— / thesis

AI is a leadership task, not an IT competency question.

Organisations don't get value from AI by training people on tools. They get it by rethinking how the work is done — together with the people doing it.

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20 years in digital product work · 13 years at LEGO, most recently Director · Now independent, collaborating with Syndicate

Most organisations still treat AI as an IT upgrade — new tools, training courses, productivity targets. But the value of AI is unlocked, or blocked, at the organisational level: in the KPIs that reward the old, in the decision paths that slow the new, in the behaviour that actually repeats on a Tuesday morning. The organisations that get real value from AI are the ones willing to rethink the work itself, together with the people doing it. I help leadership teams do exactly that.

— / what I do

Three shapes the work takes.

Keynote & executive workshop

I open leadership forums, strategy offsites, and board conversations with the argument that AI is a leadership task — and then help the room translate it into concrete next steps for their own organisation. The talk draws directly from the essay series AI er en ledelsesopgave. It runs as a 45–60 minute keynote, a longer workshop session, or the combination: keynote plus a 90-minute working session with the leadership team.

What an engagement looks like: one to three days of prep, the session itself, and a short follow-up memo summarising the team's commitments.

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Advisory for product leadership teams

For CPOs, VPs of Product, and Heads of Transformation who want a sparring partner while they rethink how their organisation works in an AI era. I work alongside the leadership team over three to six months — one-on-one sparring with the CPO, working sessions with the leadership group, and a running thread of structural design work on decision flow, ways of working, and the conditions that shape behaviour.

What an engagement looks like: two to three fixed touchpoints a month, plus async sparring, plus short written memos whenever a decision or a reframe is needed.

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Embedded operating-model redesign

For transformation leaders who need someone inside the organisation doing the actual rewire — not advising from the outside. I embed with a product group or a transformation chapter for three to six months, two to three days a week, working alongside leadership and practitioners to redesign KPIs, decision flow, team structure, and working rhythm. I step out when the new patterns are stable and the organisation can carry the change without me.

What an engagement looks like: 2–3 days a week on the ground, one fixed weekly touchpoint with the sponsoring leader, and a clear exit plan from day one.

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— / how I think

A few of the frames I carry into the room.

Most of the damage I see in large product organisations comes from treating complex problems as if they were merely complicated — reaching for the analysis-then-plan reflex that works fine for a compliance upgrade and is exactly wrong for an operating-model redesign.

If a product leader cannot be told "this is the wrong bet" by the person closest to the work, no amount of AI tooling will save the decision.

Expert leaders see people as problems to be solved. Achiever leaders see people as resources to be aligned. Catalyst leaders see people as agents whose conditions they are responsible for.

— / proof

Not theoretical.

LEGO Group, 2011–2024

13 years. The last 4 as Director, Agile Coach Competency, inside Consumer & Creator Technology. Responsible for how product teams work — operating cadence, decision flow, team structure, and the coaching practice that kept it honest.

Writing

The essay series AI er en ledelsesopgave, published through Syndicate.

Speaking

Speaking at two leadership forums this autumn.

Pattern library

A collection of operating-model patterns built over 13 years of practice — team shapes, decision protocols, cadence designs, coaching structures. View the collection —›