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 MogensenCopenhagen
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
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
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 By then the idea was outdated and the person who had it had left.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 · €13M revenue in five years
For boards
One seat, 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 boardFor founders
Co-founder or hands on, one company at a time, in AI. I invest where I have a seat. The role is the condition, not the cheque.
How I work with foundersNordio AI
Helped start it. It has its own chief executive; I am not in daily operations.
BrainEon
A business memory that answers with its sources, and says so when it does not know.
Writing
Business pieces for boards, technology pieces for founders.
Write a few lines about what it concerns.
You do not need to have finished thinking. I read everything myself, and I answer.