Turning portfolio complexity into decision clarity.

I run portfolio governance, programmes and PMOs in organisations where too many initiatives chase too few people. The work sits between strategy and delivery: governance design, prioritisation, stage gates, and reporting honest enough to keep steering committees out of surprises.

I have done it at Nordea, IBM, SEB, Q8 Danmark, OKQ8 and Diners Club International. The last one no longer exists in the Nordics. That wasn't my fault.

AI, vibe coding and automation take up most of my spare bandwidth. I build agentic automations and small applications, mostly aimed at PMO and governance work, so the office spends its time on judgement rather than slide production. Some of it just makes my own life easier.

This is my playground: things I build, thoughts along the way, and the occasional opinion.