OXIME
PARTNERS
Proof · 25 years, the LEGO Group, 2001–2026
Built once, still running years later: that was the test, every time. Seven leadership roles, six functions built from scratch, run with the budgets carried, the targets beaten and the systems handed over.
What held after I left
Infrastructure across ~80 marketers, delivering 300M DKK of incremental revenue in year one. The formal programme was later killed in a restructure. The capability survived it: still running across 20+ markets, three years on.
The programme died. The know-how lived. That is what success looks like.
A broken digital platform turned into a brand-owned content channel: 40M+ monthly users, sustained gains in NPS and conversion, built piece by piece over three years, with a team rebuilt from dysfunction.
Principles specific enough to guide decisions in brand, product, packaging and retail. Training would have created 500 people who understood sustainability. Infrastructure created a company that makes good sustainability decisions, including people who joined years later.
Eight problems I have solved before
Eight topics, and every one of them real work I was on the hook for.
Brand strategy and measurement · A new way of working
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. Together with consumer sales they became the company scorecard that governed priorities and bonuses.
Brand experience and touchpoints · A new capability
The problem. A strong product, and no mastery of what the brand looks and feels like at the touchpoints where customers actually 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.
Customer insight and understanding · A new capability
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.
Sustainability and brand change · A bounded problem
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.
Marketing effectiveness · A new way of working
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. 300M DKK of incremental revenue in year one, and still running across 20+ markets three years after I handed it over.
Content and communication · A new capability
The problem. A product catalogue on the web, with communication built around products and pieces rather than the life the brand belongs to.
What I built. The content marketing setup, structure, team and rhythm, that moved the brand from product pushes to content and lifestyle.
Operating model and ways of working · A new way of working
The problem. Rapid growth into a complex landscape of channels, platforms and stakeholders, with brand and performance priorities competing everywhere.
What I built. An operating model with two engines, campaigns to promote the priorities and an always-on engine to keep audiences engaged between them, plus the milestones and decision points that make it run.
Culture and leadership · A new way of working
The problem. A genuine ambition for a more diverse, culturally aware company, without D&I washing or quota theatre.
What I built. Leadership development plus reverse mentoring, where junior employees mentor senior leaders, so awareness is built into how the company leads.
Three of these carry hard numbers. All eight carry the same signature: built to hold.
If your last reinvention didn’t pass the departure test, the next one can be built differently.