07/03/2026 updated
100 % available
Director, AI Practice & Product
Stockholm, Sweden
Worldwide
Masters Social ScienceAbout me
Swedish business leader with 15+ years building Products, scaling AI Practice and delivering large scale digital transformations across EMEA and APAC in Airlines, Insuretech, Legal, Telecom, Automotive.
Scrum MasterProduct OwnerInnovationAgile LeadershipDisciplined Agile DeliveryProduct Lifecycle ManagementManagement EffectivenessProduct Information ManagementTransition ManagementProduct OwnershipProduct StrategiesKanban
Product, delivery and transformation leader with 16+ years building and scaling enterprise AI products and leading large-scale change programmes across EMEA and APAC.
At PwC, I built the AI practice in Singapore and Hong Kong from inception and scaled it to ~$10M ARR with a team of 30+ — with full P&L ownership, go-to-market strategy and a product-led delivery model. This included AgentOS, an AI-agent platform adopted by 4,000+ professionals across Legal, M&A, Tax and Financial Services; one core capability cut M&A research time by ~70%.
Through my independent practice, Aurora Nordic, I take on interim and contract mandates. Most recently:
- Phoenix Contact (€3bn+ industrial group): led a sales transformation across seven markets (UK, Ireland, Nordics, Baltics), redesigning the sales operating model and reorganising the business into four customer-facing units; identified multi-million-euro cost and margin opportunities and pitched a nine-month AI sales pilot to the global Sales Board.
- Vorwerk/Thermomix: Product Owner for a GenAI pipeline in a smart-device ecosystem serving 6M+ subscribers; lifted pipeline accuracy to 92.5%, built a custom LLM-as-a-Judge framework and production-grade release governance with safety and cost controls.
Earlier product and delivery leadership:
- Emirates Skywards (Concentrix): scaled the loyalty app to 1M+ users in 90 days and +37% redemptions across EMEA; also launched an AI customer-service chatbot for IBM that cut resolution time by 40%.
- Electronic Arts (Battlefield, 30M+ players): Producer for live-service and multiplayer; co-created and scaled Battlefield Premium (12M+ subscriptions).
Core competencies: AI commercialisation and strategy, GenAI product strategy, enterprise transformation programmes, programme and project leadership, end-to-end product lifecycle, C-level and stakeholder management, AI governance (incl. EU AI Act), alliance/partner management, and agile, product-led delivery.
Recognition and mandates: Independent Expert (AI) to the European Commission (since 2025); winner of the 2025 SAP Innovation Award for an ESG/CSRD reporting platform.
Languages: Swedish and English (native), German (full professional), Mandarin (HSK3), Portuguese (conversational).
Experience
Professional experience0 - 5 years
Freelancer since2024
Languages
GermanFluentEnglishNative speakerPortugueseFluentSwedishNative speaker
Project history
Phoenix Contact (€3.3bn) ran sales at a cost ratio ~4pp above peers — roughly €130m p.a. of excess distribution spend. The PxC 2030 programme set a new Target Operating Model to reach a 13% sales-cost ratio by 2030: three Business Areas consolidated into four Core Businesses, served through three functional sales channels, with a three-stage sales logic and decision power shifted from HQ to eleven regions.
As regional expert for North Europe (Region 6 — Denmark, Sweden, Finland, Norway, UK, Ireland, Baltics; ~€219m net sales, 293.75 FTE across 7 legal entities), I owned the operating-model detailing from onboarding through Gate 2.
I built the single source of truth — a master Transfer Matrix consolidating all 293.75 FTE, reconciling People Hub, finance and country files and surfacing material discrepancies before they reached board reporting. He designed the country operating models, owned the regional initiative book (every measure tied to named roles and a quantified FTE/EBIT effect), corrected scope-bundling that distorted cross-regional benchmarking, produced all Gate 2 deliverables in the client's house format, and ran weekly steering across seven General Managers.
Both hard gates were met on time — targets per legal entity (31 Mar) and full cost-centre mapping (31 May). The region moved from fragmented, data-poor to fully mapped and gate-ready, positioned to deliver its share of the €130m efficiency goal with an AI roadmap already drawn.
The Challenge:
A global appliance enterprise sought to let users import free-text web recipes and convert them into machine-readable code for its smart cooking device. Generative AI models, however, struggle with physical constraints. LLM hallucinations regarding volume limits risked hardware damage. The MVP suffered from conflicting logic, high failure rates, and manual testing bottlenecks.
The Strategy:
To transition the MVP into a safe enterprise asset, I directed the architecture of a highly constrained software pipeline:
"16 Chambers" Safety Framework: Replaced probabilistic AI decisions with deterministic Python overrides to enforce strict safety boundaries and physical limits.
"LLM-as-a-Judge": Eliminated manual testing bottlenecks by designing a custom LLM-as-a-Judge evaluation framework to automatically audit the primary AI’s output.
Production Governance: Established production-grade release governance, cross-ecosystem user telemetry, and API quota gateways to control cloud execution costs.
The Result:
92.5% Accuracy: Improved pipeline accuracy to an industry-leading 92.5% for critical hardware integration testing.
Hardware Integration: Passed physical "Bunker Tests," achieving mandatory ≥3-star ratings for complex categories like baking.
Early Access Launch: Successfully graduated the stabilized product into a live Early Access launch, safely unlocking personalized digital content for millions of users.
Programme-directed a year-long transformation for Tencent's Southeast Asian operations, structured across four delivery gates, acting as the single point of executive ownership from initial sale through to handover — client relationship, delivery strategy, team, and P&L. Reframed the client's original request for a unified reporting dashboard into a broader decision-intelligence mandate, after diagnosing that the real problem was an inability to act on data in real time, not a shortage of reports.
Led a 12-person cross-functional team across the full programme: a governed data foundation, a natural-language interface that let non-technical managers query large datasets directly, and an agentic workflow for real-time intervention on high-risk customer behaviour. Ran the regular steering committee with Tencent's senior leadership, managed escalations, and reallocated resources mid-programme to protect a critical delivery gate.
Delivered measurable client impact — double-digit gains in upsell conversion, a meaningful reduction in fraud-related losses, and a sharp compression of the reporting cycle — while building lasting internal capability by training 40+ of the client's own staff. Estimated client outcome: over $10M in new annual recurring revenue.