Work that speaks
for itself.
Across telecom, co-working, media and fibre infrastructure — here's what it looks like when strategy meets execution. Real situations, real outcomes.
3 Sweden operated as part of CK Hutchison's global telecoms group — which meant performance was visible internationally, and benchmarks were set accordingly. Despite having the scale of a mature operator, the business lacked the strategic clarity and operational architecture to compete in the next decade. The business needed a transformation agenda that was both visionary and executable — connecting long-term direction to quarterly delivery across digital, CX, operations, and commercial development.
Built and led the Strategy & Transformation unit, covering four integrated streams: strategy and business development, digital transformation and omni-channel, data and analytics, and product and partnerships — all governed through a dedicated PMO. Defined the "Business & Strategy Roadmap 2021" as the master framework, with structured KPI tracking across all streams to maintain visibility and accountability. Drove agile ways of working between business and IT. Served as commercial lead for key partnerships and as the primary business stakeholder for all platform and infrastructure decisions.
NPS up 30+ points over 36 months — structural, not cosmetic, and a result that became a reference point across the wider Hutchison group. Foundational digital deliveries across e-SIM, Bank-ID, digital contracts, and omni-channel infrastructure. Legacy complexity reduced, lowering both cost of ownership and operational drag. The financial impact was real and measurable. Left a business with a clear strategic position, a modern operating model, and the momentum to sustain it.
The Park was a Stockholm co-working operator with real ambition and a broken engine. Sales, marketing, finance, and operations all needed rebuilding. Brought in as Growth Manager, then appointed CEO mid-process. Before the restructure was complete, Covid arrived.
Executed a full functional restructure while simultaneously shifting to crisis mode. Prioritized revenue protection and churn prevention as the acute levers — monitoring cash flow daily, managing key partner and landlord negotiations to buy the business room to breathe. Maintained sales activity through the shock rather than retreating. Worked directly with owners on capital structure and the immediate path to sustainability.
The business was weeks from closure. It didn't close. Revenue held through the initial Covid wave, cost structure was rebuilt under live pressure, and key commercial relationships were preserved. The company came out the other side with a functioning platform and a growth trajectory intact. The outcome was survival — and then continuation. That's the win.
Eniro's Marketing Partner division — roughly 70% of group revenue — had been in structural decline for years. The business operated across Sweden, Norway, Denmark, and Finland: four markets, four sales cultures, one P&L. The task was to stabilize it, reset the operating model, and create a credible direction forward. The clock was running.
Led a 220-person operation distributed across four countries, spanning sales, delivery, product, CRM, and customer experience. Refocused sales teams around retention and anti-churn, not just acquisition. Tightened the alignment between product and business model, including a transition toward SaaS and digital self-service as structural shifts — not just tactical add-ons. Drove automation and scalability to reduce operational cost and dependency. Contributed directly to the new group strategy and the roadmap that gave the organization its next chapter.
MRR stabilized — and began trending upward. Years of decline arrested. The SaaS and self-service transition underway. A clear roadmap in place where ambiguity had been. The business didn't just stop bleeding; it found a direction worth moving toward.
VX Fiber operates across multiple markets — delivering managed SaaS infrastructure for open-access fiber networks globally. The company had product ambitions and development activity, but the two weren't speaking to each other. IT drove the roadmap on its own logic. Commercial priorities existed but weren't integrated. Sprint execution happened, but without a clear link to strategic direction. The infrastructure was there — the connective tissue wasn't.
Brought structure to what existed and filled the gaps that were missing. Defined the product/platform/proposition framework to create shared language between commercial and technical teams. Built a layered planning model: 3-year strategic roadmap, annual priorities, and rolling 3-month execution plans — all connected to 2-week sprint cycles. Acted as the permanent business counterpart to IT/Tech, ensuring commercial priorities drove platform decisions rather than the other way around.
A product organization that plans together and delivers together. Technical and commercial roadmaps integrated. Priorities visible and defensible from strategy down to sprint. The kind of operating model that outlasts any single initiative — because it's built into how the team works, not bolted on top.
VX Fiber operates across the UK, DACH, and South Africa, and needed its brand story to match that ambition. LilaConnect, the original ISP brand, was reshaped and repositioned across three markets, then ultimately sold. That created the brief for what came next: a new ISP brand for Germany, built from zero. Meanwhile, the VX Fiber group brand required a full strategic identity — mission, vision, values, value proposition, and the visual and verbal system to carry it across all markets.
Led the LilaConnect repositioning across UK, Austria, and Germany — global assets, local execution. Defined VX Fiber's full brand identity from strategic foundation to every touchpoint: website, messaging, asset library, and internal alignment. Then built Opik from a blank page — brand name, identity, proposition, and GTM — with an external agency, through to first market launch in Germany.
Three distinct brand outcomes delivered. VX Fiber with a coherent, strategic group identity it didn't have before. Opik live in a new market, built from concept to launch. All of it done at scale-up speed, with scale-up resources. The constraint was the point — it forced prioritization, clarity, and decisions that actually stuck.