Cadol Nordic

Selected work

Some of this was as an independent advisor, some as an interim leader inside the company, and some through EY.

  • Monogram Health

    Head of Engagement, then Head of AI, 2025–2026

    Hired to lead engagement transformation, then moved into Head of AI once the program was under way. Built the AI transformation program, the strategic roadmap, the underlying data transformation, and the hiring plan behind it, sponsored directly by the COO and CTO.

  • Venture-backed technology companies

    Go-to-market, fundraising, research, and sales — ongoing

    Hands-on work with founders at seed and venture stage, across go-to-market, fundraising, research, and sales. Lumetec is closing a $5.5M round. Roboto AI, a $4M seed-stage company, needed a commercial motion built from segmentation through pricing and the first sales.

  • Chamberlain Group

    Portfolio review and go-to-market rebuild, 2023–2024

    A genuine strategic portfolio review at the Blackstone-backed industrial IoT manufacturer, followed by a rebuilt go-to-market motion, which produced roughly a 27% short-term revenue lift on the target product.

  • Meta Materials

    Interim Head of Market Intelligence, 2022–2023

    Led strategy and go-to-market for an AI-driven nanotech and medtech business, sitting between the science organization and the commercial side to make an extremely technical product legible to buyers.

  • Maersk

    IT implementation, 2016–2017

    Led an IT implementation coordinating more than fifteen consultants against a stakeholder group of over fifty. Delivery depended less on the technology than on holding a very wide group to a single set of decisions.

  • Morgan Stanley

    Transformation PMO, 2015–2016

    Ran the program management office for a $2B asset transformation spanning the United States, Europe, and Asia-Pacific. The work was governance, sequencing, and keeping three regions moving against one plan.

  • Aetna

    Carve-out, 2013–2014

    Worked on separating a health-tech subsidiary out of the parent business and standing it up as an independent shared-services IT entity.

Pelle demonstrated strong strategic business sense, with impressive analytical techniques and insights. Pelle has no fear to take direction, provide recommendation, and jump right into the assignment.
Rebecca Peterson, Director, Chamberlain Group

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