Twenty years of shipping
the real thing.

A flagship global account that needed to ship live digital products and broadcast technology in-market, not creative concepts that died in a deck.

Led the Google Sweden account and grew it 350%. Ran Google Hangouts Live broadcast technology hands-on, the only team delivering it in Sweden at the time, alongside the strategy and product work behind the account.

A tripled account and live broadcast tech in production. Strategy, tech and product carried together by one lead.

A global FMCG brand needed a loyalty platform that actually ran, with recurring engagement, real users and real data, not a campaign microsite.

Built the Gevalia loyalty platform end to end: the product thinking, the architecture and the experience. A production system holding real members, not a one-off activation. It launched and it worked.

A live loyalty platform for one of the world's largest brands, owned across product and tech, built to hold real members, not run as a campaign.

P&G wanted to reach households inside daily routine, not interrupt it with advertising. A product people would actually use, with the brand woven in naturally.

Shaped a chores and household-management app concept: the product proposition, how families would use it day to day, and where the brand lived inside the experience rather than on top of it. Concept and product design, made to be built.

A product-led brand concept for a global FMCG leader. Proof the range runs from packaging to platforms to product ideas.

Olympics-scale moments demanded real-time digital platforms that stay up, stay fast, and update live under heavy, spiky traffic.

Delivered Panasonic real-time Olympics platforms: products built for live data and burst load, where the architecture has to hold at the exact moment everyone shows up at once.

Real-time platforms shipped for a global brand at event scale, the kind of load most demos never face.

A confectionery business that needed a portfolio with real shelf presence: distinct brands, distinct products, distinct packaging, not one me-too line competing on price.

Thirteen brands and 80+ products, end to end: brand positioning, packaging design, and the go-to-market behind each one. Product strategy, design craft and commercial execution in a single mandate.

A differentiated portfolio that scaled the company hard. The revenue (167%) was the consequence, not the headline.

A multi-brand operator running on disconnected tools, with no shared platform and no operational intelligence. Then COVID hit and the model had to change overnight.

Built, across three executive hats (CTO, CIO, CMO): a multi-tenant operations platform plus an AI operational-intelligence layer. A cost-calculation system took pricing iterations from roughly 2 weeks of full-time work down to about 45 minutes, enough to reprice monthly instead of 2 to 3 times a year (a potential ~24 weeks of work saved annually). An inventory system turned a full-day job for 5 to 6 people into a couple of spread-out hours (~360h saved per year). And around 7 to 8 months into COVID I took over and re-did the entire digital flow plus the marketing.

+500% revenue on home delivery and takeaway within weeks of the COVID pivot. The systems shipped and proved enormous time savings: weeks of pricing work down to minutes, and a full day of inventory work down to a couple of hours.

Blue-chip clients needed work that connected visual and system craft to business strategy: brand and product that differentiates, plus the technical and process backbone to deliver it.

Ran my own studio across two stints over many years. Beyond branding, UX and packaging: system design, system concepts and system architecture, development project management, and digital due diligence, for clients including Absolut and Ubisoft.

A decade-plus of brand, product and system work for demanding clients. The design and architecture root everything since is built on.