- The problem
- New tactics everywhere, and no way to know which ones perform or how to scale the ones that do.
- What I built
- A shared standard for what an experiment is and how it is measured, a learning agenda and teams set free to test, learn and scale what works.
- What still runs
- 300M DKK of incremental revenue in year one, run by eighty marketers across more than twenty markets and still running three years on without me.
- The problem
- The brand stood for something, and there was no agreed way to measure whether the company was delivering on it.
- What I built
- Four promises with the CEO, play, partner, planet and people, each with its headline KPI. With consumer sales they became the scorecard the company steered by.
- What still runs
- The business stopped arguing about what mattered. Sales grew without costing consumer love, employee engagement, sustainability impact or partner commitment, and the framework outlived the leaders who agreed it.
3 · Operating model for consumer engagement · A new way of working
The owned and earned operating model
- The problem
- A consumer engagement function grown fast across channels and audiences, funded programme by programme, with no shared answer to how it wins, prioritises and decides.
- What I built
- The operating model in one place: two engines, campaigns for the priorities and always-on between them, with the stage gates that run them and who decides at each.
- What still runs
- Brand and performance stopped competing for the same money. Owned and earned became the biggest drivers of brand meaningfulness and difference, and every part has an owner who is not me.
4 · Brand experience and touchpoints · A new capability
The experience design function
- The problem
- A strong product, and no mastery of what the brand looks and feels like at the touchpoints where customers meet it.
- What I built
- The experience design function: the standards, the team and the ways of working that make every touchpoint feel like the brand.
- What still runs
- Every touchpoint designed to a coherent brand standard, with the capability embedded in each team.
5 · Content and communication · A new capability
From products to content marketing
- The problem
- A product catalogue on the web, with communication built around products and pieces.
- What I built
- The content marketing setup, structure, team and rhythm, that moved the brand from product pushes to content and lifestyle.
- What still runs
- Content that builds the brand and drives performance from the same assets, made once and transcreated across owned and earned channels.
- The problem
- A global social media team asked to review finished work it had no say in shaping: accountability without authority.
- What I built
- The operating model that moves social upstream: in the room when the brief is written, owning the channel strategy, with the decision rights spelled out.
- What still runs
- Accountability and authority in the same place, so the brand speaks as one brand wherever it is met.
7 · Customer insight and understanding · A new capability
Ethnographic customer insight
- The problem
- An insights function skewed to competitor intelligence and market performance, with little deep understanding of the customers themselves.
- What I built
- Ethnographic research capability inside the team, wired into ways of working that feed product innovation directly.
- What still runs
- Product decisions made on what customers were seen doing and needed but never said. New products came out of it, and the team still runs the research.
8 · Sustainability and brand change · A bounded problem
Sustainability as brand change
- The problem
- Real sustainability commitments and targets, and no credible way to position the change with the customer base.
- What I built
- A communication strategy built on co-creation, with the brand’s lead users enlisted as ambassadors for the change.
- What still runs
- A change the brand’s own community advocated, so the company never had to defend it alone.
- The problem
- Apps launched market by market and team by team: a fragmented presence in the stores, quality spread thin and consumers unsure which one was the brand.
- What I built
- The principles for when an experience earns its own app, the standards every app must meet and an annual portfolio review that decides what stays.
- What still runs
- Fewer apps, each with a reason to exist and a standard to meet, and a yearly review that still decides which ones stay.
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