Build for scale. Lead for growth.

Marketing operations sits at the intersection of technical depth and business leadership — and I've spent 15 years building both. Starting as a data and measurement practitioner in agency work, moving into MOPs as platforms matured, running full stacks at growth-stage B2B companies, founding and scaling a practice, and ultimately building custom tooling when off-the-shelf stopped being enough. The instinct has always been the same: measure first, then build the systems that act on what the data says.

That path led to Ericsson — one of the largest technology companies in the world — where the stakes are different. At that scale, the gap between a well-run MOPs function and a poorly run one is measured in pipeline, not efficiency — and AI has made that gap more complex to navigate. What it's done to the data landscape is shake it up like a snowglobe. Finding the pathways to growth inside that noise takes two things working together: the technical acumen to work with evolving systems, and the leadership to translate it into outcomes that land across the business, not just inside the tech.