I'm the co-founder of We Are Movement and have spent more than fifteen years working with organizational development, leadership, and product development in large Nordic companies and public-sector organizations. I help organizations collaborate better, create clearer accountability, and make change work in practice. To me, that is also a way of contributing to a society people can trust.
About
What drives me is, at heart, a desire to contribute to a better society. For me, that does not begin with grand declarations, but with something more concrete: organizations that function better, people who can collaborate more wisely, and institutions that are actually capable of doing what they exist to do.
When agencies, companies, and other institutions fail to organize themselves well, the consequences reach far beyond conference rooms and strategy documents. Decisions slow down, responsibility becomes blurred, and people lose confidence. When this happens in the public sector, the cost is even greater, because trust in society is shaped in part by whether its institutions work in practice.
I'm the co-founder of We Are Movement and have spent more than fifteen years working with large Nordic companies and public-sector organizations, both as an advisor and in hands-on roles with responsibility for technology, teams, and ways of working. What I try to contribute is not primarily more models or management language, but better collaboration, clearer accountability, and a shorter path from decision to real-world effect.
Alongside my main work, I'm the co-founder of Banned Books & Co, a bookshop in Knivsta, Sweden, that specializes in literature that has been censored, banned, or challenged throughout history. That may seem like a different world, but to me the connection is direct. A democratic society needs not only the freedom to think, read, and speak openly. It also needs institutions that are worthy of people's trust.
That is why I see organizational development as something larger than an internal improvement exercise. When people and organizations get better at collaborating, taking responsibility, and delivering what they promise, the society they are part of becomes stronger too.
Writing
A reflection ahead of opening Banned Books & Co on March 21, 2026, and why banned literature still matters.
Why an open democratic society must also be able to deliver in practice, and why organizational capability is part of democratic trust.
How SAFe and agile principles apply to hardware development, and why it demands a different kind of patience.
Lean, Agile, and DevOps meet manufacturing. On the paradigm shift toward shorter product introduction times.
On why the architect role is one of the most underestimated in practical SAFe implementation.
What agile transformation and freedom of speech have in common, and why I work with both.
On DevOps, platform thinking, and what it means to lead technical teams in large organizations.
On accelerating value delivery through built-in quality practices, and why the cost of change doesn't have to grow.
On hosting Joe Justice for an interview and Q&A about Tesla's agile practices, with Gothenburg's automotive elite in the room.
On transforming unsuccessful initiatives into products centered on real user needs.
A conversation with SAFe Fellow Marc Rix on what changed in SAFe 5.1 for DevOps and architecture.
Three practical strategies: focus on lead time, invest in craftsmanship, and integrate continuously.
On the evolving role of architects when organizations scale agile beyond individual teams.
A conversation with Marc Rix from Scaled Agile on DevOps, value streams, and enterprise transformation.
Six book recommendations on DevOps — from novels to evidence-based research.
A walkthrough of the SAFe DevOps course: value stream mapping, flow efficiency, and where theory meets practice.
Does DevOps only work for startups? On how large organizations with legacy systems can benefit from the same principles.
On how easy it is to misinterpret scaling frameworks, and the difference between following a model and understanding one.
How Kubernetes solves the interface between agile teams and operations, and why it changes the game.
On individual accountability in a culture that emphasizes the team. Where do you draw the line?
Contact
Want to talk about organizations, leadership, books, or something else entirely? Get in touch.