Most brands can already buy the parts of loyalty — the CRM, the perks, the campaign calendar. What's missing is the system that turns them into one relationship. I design that system, own the value gap it's meant to close, and stay until the numbers move.
Every decade rewrites the mechanic — punch cards, points, apps, AI personalisation. What never changes is this: technology is one leg of loyalty. The relationship is the system. Four capabilities build it — mechanics, relationship, brand experience and commercial model — and almost no one owns all four. Most brands buy them from four different vendors, then wonder why retention still doesn't move.
Price and points lead the choice. Communication follows the campaign calendar. Success is measured in transactions. Easy to compare. Easy to replace.
Recognition and relevance lead the choice. Behaviour shapes the next interaction. Success is measured in preference, retention and value. Harder to compare. Harder to leave.
Retention compounds over time. Bought volume must be funded again every year.
"I want it to grow, but I want engagement, and I want it to ultimately drive satisfaction and market share so that owners want to keep reinvesting."— Christopher Nassetta, President & CEO, Hilton · Hilton Honors adds roughly 80,000 new members a day
Technology is one leg. The relationship is the system. Most consultancies own one of these four — I own all four, and the mandate that keeps them working as one.
CRM, loyalty product and lifecycle logic that decide what a customer earns, and when.
Journeys, content and community that make relevance and trust compound with every interaction.
Physical and cultural moments — events, partnerships, place — that create the emotional reason to return.
P&L ownership, partner economics and the KPI architecture that prove loyalty is a growth budget, not a service cost.
Each is a standalone engagement with its own outcome. Together they move a company from fragmented customer data to a shared commercial ecosystem.
Most engagements start with one module. Each stands on its own — together, they build toward the relationship a competitor can't replace.
The first step is always a fixed, focused diagnosis — a leak map of where customer value is escaping, and which of the four modules to prioritise. From there, the engagement grows only as far as the client's own proof takes it.
Find where value is leaking and which module to prioritise. Fixed scope, fast turnaround.
Deliver one focused module against a fixed brief.
Operate the journeys, measure the result, improve on a recurring cadence.
Own the roadmap, the program P&L and the partner portfolio as a standing mandate — only where the earlier stages have proven it out.
Fixed to begin. Recurring to learn. Expanding only when the result proves the value.
I've always cared less about the first purchase than the tenth. That instinct is the thread through everything below.
I help companies turn ambition into strategy, then strategy into a brand narrative customers can actually feel — in the loyalty mechanics, the community, and the experience that carries it.
I built and owned the Nordic Experience & Community ecosystem at Strawberry (formerly Nordic Choice Hotels) — growing it from zero to 300+ activations annually across 3M+ members. My role evolved from partnership development into full architectural ownership of a structured commercial engine connecting loyalty, acquisition, and long-term member value.
What I bring is rare: the combination of commercial leadership at Nordic scale and a decade of designing the kind of programs that turn cultural moments into revenue lines. I work across brand strategy, partnership architecture, destination activation, and CRM-driven lifecycle programs.
I am execution-oriented. I align teams, translate strategy into operations, and stay until it works — not until the deck is done. That's also where I add the most value: not by competing for specialist hours, but by building the mandate that puts them to work in the right order.
Built and owned a Nordic Experience & Community ecosystem across 300+ hotels and 3M+ members — 350,000+ new members in 3 years, +20% retention, 90%+ NPS across lifecycle touchpoints.
Positioned the Nordics' largest hotel property as an experiential flagship — exceeded TrevPAR forecast and won Best Brand Hotel in its first year.
Full P&L ownership across a multi-store Nordic environment through large-scale digital transformation (RFID & omnichannel).
Led the loyalty and experience repositioning as Scandinavia's largest hotel group transitioned identities. Developed new member benefits, integrated experience partnerships into a new narrative, ensured GTM campaigns supported the transition across 300+ hotels — with zero loss in member value or commercial momentum.
Strategic movement into a groundbreaking external multi-owner Nordic loyalty platform with Norwegian Air and Reitan. Aligned acquisition logic, transaction flows, and member engagement across industry giants — managing startup-vs-corporate friction in a complex multi-owner environment.
Complete overhaul of a 30+ partner portfolio and design of a new organisational business unit. Analysed portfolio revenue impact, defined new governance model with KPIs and budget logic, shifted organisation from campaign-based tasks to a structured, long-term ecosystem model.
Strategic alignment of hospitality, culture and commercial partners within city-level place branding frameworks. Integrated experience-led activation into urban positioning strategies, connecting corporate ecosystem strategy with destination attractiveness through public-private partnerships.
Four short guides in the order the work actually happens — one per capability, each usable on its own, each pointing at the leg it can't close alone. Work through them and you arrive where every client engagement starts: the diagnosis.
Starbucks, ICA Stammis, Sephora Beauty Insider and SAS EuroBonus each solve a different commercial job — not the same one with different rewards. Read any program by what it changes in customer behaviour, not by what it gives away.
You leave knowing which job your own program is actually paid to do.
How to approach a partner cold — what to say, how to frame the value exchange, and what to expect from the first conversation. Built for brands with no partnership track record yet.
You leave with the first email written and the first meeting framed.
Run your next experience or activation through twelve questions before you book anything. They tell you whether the experience is connected to a commercial outcome — or is just a good night out.
You leave able to defend, or kill, the activation on the numbers.
If you manage 3–15 partners ad hoc, this builds the governance underneath them: tiers, value-exchange logic, and one KPI per relationship you can take into a board pack.
You leave with a portfolio structure instead of a contact list.
Each guide fixes one leg. The value gap sits between them. A short, fixed-scope diagnosis looks at all four together — where customer value is leaking, and which module to build first.
Start with a diagnosis“Det som saknas är aldrig vilja. Det är ägarskap.”
Alla är överens om att kundlojalitet är viktigt. Nästan ingen är rustad för att ta ägarskap över det. En essä om varför mandatet ständigt faller mellan funktionerna — och vad som krävs för att hålla alla fyra förmågor som ett system.
Read the essayMost client engagements start with a short, fixed-scope diagnosis — a focused look at where customer value is leaking, and which of the four modules to prioritise, before any bigger commitment.
Senior leadership roles, fractional advisory, partnership ecosystem strategy, community platform builds. Let's see where we align.