The gender health gap won't close itself. So I build the startups that will.

Why the Nordics fall behind on selling

We build extraordinary products and we are quietly terrible at selling them. Engineering is respected here; selling is faintly embarrassing. So teams choose another quarter of building over twenty uncomfortable conversations, and call it being early. Every accelerator on earth says "talk to your customers" and almost none of them make it happen, because the missing layer isn't advice — it's accountability. Being far from market changes who you learn from, never whether you learn.

Includes the test I use on every deck I see: traction is what the market did back to you, and the real question is what it cost the other party. Teams leave able to tell activity from evidence.

Giving innovation a job

Our innovation methodology, and the argument underneath it: generic models produce generic outcomes. If you already know what the innovation is for, the model should be designed backwards from that — governance, timelines, incentives, what counts as progress. Daya is the working example, including a venture deliberately put on a no-revenue-for-three-years mandate, because the alternative is a company that can be profitable and can never be significant.

For anyone running an innovation vehicle inside a bigger institution and quietly aware the structure is fighting the mission.

Ignite Sweden Summit 2026 · and in an earlier form on the Women in Tech Sweden main stage

Vibe investing: when everything works and you have no idea why

Early-stage judgment is mostly pattern-matching you can't fully articulate, and the honest version of that is more useful than a retrofitted framework. Deck tooling has made every deck structurally competent, so polish stopped carrying information — which quietly hands the deciding vote back to "do I already know you". This is about telling a real signal from a comfortable one, what to do when your thesis is post-hoc, and why most investor nos are bandwidth rather than verdict.

Unusually candid about how the decisions actually get made. Founders find it clarifying; investors recognise themselves and squirm slightly.

What the hell is contextual femtech, and why should we all be talking about it?

Femtech got sold as products for women's bodies — an app, a device, a supplement. Contextual femtech is the other move: women's health outcomes are largely produced by context, not by devices. The workplace, the referral pattern, whether anyone was studied, whether anyone measured. The concrete case is an EU-funded project testing whether menopause support keeps nurses in their jobs, run inside an actual hospital and an actual municipality. The intervention isn't the product. The setting is.

A definitional talk, and the argument I most want this sector to have. Also the one that changes what a health system or an employer thinks it's buying.

Professionally opinionated: how to thrive in a conservative market with no filter

Sweden runs on consensus and I have built a career out of saying the thing in the room. This is the honest accounting: the deals that only arrived because a position was already public, the doors that closed quietly, and the letters that turn up in envelopes identical to the nice ones. A filter is not the same thing as judgment — and in a conservative market a clearly stated position is a competitive advantage rather than a liability, but only if you can still hold it on the bad days.

Not a licence to be rude. A practical account of what a public position costs, what it earns, and how to tell which one you're about to take.

Building in public: the pros and cons of building with an audience

I went from roughly four thousand followers to twenty-three thousand in twelve months, with 2.9 million impressions attached. This is the honest version of what that buys and what it costs. It buys hiring, deal flow, applications and partnerships no outbound would have produced. It costs the hate mail arriving in the same envelopes as the lovely mail, being three weeks behind on your own inbox, and having to hold every position you've published in a mood you no longer feel.

Everyone on this topic sells the upside. This is both sides, with the numbers, and a straight answer on whether your executives should do it at all.