Client Stories

One of the world's largest furniture retailers was losing competitive ground and needed a new product to recapture market share. They had years of consumer and financial data but no one had translated it into a clear product opportunity. Internal teams were siloed, and there was no unified product vision or go-to-market strategy.

I started by analyzing their consumer and financial data to find the gap competitors were missing. From there, I worked with cross-functional teams to define a product vision, prioritize features using OKRs, and build a roadmap everyone could rally behind. I coordinated design, engineering, and marketing through iterative sprints, conducted user interviews to validate assumptions early, and developed the go-to-market plan. I also built a customer insight reporting system so the team could keep learning after launch.

Mozilla Foundation was running multiple AI-focused initiatives across industry, academia, and government partners — but there was no single source of truth. Projects overlapped, priorities conflicted, and there was no way to measure impact across the AI360 portfolio. The team needed someone to bring order, build systems, and create a roadmap that all stakeholders could follow.

I began with a full AI inventory — mapping every initiative, tool, and database across the organization. From there, I created efficient data flows so teams could actually collaborate without duplication. I designed and shipped the AI Collective Roadmap with cross-portfolio milestones and clear ownership. I organized public events and built partnerships with external stakeholders from industry, academia, and government. I also oversaw budget expenditures across projects and developed systems to track and evaluate program impact.

SAP's Co-Innovation Lab in Palo Alto had accumulated a decade of project data across pipelines, partnerships, and innovation experiments — but nobody had ever made sense of it all. The data sat in different systems, in different formats, telling no story. Leadership knew there were insights buried in there but had no capacity to extract them. They also needed to justify the lab's impact and find the next big opportunity.

I extracted project data from SAP pipelines and integrated it with project fishtank data, cleaning and structuring a decade's worth of information. I then designed an infographic that visualized 10 years of co-innovation achievements — which became a key communication tool for the lab. I also created podcasts and animated videos to tell the value proposition story through effective storytelling. Meanwhile, I initiated independent market research that revealed a clear gap for a new product. I wrote the proposal and presented it to the executive board, who approved it. I then developed go-to-market plans and launched a portfolio of networking projects that are now integral to SAP Cloud Operations.

Doktor.se was a digital healthcare platform in Sweden that needed to grow fast — more website traffic, more patients signing up, more revenue. But the marketing budget was tight, so every krona spent had to deliver measurable returns. Previous campaigns had been scattered with no clear strategy or performance tracking.

I started by auditing all existing marketing channels to find where the highest ROI opportunities were hiding. Then I ran systematic A/B tests across SEO, social media, and paid channels to find what actually worked. Once I identified the winners — paid search, display advertising, and retargeting — I scaled those aggressively while cutting underperformers. I also built an email marketing and lead generation engine to acquire and retain customers over time, creating a sustainable growth loop rather than one-off campaigns.

BetaO was a Stockholm-based startup that needed to accelerate product-market fit. Customer engagement was flat, revenue growth was stalling, and the engineering team was shipping features without clear strategic direction. There was no unified product vision, no milestone framework to measure progress, and marketing was disconnected from the product roadmap.

I led the development of a clear product vision and strategy for the entire portfolio. I defined product requirements and worked closely with engineering to deliver high-quality products on time and within budget — which immediately improved customer satisfaction. I established concrete milestone criteria within the roadmap so the team could measure progress objectively. I also conceptualized and deployed enhanced product features specifically optimized for marketing, creating a tighter loop between what we built and how we grew. Comprehensive product documentation kept internal teams aligned on upcoming features.