About
Fifteen years in the room where it gets decided.
Management consulting, a Chief Product Officer seat in SaaS, a billion krona business line built young, and a decade spent obsessed with why good strategies die on the way to the floor.
My childhood home was my first thinking room. From about the age of seven I was expected to hold my own in the debates at the dinner table, which is a strange thing to ask of a child and the most useful thing anyone ever did for me.
It led me to political philosophy at university, where first principles thinking stopped being a technique and became a habit. I have never really turned it off since.
As a young intrapreneur I built a business line past the one billion krona mark in a few relentless years. Then management consulting, where I became obsessed with decoding strategy execution. Consulting has a hard ceiling though. It delivers one hour at a time. So we pivoted into SaaS, building a platform to scale execution beyond human limits, and I took the Chief Product Officer seat.
After a decade in the trenches of strategy execution I felt I had earned the right to write the manifesto. That became The Execution Revolution, which went on to win Best International Leadership Book at the 2025 BBA Awards.
In 2025 I founded GRAIL, an AI native management consultancy, and I run it from Marbella. Alongside it I invest in early stage founders through Grönstedt Invest, and I host ThinkRoom, where roughly a hundred conversations have taught me more than any strategy deck ever did.
"Systems explain performance, but humans create transcendence."
The sentence I keep coming back to
What I actually do
Find the thing that changes at the core.
Most advice about AI starts with the tools. I start somewhere else. Every industry has one or two things that structurally break when intelligence stops being scarce. For an engineering consultancy it is the billable hour. For vertical software it is who owns the data moat. For industrial B2B it is the commercial layer.
My job is to help a leadership team see their version of that clearly, early enough to do something about it. Then to make sure the decision survives contact with the organization, which is the part almost everyone underestimates.
Elsewhere
Where to find the rest of it.
Author
The Book
The Execution Revolution. Why most strategies fail, and the cure for slow execution.
Read →Essays and lenses
Thinking
The questions I bring into every room, and the lenses I use to read a business.
Explore →Building and backing
Ventures
GRAIL, Grönstedt Invest and ThinkRoom. Three vehicles, one thesis.
See them →