Lund, Skåne County, Sweden
Somewhere between a good idea and actual results, things get complicated. That gap is where I work. My background is unusual. Performing arts, audiovisual production, over two decades across Germany, France and Sweden. That range is not decorative. It shapes how I read a room, a team, a situation. I work with leaders, teams and organisations, mostly when something isn't moving and nobody's quite sure why. Currently three and a half years into an embedded engagement at a global manufacturer, still finding new problems worth solving - the latest being an AI agent that cut team documentation from hours to minutes. That combination - the human side and the system side - is what I bring.
Continuing my engagement at Tetra Pak D&T: coaching teams and leaders across product development and R&D. Individual leadership coaching, team development and organisational facilitation across a complex, multinational structure. Also built an AI agent now used across the teams for management summaries, presentations and onboarding - cutting workflows from hours to minutes.
Supporting cross-functional teams and leaders at Tetra Pak in finding better ways to work together, deliver value and keep improving. In practice that means facilitating retrospectives and planning sessions, coaching individuals through the moments where the most growth tends to happen, making space for the questions that often get skipped and staying curious when others have moved on. Complex, multinational, fast-moving. Exactly where this kind of work matters most.
Coaching dancers, choreographers and filmmakers at the crossroads of craft and career. Some knew exactly where they wanted to go but had never been given permission to believe they could get there. Years of auditions, rejections and the particular kind of feedback the performing arts specialises in can do that to a person. Others came with a different kind of stuck. A negotiation they didn't know how to handle. A room full of stakeholders they didn't know how to read. Most of them didn't need more skills. They just needed to reconnect with what they already had and trust themselves to use it.
Teaching Strategic CSR and Intercultural Management at Master and Bachelor level. The CSR module covered strategic materiality, stakeholder alignment and the organisational change work that makes sustainability commitments real - not compliance frameworks. The intercultural sessions were often the most revealing. Many students arrived knowing the frameworks: the generalisations, the lists of how different nationalities tend to behave. What surprised them was being asked to look inward instead. Not what the other person is doing differently, but how you come across. What feels unfamiliar to you and why. How to stay curious when things feel off rather than defaulting to a label. That shift, from learning about others to understanding yourself in relation to others, tends to change how people show up. In a classroom and beyond.
Coaching leaders and organisations through change - where the strategy exists but the people, culture and capacity still need to catch up with it. Including work with Ballet National de Marseille on organisational transformation and leadership alignment.