A practitioner of transformation, not just an advisor
16+ years moving between global consulting firms and the inside of the organizations actually doing the change. Strategy meets execution.
I have spent sixteen years on both sides of the table. The view is different.
Why I do this work - and how I came to it
From consulting to industry, and back
I started my career inside the global consulting firms – first PwC, then EY – working in their People & Change practices on transformation programs across financial services, pharma, and the public sector. The work taught me the discipline of structured change management. It also taught me what gets lost when you only see the work from the outside.
So I went inside. As Head of Change & Transformation at Danske Bank, I led the people side of change at the source – running programs from the inside of one of Scandinavia’s largest financial institutions. I learned how political the work really is. How long change actually takes. How easily the prettiest deck collapses when it meets the actual organization.
The cleanest change strategy in a slide deck rarely survives contact with the actual organization. The job is to design for that.
What I've learned about the people side
Most transformation programs fail not because the strategy is wrong, but because the people side is treated as a workstream to be managed rather than the actual substrate the strategy lives in. Communication plans are built. Trainings are delivered. Change networks are stood up. And nothing fundamentally shifts.
The work that actually moves organizations is harder and quieter. It is leadership team alignment that is real, not performed. It is stakeholder engagement that includes the people who can stop the program. It is capability development that sticks because it is built into the work, not added next to it.
I have come to believe the people side of transformation is the only side that matters in the end – because every other side runs through it.
The shorthand: Strategy is what an organization says. Culture is what it does. Transformation is the work of closing the distance between them – and that work is, fundamentally, people work.
Why I work independently now
The big firms taught me method. Industry taught me reality. Independence lets me bring both – without the overhead, the staffing model, or the pressure to upsell.
I work with leadership teams, project organizations, and HR functions on the engagements where the people side is the difference between programs that deliver and programs that don’t. Some are 6-week sprints. Some are 18-month embedded engagements. All of them are scoped against actual outcomes, not staff utilization.
Sixteen years, structured
Across consulting and industry
From global pharma to Danish public sector
Pharma, banking, insurance, government, services, consulting
Working across Europe, the Americas, and Asia
The path from consulting to advisor
Independent Change Management Consultant & Transformation Advisor
Working independently with leadership teams, project organizations, and HR functions on transformation initiatives where the people side is the difference between programs that deliver and programs that don’t. Sprint, embedded, and advisory engagements.
Head of Change & Transformation
Leading the people side of major transformation programs from inside one of Scandinavia’s largest financial institutions. Built and led internal change capability across the bank’s strategic initiatives.
Senior Manager, People Advisory Services
Senior delivery role in EY’s People Advisory Services practice. Led change management workstreams on major client transformation programs across financial services, pharma, and public sector.
Senior Consultant, People & Change
Consulting role in PwC’s People & Change practice. Delivered structured change management on large client transformations. Foundational training in the OCM discipline.
Change Manager
In-house change management role at Coor Service Management. First substantive exposure to operating model change at scale across distributed service operations.
Three ways the work shows up
Strategic clarity
The ability to translate ambiguous transformation intent into a structured change program with clear ownership, sequencing, and measurable outcomes. Born from the consulting discipline.
Operational realism
Knowing what actually happens between the steering committee deck and the front-line team. Born from running change programs from inside the organization, not from outside it.
Cultural fluency
The ability to work comfortably across hierarchies, sectors, and geographies – board rooms in Copenhagen, project teams in Madrid, training rooms in Singapore. Born from sixteen years of practice.
Academic background & certifications
Business, Language & Culture
Copenhagen Business School
International Business Administration
Copenhagen Business School
Prosci Change Practitioner (ADKAR)
The leading global change management methodology
Let's start a conversation
Whether you are scoping a new program or already mid-transformation.