I work where AI is still uncertain.

I come from service design, UX and product work, but the work has always been less about screens than about translation. Between users and teams. Between ambition and constraint. Between the thing people say they need and the work that actually has to change.

AI has made that translation sharper. It can make weak ideas look finished, but it can also expose the real shape of a problem faster than old discovery rituals ever could. My work is to stay close to that edge: ask better questions, build small working things, test them against real use and keep the organization honest about both value and risk.

Since November 2024 I have worked at Svenska Spel Sport & Casino with service design and AI Enablement, including internal AI workflows, CustomGPTs, shared skills, prototypes and needs discovery. I have built and shaped internal AI tools for knowledge work, brand support, risk analysis and CRM-related discovery. The useful lesson has rarely been the tool itself. It has been what the work revealed about source quality, trust, ownership and what people were actually trying to get done.

Before that I spent more than a decade in service design, UX, strategy, growth and agency leadership across complex digital products and organizations. Those roles taught me that the hard part of innovation is rarely the idea. It is the operating system around it: incentives, ownership, timing, language and the organization's tolerance for change.

The essays on this site are the slower version of the same work: attempts to name what AI exposes in organizations before the professional language makes it harmless again.