From the application to the boardroom.

I trained twice as an engineer, first in computing and then in mechatronics, and spent the next two decades where complicated engineering products meet the reality of being used. Eleven of those years were at Danfoss, in power electronics, moving from application engineering through project management and R&D to global responsibility for market quality. In the application years I was the global expert support for electric and permanent-magnet motor applications — HVAC, water and wastewater, automation, food and beverage — which is to say I was the person a question reached once the datasheet had stopped being useful. Connected products and smart buildings came next, then electrification and energy storage, and now the ventures I build myself.

Along the way I added an MBA, founded and ran a software company, and became CEO of an international business unit. One habit from engineering survived all of it: I would rather have a number I can check than a story I can tell.

I still build things myself. Platforms, products, AI-assisted tooling. It keeps me honest about what execution costs, which is the first thing a leader stops being able to feel.