Copenhagen · founding companies since 1999

Three problems. Three companies. Three sales.

Each time the problem turned out to be a business model nobody had questioned for years, not the engineering. I built the company that fixed it, and sold it.

Frank Mogensen
Copenhagen

1999

consultant-hours→per employee, per month

Alpha IT Group. Companies paid more for IT every year while consultants configured infrastructure by hand, and nobody could forecast next year’s bill. We automated the platform and sold infrastructure and operations at a fixed rate per head, a decade before that was normal.Sold to Mondo A/S, 2007

Cost that rose and could not be forecast, replaced by one number per head.

2013

roaming rates→local rates, anywhere

Voopii. Data roaming was priced so badly that companies simply switched it off when their people travelled. They had bought a capability and then told staff not to use it. We assembled a service across multiple operators and sold it to enterprises and airlines.Sold to Gigsky Inc., 2014

A capability they had bought and switched off, made usable again.

2016

three to five years→days or weeks

Cloudeon. Large enterprises took three to five years to get an idea into production. By then the idea was outdated and the person who had it had left. Cloud underneath, a different operating model on top. A hundred people across four offices in two countries; TDC took 40% two years in.Sold to Devoteam, 2021 · €14M a year, five years from founding

Same work, same company. The cycle stopped outliving the idea.

The technology existed all three times. The model did not.

Two ways I work

For boards

Where technology decides whether the plan works, and where the board has to form a view on adopting AI without anyone in the room having done it before. Available now.

What I bring to a board