Stockholm, Stockholm County, Sweden
I’m a global growth and brand leader with nearly 20 years of international experience across retail, brand and customer experience. I’m passionate about defining vision and strategy, then turning them into meaningful action — driving growth, relevance and long-term impact. Known for purposefully challenging the status quo and bridging strategy with execution, I thrive in fast-changing environments where curiosity, creativity and performance meet. As a leader, I set high expectations and drive measurable results — always with people and purpose at the center. Energized by development over maintenance, I’m driven by building, evolving and shaping organizations to be ready for today and tomorrow. Speaker and advisor on growth, leadership and the future of brand, retail and customer experience. Currently exploring new opportunities to create impact — through strategic leadership, advisory or collaboration with organizations driving growth and transformation.
Led the global strategy, development and execution of H&M’s store formats and retail experience across 78 markets, shaping commercial performance, portfolio development and investment priorities at scale. Defined the global store format strategy and initiated H&M’s first data-driven portfolio segmentation model, establishing a structured foundation for how stores are positioned, invested in and operated across markets. Developed strategic store formats linking customer profile, location, assortment strategy, investment levels and operating model — enabling more targeted allocation of assortment, capital and costs to drive revenue, profitability and brand strength. Drove a shift from design-led store concepts to a holistic, commercially driven approach, integrating assortment, customer experience, operations, space management and technology to strengthen commercial performance. Defined strategic principles and decision frameworks for deploying concepts and commercial initiatives across the store portfolio, enabling informed decisions on where and how to invest and scale. Selected results: • Established H&M’s first global, data-driven portfolio segmentation model, enabling differentiated investment, cost structures and operational priorities across ~3,800 stores in 78 markets. • Defined and implemented a new store format strategy, enabling more targeted assortment, investment levels and operating models based on customer, location and commercial potential. • Drove the transformation from design-led store concepts to a commercially driven retail model, strengthening alignment between assortment, experience and operations and improving scalability and performance. • Led 30–50 flagship and test-store projects annually, ensuring successful testing, validation and scaling of new concepts across global markets. • Strengthened cross-functional decision-making and alignment across functions and markets, improving speed, clarity and impact in global execution.
Held strategic and functional ownership of the retail channel (excluding store operations), with end-to-end responsibility for brand and customer experience, commercial execution and in-store performance across 230 stores in five markets. Owned store format and concept end-to-end, spanning both strategic development and ongoing management of the retail environment. Ensured effective execution of assortment, commercial calendar and store readiness across the network through structured guidelines, communication and follow-up. Accountable for CAPEX and OPEX across the existing store portfolio, including investment prioritisation, maintenance and commercial activation, ensuring financial discipline, cost control and continuous follow-up of both store development and running costs. Led the transformation of the retail experience organisation into a centralised Centre of Excellence, redefining ways of working and strengthening ownership, governance and cross-functional execution across markets. Member of the Marketing/Growth leadership team and cross-functional forums, contributing to company-wide prioritisation and alignment of strategic initiatives. Selected results: • Defined and launched a new holistic retail concept and format strategy, establishing a scalable and commercially driven framework connecting brand, product and customer experience. • Optimised commercial calendar activation — including sales messaging, price communication and design — through A/B testing across channels, improving conversion and commercial impact. • Strengthened cost control and investment effectiveness through structured governance and prioritisation of CAPEX and OPEX based on business impact and ROI. • Reviewed and restructured the supplier base through strategic sourcing and supplier selection, improving quality, reducing costs and increasing operational efficiency.
Defined the core purpose and role of Clas Ohlson’s the retail space and store portfolio asset, answering where, what and to whom as well as the overarching customer experience.
Held end-to-end responsibility for client engagements, from new business development and commercial negotiations to delivery of complex strategy and transformation projects. Advised C-suite executives across retail and consumer sectors on commercial strategy, portfolio direction and customer experience, translating business ambitions into clear priorities, operating models and actionable roadmaps. Led cross-functional initiatives spanning portfolio and assortment strategy, retail formats and communication, aligning brand, offering and execution to improve commercial performance. Strengthened decision-making through structured insights, prioritisation frameworks and scalable tools, enabling more focused execution and measurable business impact. Selected impact • Developed data-driven portfolio and retail strategies for clients including Clas Ohlson and Verkkokauppa, setting commercial direction and improving investment prioritisation. • Led full brand and commercial repositioning of Freebo, aligning brand, product and customer experience to enable growth and clearer differentiation. • Enabled stronger executive decision-making by introducing structured insight frameworks and prioritisation models, improving clarity, focus and execution across key initiatives.
Member of the management team with responsibility for commercial performance, business development and strategic delivery. Held shared P&L accountability, driving revenue growth, profitability and transforming and scaling the business through more structured commercial and operating models. Led end-to-end client engagements, from new business acquisition and contract negotiation to delivery of complex transformation programmes. Directed cross-disciplinary teams across strategy, design and client services, translating brand and commercial ambition into customer offerings — spanning brand identity, portfolio and assortment logic, retail concepts and commercial solutions. Selected impact • Increased agency turnover by +239% with 20% profitability through revised pricing models, structured sales processes and strengthened commercial governance. • Directed complex, multi-disciplinary strategic initiatives for senior clients, developing brand and portfolio strategies, assortment and offer development, and commercial concepts and formats — across both end-to-end programmes and targeted initiatives — to strengthen positioning, improve performance and enable growth, with end-to-end accountability for delivery and commercial outcome. • Led development of commercial and brand strategies for urban districts and commercial real estate portfolios, including positioning, tenant mix strategies, customer offerings and F&B concepts, alongside identity and concept development, strengthening customer relevance and commercial performance. • Transformed and professionalised the consulting delivery model, redesigning pricing, engagement models and operating processes — improving client value, utilisation, margin discipline, scalability and delivery consistency. • Led new business acquisition and senior commercial negotiations, securing key accounts and long-term partnerships that improved revenue predictability and margin quality.
Led insight-driven commercial and growth strategies across retail, FMCG, finance and public sectors, aligning customer, communication and commercial priorities to drive measurable market growth. Held senior client responsibility, advising on growth strategy, brand positioning and investment decisions, and translating insights into clear strategic direction and actionable plans. Played a key role in building and scaling the Strategy & Insight capability across seven companies and 260+ employees, introducing structured planning processes and strengthening data-driven decision-making and strategic competence. Selected impact • Directed integrated growth, brand and communication strategies for clients including Arla, Reitan Servicehandel (7-Eleven), Svenska Spel, Försvarsmakten, Din Sko and Nycomed, delivering measurable business impact. • Scaled and led the Strategy & Insight capability across multiple organisations, implementing global planning processes and strengthening strategic and analytical capabilities at scale. • Contributed to major client wins and long-term partnerships through structured commercial advisory and cross-functional collaboration.