Advisory
Most brands I work with are at a moment that matters: a new market, a new direction, a step up in ambition. Four areas where my experience tends to be most useful:
Technology and the agentic era
I have spent my career where brands meet new technology, from the early days of digital to the arrival of AI. I'm learning this space the only way I know how: by building in it. I help brands and leadership teams move from curiosity about AI to using it in practice, and I help boards understand what it means for how they govern and grow. I don't think anyone has this figured out. I'm further into the question than most people I talk to, which is a different thing from having the answers.
Commercial leadership across markets
I have run businesses across North America and Europe, in four cities and four countries, Sweden, the UK, Ireland, and the US, with full P&L responsibility. I build organisations that exist for the people they serve, where great strategic and creative work and a business built to last are the same goal, not competing ones. Running the same brand across such different markets means learning to read where someone is coming from, and to connect with people whose background and perspective are not my own. If you are expanding into new markets, or making one global brand hold across them, this is ground I have spent twenty years on.
Building brands and driving growth
I have spent my career building brands across both B2B and B2C. That includes eight years partnering with Nike, and client work spanning Google, Volvo Cars, Barilla, and SKF. The decision-making that drives growth is part instinct, from years in the room with the best brands and the people who run them, and part method, from taking teams and organisations from idea to execution. Most recently, we returned Forsman & Bodenfors to profit and to the top of its industry.
Board leadership
I trained as a board director through Styrelseakademien, completing its Effective Company Directorship program in board leadership and governance. Alongside running businesses with full P&L, I have served as a chairman. Increasingly, the hardest questions boards face are about AI governance: what to invest in, what to guard against, and who is accountable when an agent acts on the company's behalf. I help boards and leadership teams work through those questions, set direction, and hold ambition and delivery in the same view. If you want a senior pair of hands in the boardroom, that is where I can help.
I take on advisory work through Encoded Brands, or individually, on a defined scope or a specific business leadership need.
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