Strategy builds shared reality and choreographs collective movement. Great strategy is an adaptive system that enables organizations to read their environment, move with clarity, and operate confidently in complexity.
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Institutional and Corporate Strategy: For companies, cultural institutions, and public bodies redefining their long-term vision, role, opportunity, and impact.
Business and Growth Strategy: Future-fit business models, value-creation logics, service ecosystems, and revenue architectures that align ambition with impact.
Brand Strategy and Transformation: Brand evolutions, narrative reframes, and purpose setting that ground identity in meaning, cultural relevance, and future opportunity.
Strategy Offering
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Continuous learning: Strategy evolves as the world does. Futures, goals, and everyday actions are updated as contexts shift and learning accumulates.
Collective alignment into action: Shared direction turns into coordinated action, ensuring that teams, partners, and stakeholders pull toward the same future.
Experimentation as direction: Prototypes, pilots, and strategic bets generate evidence, de-risk decisions, and reveal paths that cannot be planned in the abstract.
What Strategy Is Now
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Systems view and business intelligence: To read structural forces, economic trajectories, and changing logics of value creation.
Social sciences and cultural studies: To understand emerging behaviors, shifting identities, and the meanings that shape relevance.
Design inquiry and creative methods: To transform understanding into prototypes, models, and new ways of acting that accelerate organizational learning.
The Practice of Strategy
I work with businesses, institutions, and brands as a consultant or fractional strategy lead. The need is usually the same: a threshold moment that requires both clear thinking and decisive movement.
Tools, processes, frameworks, coaching for human-AI collaboration in strategy work.
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AI in Strategy is a diagnostic tool that tells you where AI belongs in your strategy work, based on the type of strategy, the phase you're in, and what kind of thinking the task requires. It covers 28 strategy types and runs four criteria per task to determine what AI can carry and where human judgment is essential. Available as a web app and a Claude skill.
The coaching offer builds on this foundation. Working with strategy teams and their leads, we map where AI currently sits in the strategy process, surface where it's useful and where it's creating risk, and develop new workflows calibrated to what the work actually requires.
Available as a workshop, an advisory engagement, or an ongoing retainer.
AI in Strategy
Helping strategy teams work well with AI
Digital strategy and vision for organizations where scale, reach, and cultural ambition demand more than a technology plan.
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The museum had been running pilots in digital exhibitions, generative technologies, and web3. The question was what to do with that foundation.
Using the worlding framework, we developed a strategy and operating concept that positions digital as a cultural force and an institutional capability, not a support function. The work defined how digital art, media production, and underlying infrastructure can evolve together across all three museums.
The result is a model for producing layered media worlds around exhibitions and collections, extending reach beyond museum walls while opening new forms of revenue and artistic possibility.
The Finnish National Gallery
Digital Strategy and Vision
Brand strategy for technology, lifestyle, and cultural organizations ready to become genuinely beloved.
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Suunto is an iconic Finnish sports technology brand. Its watches and instruments are trusted by athletes, explorers, and outdoor professionals worldwide. The brand had the heritage. It needed a sharper sense of where it was going.
Together, we defined a future-facing brand purpose and built it into an updated narrative, value propositions, and strategic direction. To make the change stick, we designed a company-wide activation program that translated purpose into everyday decisions, giving teams a shared language and the clarity to act on emerging opportunities.
Suunto
Brand Strategy and Purpose
Growth strategy, operating models, and business architecture for organizations with the ambition to evolve.
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Fuuga is a new music hall for Turku. Acoustically world-class, architecturally distinctive, and culturally ambitious. When complete, it will anchor Turku's music life and sharpen the city's international identity along the Aura river.
I worked with the Turku Philharmonic Orchestra, the steering group, and key stakeholders to shape Fuuga's strategic direction and operating concept: mission, vision, audience profiles, service offering, and two governance scenarios for long-term management.
In a continuation project, we developed the service and business model, outlining two strategic directions supported by financial modeling. The future business centers on a high-quality service experience for audiences and corporate clients, with revenue across programming, venue rental, events, and partnerships.
Turku Music Hall Fuuga
Institutional and Business Strategy
Organizational clarity for leadership teams and complex organizations that need to think and move better together.
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UN Global Pulse is the United Nations' innovation initiative for data, AI, and emerging technologies in service of sustainable development and humanitarian action.
The work focused on how teams collaborate. We designed a custom diagnostic probing key dimensions of smart work, adapted to knowledge-intensive, mission-driven teams within the UN system. From there, we developed a practical set of directions and experiments to help teams clarify their collective mission, improve information flows, strengthen psychological safety, and move toward more self-organizing ways of working.
UN Global Pulse
Collaboration Dynamics and Strategy
Strategy Clients and Work
| Client | Work |
|---|---|
| Aalto University, ARTS & IDBM | Vision Setting |
| Ami Foundation | Brand Strategy |
| Amos Rex | Partnership Strategy, Creative Strategy |
| Archinfo | Institutional Strategy, Strategy Revision |
| Architecture and Design Museums | Institutional Strategy, Goal Setting |
| Business Finland | Institutional Strategy |
| Children's Culture Centre Färi | Institutional Strategy, Brand Strategy, Creative Strategy |
| City of Turku | Organizational Strategy |
| Creative Finland | Vision Setting |
| Finnish Heritage Agency | Institutional Strategy, Goal Setting |
| EMMA Espoo Museum of Modern Art | Institutional Strategy, Expansion Vision |
| Global Climate Partnership Fund | Brand Strategy |
| HAM Helsinki Art Museum | Expansion Strategy, Business Strategy, Vision Setting |
| Helen | Vision Setting |
| Helsinki Biennial | Partnership Strategy, Creative Strategy |
| House of Visual Arts | Institutional Strategy, Service Strategy, Operational Strategy |
| IHME Helsinki | Brand Strategy |
| Iittala | Design Strategy, Brand Strategy |
| KONE | Strategy Training |
| Lahti City Museums | Institutional Strategy, Operational Strategy |
| Nokia | Impact Strategy, Innovation Strategy, Design Strategy |
| Slush | Organizational Strategy |
| Suunto | Brand Strategy, Purpose Setting |
| The Finnish National Gallery, Ateneum & Kiasma | Digital Strategy, Business Strategy, Vision Setting |
| The Finnish Youth Housing Association NAL | Institutional Strategy |
| The Museum of History and Future | Institutional Strategy, Organizational Strategy, Service Strategy |
| The New Aviation Museum | Service Strategy, Business Strategy |
| Torikorttelit | Institutional Strategy, Brand Purpose |
| Turku Music Hall Fuuga | Institutional Strategy, Business Strategy, Service Strategy |
| UN Global Pulse | Collaboration Dynamics, Strategy |
| University of Arts Helsinki | Communication Strategy, Impact Strategy |
| Yle, The Finnish Broadcasting Company | Impact Strategy |
| YTK Fund | Institutional Strategy, Goal Setting |
| Zound Industries | Communication Strategy |