CHALLENGE: Start from scratch a private equity backed company that grows rapidly through M&A and organically to become a market leader in its sector suitable for stock exchange listing, and one that truly challenges an outdated industry that is stuck in the past in terms of customer experience and digitalization.STORY: I started without a story, team, or any other organization, without IT/digital capabilities, a brand, an office, or even a coffee maker. In two years, we have built from scratch a leading company in the property management industry. Oiva's turnover revenue tripled from €10M to €36M, organic growth doubled with profitability way above business case. Fuelled by 15 acquisitions we expanded from the capital region to 14 cities, the people growing from 100 to 350. Oiva has now modern and scalable M&A, sales, marketing, and digital growth engines. Our focus transformed towards the customer with a local - close to customer - operating model, digital development built on service design, a distinctive brand built on customer understanding, and systematic customer experience management. I am particularly happy and proud of the motivated, enthusiastic, and skilled management team, the entrepreneurs who have joined Oiva's journey, and all the Oivalaiset (people of Oiva) who all work with great passion, trust each other, and have a positive drive. These people combined with systematic development of employee experience, are positioning Oiva as a best workplace in our industry.OWNERSHIP: Intera PartnersFOCUS AREAS: Strategy; Private Equity; Leadership team; M&A + integrations; Growth through sales and marking; Unique brand; Organisation, operational model, management system for rapid growth; Digital transformation; Customer experience; Employee experience.

CHALLENGE: Turnaround broadband business in ultra-competitive, copy-cat industry. At start DNA’s broadband business was losing customers, lacked effective sales and marketing, and had a subpar customer service build on outdated systems and complicated processes. STORY: We turned around DNA's declining broadband business and led it from the smallest player to the undisputed market leader. Consistent growth was achieved through a comprehensive strategic overhaul, onboarding the right talent, relentless focus on customers, expanding to new areas and customer segments, profound streamlining of systems and processes, revamping of customer service, renewing the technological platform, a complete rejuvenation of sales and marketing, and with M&A consolidating market. DNA's broadband market share surged from 18% to over 35%. Notably, during DNA's IPO, the broadband business played a pivotal role in enhancing DNA's valuation, given its significant impact on the company's overall profitability and growth trajectory.BEST WORKPLACE IN FINLANDOur success in broadband, TV and smart energy wasn't just in numbers but people. I was able to create an inspiring, positive, and collaborative culture, where people drove things from PowerPoint into concrete results in a fast and organised manner. As a concrete result of this culture, I and two of my core team members were recognized among the top five in DNA’s annual 360-degree evaluation. Moreover, in 2019, DNA was honoured as the 'Best Workplace in Finland' by The Great Place to Work® Trust Index©.OWNERSHIP: Private - IPO - TelenorFOCUS AREAS: Strategy; Leadership team; Organisation and operational model; Agile product and service development; New Business; Sales and marking; Customer Experience; System and process development; Digital transformation; Tech platform investment; M&A + integrations.

CHALLENGE: Turnaround pay-TV business that was severely challenged by the modern internet streaming services like Netflix, was losing customers in rapid pace, and making losses due to high capacity and content costs.STORY: We orchestrated a total turnaround of TV business. Contrary to the prevailing trend of other operators moving towards exclusive content and closed services, we selected bold and unique strategy based on open ecosystem. DNA was first in the world to transform its TV service from traditional pay-tv into an ecosystem based open service with wide variety of content partners including industry giants like Netflix and tech partner such as Google. Following a comprehensive overhaul of sales and marketing, coupled with the introduction of the new DNA TV brand, our TV-service grew for zero to over 300k subs less than 3 years from launch. TV business was turned into a profitable one with rigorous negotiations focused on improving our position in the value chain, notably in areas like capacity and content costs, coupled with strategic M&A.FOCUS AREAS: Strategy; Agile product and Service development; Customer Experience; Sales and marking; Unique brand; Partners; Negotiations; Improving position in value chain; M&A + integrations.

CHALLENGE: Generate sustainable long-term growth outside operator’s core business.STORY: Following a comprehensive evaluation of various alternatives, we launched an innovative corporate venture in the smart energy sector called Wattinen (http://www.wattinen.fi). Built from the scratch, we had assembled a team, market-ready product, created a unique brand, set up sales and marketing and customer service, and onboarded our initial customers merely six months post the approval decision.FOCUS AREAS: Strategy; Funding; Team; Growth with sales and marking; Unique brand; Organisation, operational model, management system for growth; Product and service development; Customer experience.

CHALLENGE: Navigate the company through an intense phase of extremely rapid growth, which exerted pressure across all facets of the organization, from marketing and sales to customer service and technology platforms. Transform an organization primarily centered on products and internal procedures, with subpar service quality, into one that focuses on customers. Get the team to compete effectively against rivals with significantly greater resources. At the end, lead company over acquisition by DNA.STORY: We were able to create a brand that provided an easy to install, quality product accompanied by excellent customer service. We got our customers to love Welho and we won EPSI rating (key industry measure for customer satisfaction and loyalty) in several years with a blowout. We developed an agile and fast paced culture that valued trust and accountability with a great dose of challenger mentality. This culture enabled my management team - consisting mainly of young and inexperienced people - rise to the occasion and together accomplish things we could not have achieved alone. We were able to achieve high growth and high profitability in TV and broadband businesses. Welho become the market leader in both businesses in the capital region (the area where Welho operated).OWNERSHIP: SanomaFOCUS AREAS: Strategy; Leadership team; Growth through sales and marking; Unique brand; Customer experience; Organisation, operational model, management system for rapid growth; Employee experience; Leading people through acquisition; Product and service development; System and process development; Digital transformation; Tech platform investment.