I translate business strategy into architecture that holds up at enterprise scale, and tie every technology decision to a real capability gap and a measurable outcome.
A TOGAF-certified enterprise architect based in Helsingborg, Sweden. I advise CIOs and senior leadership on where technology should go next, and I govern how it gets there, for organisations across North America, Europe, South-East Asia, Australia and India.
My depth sits in three domains that increasingly depend on each other: the digital workplace where people work, the identity layer that decides what they can reach, and the agentic AI that is starting to act on their behalf.
I started on a support desk in 2007. Nearly two decades later, I still design as someone who knows what breaks in production.
Seven steps, one loop. What we measure at the end feeds the next round of strategy.
Start from validated business demand, not technology trends.
Map capabilities, find the gaps and the duplication across work streams.
Target states and roadmaps that are technology-agnostic first.
Plan how capabilities are adopted, so they deliver the intended outcome.
Measure what people actually feel, with XLAs, sentiment and telemetry.
Principles, standards, decision records and an architecture forum that every change passes through.
Close the loop: what we measure feeds the next round of strategy.
Enterprise architecture sits at the centre. Each domain is where I go deepest.
End-user computing, devices, collaboration and employee experience, architected as one system rather than four towers.
Identity as the control plane of the enterprise: who can reach what, from which device, and why.
Moving the question from “which AI tool?” to “which agent may act, on what, and under whose authority?”
Every capability I work on, how they connect, and the work that proves them. Hover or tap a node.
Gold lines show where capabilities depend on each other across domains. Case studies light up the capabilities they prove.
Technology decisions were disconnected from validated business demand; architecture followed trends rather than need.
Built a structured business-to-technology alignment practice that turns evolving business requirements directly into capability roadmaps.
The engagement model moved from reactive IT delivery to proactive partnership, with roadmaps co-authored and measured against business KPIs.
Friction in coworkers' digital experience went unseen until it became a service failure. There was no objective, correlated view.
Founded the Experience Management Office from the ground up: governance, a measurement framework, and one analytics view correlating sentiment, telemetry and service health.
The organisation shifted from reacting to incidents to preventing them, with reductions in ticket volume, support cost and unplanned downtime.
AI tools and agents were multiplying faster than the rules for which one should be used, by whom, and with what authority.
Shaping a framework that places the right AI tool on each use case, and a tiered governance model for agents with a clear path from personal experiment to production.
A way to say yes to AI faster, with risk proportionate to what each agent is allowed to do.
Digital workplace and identity data was scattered and non-reusable, with no maturity path and no way to forecast trends or cost.
Introduced data products as a formal architectural concept in the domain for the first time: a maturity roadmap, a reusable platform pattern and an XLA calculation method.
IKEA IT AB
Fragmented, infrastructure-heavy device management across office, remote and retail estates was limiting scale and raising cost.
Defined a One Device strategy with cloud-native unified client management and a cloud-ready device standard, replacing legacy on-premises configuration management.
IKEA IT AB
A large on-premises directory carried privileged-access risk and held the organisation back from a Zero Trust model.
Introduced an administrative tiering model, secured the on-premises directory and began reducing its footprint in favour of cloud identity and conditional access.
Alstom Transport
Alstom had to stand up its own IT, identity and tenant after separating from GE, without disrupting the business.
Part of the switch programme that designed, deployed and transitioned identity, workplace and infrastructure services to Alstom's own tenant.
Alstom Transport
The workplace was organised around applications, so people had to know which tool, portal or team could solve their problem.
Shaping a target model where a coworker states their intent once, an approved front door routes it, and governed domain agents deliver the outcome.
IKEA IT AB
Every role left something behind that still runs. Scroll through the highlights.
I'm always glad to talk about enterprise architecture, identity, agentic AI and how work will change.
