A few things I’ve built, led and learned from.
I have never been very interested in collecting titles.
I am more interested in what happened because I was there.
Over the years, I have worked across strategy, marketing, leadership, branding and business development. Some projects have received awards. Others have simply made a business stronger, a team clearer or a difficult problem easier to solve.
Here are a few that have shaped how I work today.
Building a market-leading brand
At K-rauta Estonia, I led marketing during a period of significant growth and helped build the brand into the market leader in the Estonian DIY category.
It taught me an early lesson in marketing: a strong brand is not built by communication alone. It has to show up in the business, the customer experience and the choices you make every day.
Building a hotel from the ground up
I launched Nothel – a new hotel concept in Tallinn – from the initial idea through branding, marketing and opening.
The project went on to win Accomplishment of the Year 2019 within Silikaat Group, while the Nothel brand and website received a Kuldmuna award.
More than the awards, I value what the project taught me: how to turn an idea into something tangible, and how strategy, brand and execution need to work together from day one.
Leading strategy across a group
At Magnum, my role has expanded from marketing leadership into group-level strategy work.
For the past 3 years, I have led the Group’s strategy creation process – designing the approach, facilitating workshops, bringing different businesses and perspectives together and helping turn a complex organisation into a set of clearer choices and priorities.
Working in a matrix organisation across several businesses has been a particularly good education in how strategy actually gets implemented – and where it tends to get stuck.
Making social responsibility part of the business
I initiated and are leading Apotheka’s social responsibility initiative focused on loneliness.
The project grew from a social issue into a broader conversation about how companies can use their reach and influence to address problems that matter beyond their own commercial interests.
It also reinforced something I believe strongly: purpose is most credible when it changes what a company actually does.
Leading people, not just projects
Leading people, not just projects
I have led teams of different sizes and shapes – from specialist marketing teams to larger commercial organisations.
That experience has probably changed my view of leadership more than any management theory.
Good leadership is not about having the best answers in the room. It is about creating the conditions for people to do their best work, being willing to make difficult calls and knowing when to step in – and when to get out of the way.
And the work continues
The most useful thing about experience is not being able to list what you have done.
It is knowing what those experiences have taught you – and being able to use that learning in the next room.
That is the part I bring into my work today.