version of "we have too many stakeholders" and a plan to take a layer out. It rarely holds, because the layers are not the cause. What I look for is where your capability is still sitting in particular people rather than in the way the company works: which calls only get made when one person is in the room, what stops when they are away and what that is costing you. Take out a layer and the dependency reappears one level down. Move the judgement into the system and the layer stops mattering.

Who it's for

Senior leaders at B2C brands under reinvention 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.

The deeper work runs in four blocks. Each one ends with something you keep.

The diagnosis. A few weeks on one problem, and a clear read of how your company actually decides and where it slows. You leave with the few levers that matter, a number on what the problem is costing you and what fixing it is worth, plus the case to take to your board, including the parts that sit outside your own remit.

The evidence. The pilots that test those levers, designed, run and read properly, so the next decision rests on what happened rather than on what everyone hoped would happen.

The blueprint. The operating model and the future state, drawn in enough detail to build from: decision points, handoffs, ways of working, who decides what.

The build. The system installed and running, with the capability sitting inside your teams rather than with me.

Start with the diagnosis. Stop whenever you have what you need. Go further only if the diagnosis says you should.

Anything that changes how the company runs starts there, because you cannot pick the levers before you understand the system. Not everything has to. A bounded question, a day of thinking together, a room I design and run: those are real ways to begin, and none of them asks you to commit to reading the whole system first.

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 the budget was on my name and the targets were on my head. I have been on the hook for this gap rather than advising the people who were.

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 rebuild now reaching over 40M monthly users, with sustained gains in NPS and conversion
• 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.