Services
What I help with
Four commercial focus areas. Each with its own starting point, but all connected by the same logic: understand the market, prioritize clearly, execute effectively.
Commercial direction and prioritization
Many companies have plenty of initiatives. Fewer have clarity on which ones actually create growth.
Typical situations
- Growth has stalled, even though there is plenty of activity
- Strategy and daily priorities are not connected
- The leadership team disagrees on what to focus on
- Too many projects, too little commercial impact
What I contribute
- Commercial diagnosis: what actually drives growth?
- Prioritization framework: what to stop, scale or start
- A clear link from strategy to execution
- Leadership sparring and decision support
Possible outcomes
- A clear commercial direction with fewer, sharper priorities
- Shared understanding in leadership of what needs to move
- A stronger basis for resource allocation decisions
Customer, market and positioning
The company needs to get closer to customer needs and sharper on why it is actually chosen.
Typical situations
- The company is unsure who the most valuable customers really are
- Positioning is unclear or too generic
- Sales experiences customers differently than marketing assumes
- There is friction in the customer journey, but it is hard to see where
What I contribute
- Structured review of customer insight and market data
- Sharper segmentation and prioritization of target groups
- Clearer positioning and differentiation
- Outside-in perspective on customer journey and friction
Possible outcomes
- A clearer understanding of what actually drives customer choice
- Stronger and more consistent positioning
- Better alignment between product, market and sales
Digital commercial development
Data, marketing, CRM, e-commerce and digital channels should create business. Not just activity.
Typical situations
- Digitalization is underway, but the commercial impact is hard to see
- Data and systems are in place, but not used commercially
- AI and automation are relevant, but it is unclear where they create the most value
- Marketing and sales are not digitally connected
What I contribute
- Mapping of digital maturity and commercial gaps
- Prioritization of digital investments by commercial impact
- Practical use of AI and automation in commercial processes
- Connection between digital channels, data and the customer journey
Possible outcomes
- A clearer digital commercial engine with fewer, more effective initiatives
- Better use of existing data and systems
- A shorter path from digital investment to commercial impact
International growth and market understanding
What works in one market rarely works the same way everywhere. International growth requires an understanding of differences in customers, cultures and commercial logic.
Typical situations
- The company wants to enter new markets, but lacks a structured approach
- The international setup works, but not as well as expected
- Working with international partners or suppliers is complex
- The market model has been copied directly from the home market without adaptation
What I contribute
- Practical experience from Denmark, Sweden, the Netherlands, Germany and the US
- Understanding of cultural and commercial differences across markets
- Go-to-market adaptation to local customers and sales logic
- Prioritization of which markets deliver the greatest impact first
Possible outcomes
- A clearer international commercial strategy
- More effective market adaptation and local execution
- A better understanding of what needs to be adjusted market by market
Questions and answers
Typical questions
A few questions I often get from owner-leaders, CEOs and commercial leaders.
When does it make sense to reach out?
When there is growth ambition, but too little clarity on which commercial choices will actually move the company forward. This can be relevant during strategy work, digital development, international expansion, organizational change or when leadership needs an external commercial perspective.
What do we get out of working together?
Typically, a sharper view of the situation, clearer priorities and concrete recommendations for what to do first. The output can be a commercial assessment, a prioritized action plan, leadership sparring or help turning strategy into execution.
Is this only for mid-sized companies?
No. I work with companies and organizations that need commercial clarity, stronger customer understanding and better alignment between strategy, marketing, sales and digital development. It is often relevant for mid-sized, owner-led and growth-oriented companies, but not limited to them.
Do you work with international markets?
Yes. I have worked with commercial development across markets, cultures and business models. This can be relevant when a company wants to enter new markets, or when the international setup is not creating the expected effect.
Is this advisory, interim or project-based?
It can be all three. Some collaborations start as sparring or a short assessment. Others become a specific project or an interim-like role when there is a need for more hands-on commercial leadership.
How does a typical collaboration start?
It starts with a short conversation about the situation, the ambition and the most important commercial challenges. From there, we assess whether there is a relevant fit and what type of work would create the most value.
How is this different from a classic consulting engagement?
The focus is less on large models and long reports, and more on clarity, prioritization and practical commercial impact. I work close to leadership decisions and the areas where customers, digital development and business need to connect better.
Collaboration
Ways of working together
Commercial diagnosis
Leadership sparring
Interim or fractional leadership
Workshops and prioritization sessions
Next step
Let's have an informal conversation
Tell me briefly about your situation, and let's see if there is a fit.
Let's talk