Different types of work. One underlying logic.

I design and run the process that moves a group from distributed views to shared direction — using structured dialogue, LEGO® Serious Play® (where the method fits the group), and a clear decision framework. The strategy that results is authored by your people, not handed over from outside.

• —Single strategic question workshop
• —1–3 strategy days (half-day to full-day)
• —Leadership seminar series (regular half-day sessions over 3–9 months)

• Hansapank / Swedbank Baltics strategy consulting: seminars with management and field leads to make sense of the organisation's strategic goals and set sectoral targets. Result: strategy maps and specific indicators to monitor performance.
• Estonian National Agency of Medicines: seminar series with the full organisation and monthly sessions with a nine-member leadership team. Result: the agency co-authored a strategy that reflected its own priorities and set targets for four years.

Organisations planning renewal and looking for clarity in a shifting environment — public sector, education, and mission-driven groups.

I design and deliver tailored training programmes. Private- and public-sector training since 2001, including senior leaders in large multinationals (Nokia, Samsung, Telia, Autoliv/Norma, Swedbank, Sabic, Kone and others) and senior civil servants (Estonia, Ukraine, Croatia, Kosovo, Latvia, Romania and others).

• —Single workshops (2 hours to 2 days)
• —Modular programmes (3–10 modules)
• —Mentoring alongside the programme

• Nokia Siemens Networks (NSN) wanted to strengthen internal capacity to run their own strategy sessions. Instead of a standard course, they needed a training-of-trainers programme tailored to Nokia's strategy-creation context. I designed and delivered a 3-day LEGO® Serious Play® facilitator training built for Nokia's specific challenges.
• Autoliv/Norma 10-module leadership development programme for 40 managers: training needs analysis, design and delivery with a team of three trainers. Topics covered self-leadership, team dynamics, performance management, and change communication.

Training and HR leaders, organisations planning development programmes, and accelerator programmes.

I support strategy implementation inside an organisation and help digital product owners validate, adapt and scale. My understanding of implementation comes from operational experience (running a €47M project portfolio at CFCU; leading large international project teams in Turkey, Kosovo and Croatia) and from building a digital product from zero to market (Helge.app — iOS/Android application and a multi-feature SaaS platform for schools).

• —Short diagnostic and recommendations (1–2 days)
• —Team workshop
• —Retained advisory (3–12 months)
• —Sharing my own experience as a keynote or session

• Helge Kool: as co-founder, we took the SaaS platform from zero to 32 schools in Estonia over five years, demonstrating the value of wellbeing measurement with data.

CEOs and leadership groups in strategy or product build/implementation phase, innovators, and edtech / healthtech / cleantech product teams.

I use the LEGO® Serious Play® methodology to surface and synthesise tacit knowledge in a group. Participants build physical models, then verbalise them. Building forces concreteness: an abstract phrase like “excellent teamwork” becomes a concrete model of “how people actually coordinate work”. When every group member has to build, every group member speaks — including the quieter ones.

• —Two-day strategy workshop (12–20 participants)
• —Single sessions on a specific question (2–4 hours, up to 500 participants)
• —LEGO® Serious Play® facilitator certification (3 days) for organisations building internal capacity

• Nokia Networks: facilitator certification enabling internal strategy sessions without external consultants. Six-month follow-up showed the team continued to run sessions and formulate strategic questions on their own.
• Danfoss: strategy workshops in South Africa and India for the Danfoss Next Generation Council and sales teams. Two-week follow-up showed participants retained the models and dialogue dynamics — not just the content.
• SABIC Global HR: LEGO® Serious Play® training and strategy facilitation for senior leadership across global business divisions. Participants attributed the shared mental models that emerged to the materiality of building.

Organisations working with complex strategic questions, team alignment, or the launch of digital products — especially leadership groups where functional differences generate tacit divergence.