How would you describe your career so far?
It's been shaped by a drive to connect big ideas to the real world. I left Sweden to join a corporate PhD program with Philips in the Netherlands. It was an incredibly ambitious environment, but we always connected everything back to our customers’ needs—that was the goal, not brilliance for its own sake. Then I went to work for Arm, a semiconductor engineering company, on the commercial and strategy team looking for breakthrough ideas with clear applications. And then I joined this team, where I’ve been able to broaden my scope and seek out even more ambitious innovations around the world.
What’s your role here?
We're doing problem solving on steroids. We look at prospective portfolio companies from a number of angles. We're twisting and turning their business models. We're looking closely at all of the pieces and how they’re all working together, and then, if we think there might be a good fit, we're figuring out if we can help them do what they're doing faster and on a much larger scale.
What's your focus area?
Mainly deep tech. So that’s artificial intelligence, communication, Internet of Things, sensors, security—those kinds of things. It's a space that has a lot of people making sensational claims, but in truth, it's a lot like any other innovative field. You have to ask if the idea is big enough to have a substantial impact, and then you need to ask what's actually required to pull it off. Those details—building the right thing, the right way, at the right point in time—are surprisingly challenging. That's why our work is so exciting. We are connecting with the founders who are doing just that.
What should founders expect when they work with you?
Our role is to be inside the trusted circle. That means that we can be relied on to offer support, to provide strategic guidance when that's helpful, and to be a bridge to the connections that will really help founders succeed. And it means that we need a mutually trusting relationship. We're not here to micromanage—we're here to be useful. So it's that balance of being ready to get our hands dirty when that's called for and being comfortable stepping back when that's needed. Doing it right takes open, ongoing dialogue.
It's not our job to come in and second guess them or get in their way. It's our job to pay close attention and find ways to bring real value to the table.
You worked at Arm, which is now a portfolio company here. What is it like to have been on both sides of the equation?
It definitely puts things in perspective! I think it's one of the reasons that I value open communication so much. I love that I'm encouraged to act on my instinct and really listen to the founders we work with. We're partnering with them because they're exceptional at what they do. It's not our job to come in and second guess them or get in their way. It's our job to pay close attention and find ways to bring real value to the table.
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