Copenhagen, Capital Region of Denmark, Denmark
C-level technology and product leader at the intersection of strategy, product and operations. Currently IT & Digital Chef at F.C. København and Parken. Previously interim General Manager of Boxer A/S, where I held P&L responsibility for 600M+ DKK in annual revenue and 100+ employees through a rebrand and integration into Norlys. My career has spanned telco (TDC, Norlys), pay-TV and streaming (YouSee, Lightbox, TV 2 PLAY), SaaS (9 Spokes, Fromtu) and sports — giving me pattern recognition across business models, from subscription economics to two-sided platforms to live entertainment. What I bring: strategic clarity, commercial judgment, and the ability to build high-performing teams that ship. Equally comfortable in the boardroom, in front of customers, and in a sprint review. Always happy to connect with interesting people working on hard problems in technology, media or sport.
I lead all technology across F.C. Copenhagen and Parken Stadium — spanning the commercial business, the men's first team, the women's team, the academy, office rentals, national team fixtures, and the concert and events business that runs alongside the football calendar. With a team of six covering IT support, infrastructure, project management, data engineering, development and business analysis, I'm responsible for the hardware, networks, systems, data and software that powers every part of the operation — from match-day reliability to commercial systems to the digital tools used by sporting and back-office staff. Since joining I've repositioned the function from a back-office service to an active business partner, opened up to closer collaboration across the club, and matured the fundamentals — support, incident management, and device and user management. I've led a full revamp of the data platform, replaced significant amounts of legacy technology, and am driving the adoption of AI across the organisation — both in software development and in everyday business use.
I led Norlys Digital's entry into mobile — an entirely new business line for the group, which had no existing presence in the market. Working with a team of three permanents and three consultants, I built the strategic and commercial foundation: negotiating network access with mobile operators, developing the business case, defining the product and go-to-market strategy, and documenting the IT architecture and delivery plan with external partners. The mandate was ultimately superseded when Norlys chose to accelerate into the mobile market through the acquisition of Telia Denmark rather than continue with an organic build.
I joined Boxer as Chief Digital Officer, leading Product Management, IT and Compliance across two teams of 15 FTEs, with a mandate to reposition the business from a legacy terrestrial pay-TV distributor to a streaming-first player. In May 2021 I took over as Interim General Manager of the full organisation — 100+ FTE and P&L responsibility for 600M+ DKK in annual revenue. Over the following six months I ran the rebrand and complete operational integration of Boxer into Norlys: a full merger of operations and the retirement of the Boxer brand into the parent group.
I led the Digital Product Management team at TV 2, owning product strategy and execution across TV 2 PLAY (500k subscribers and growing rapidly), tv2.dk (1M daily visitors), the mobile apps and all other digital platforms. This was the period in which streaming became the core of TV 2's business — no longer a complement to traditional distribution and advertising, but the central commercial engine going forward. Getting product right on PLAY was pivotal to the company's future, and my six direct reports owned the roadmaps and prioritisation that shaped it across our scaled agile setup. I matured the agile operating model and built out the stakeholder engagement processes that anchored roadmaps to executive buy-in — ensuring product strategy was visible, understood and supported at the top of the organisation. I also rebuilt and expanded the team I inherited, shifting it toward a stronger product mindset and away from a more traditional delivery orientation.
I worked with a range of clients across media, venture and the non-profit sector — including TV 2, Prehype and Barn i Trivsel — on digital strategy, workshop facilitation and hands-on digital development, including building web applications. The engagements spanned strategic advisory for established organisations and product and build work for earlier-stage ventures, drawing on both my product leadership background and a practical ability to deliver.
I served as CPO for Fromtu, a digital trading platform set up as a corporate-backed startup by A.P. Møller Mærsk. I built the product delivery team from scratch — a product manager, designer, digital marketing lead and three developers — and worked alongside the CEO and CCO on establishing market fit and customer value. We assembled an effective agile delivery team and rapidly prototyped multiple SaaS product concepts during my time there. The venture struggled to find traction and ultimately did not survive. I left the business in March 2018, and it was wound down shortly afterwards.
I joined 9 Spokes as the company was scaling from an early-stage fintech with a handful of developers to a 30+ engineering organisation spanning data, integration and frontend. I recruited and managed a team of four product managers and business analysts who owned the roadmaps and acted as product owners inside the development teams. During my tenure we delivered the white-label implementation of the 9 Spokes platform for Barclays UK's business banking customers, hitting an aggressive timeline against a high-profile flagship client. In parallel, I led the product side of replatforming 9 Spokes from a custom build to a productised multi-tenant SaaS setup — prioritising the work and defining the multi-tenancy requirements that would let the platform scale to multiple bank deployments. I left in early 2017 to relocate back to Denmark.