Writing
What it takes to deliver.
Most of this was written before Ygora existed, from running revenue operations and people functions through growth. It is the thinking the product came out of.
Where is your AI spend, and which number is it meant to move?
A one-page grid for matching what you spend on AI to the metric you are accountable for. Most of the spend sits in one corner. Most of the metrics sit in another.
The foundation AI needs is the one your people already need
AI needs context, good data and clear processes. So do your people. Try explaining their work to an AI, and the gaps show up fast.
Most AI spend sits with the individual. The KPIs that move the needle don't
55% of Norwegian businesses say they use AI. Only 19% have moved beyond experimenting. How I think about tying AI spend to outcomes.
Who decides what
The difference between a reporting line and what each role owns and decides, and why two deciders is worse than none.
Your goals are set. Now what?
Goal tracking tells you where you stand, not what your team needs in order to deliver. Where goals stall in execution.
You can get the headcount math right and still miss the number
Span of control, AE-to-support ratios, quota per AE, conversion worked backwards from won deals. The model was right. The year still did not match it.
More than one decision maker is almost the same as having none
Early on, the reporting lines were enough. Then the team grew, and the hardest question arrived: who decides what?
Is the environment around you set up for you to succeed?
We talk about leadership as if success depends on the person in the role. Their drive, their experience, their judgement. That matters. It is not all of it.
Investing in AI is not the same as being ready to get value from it
If ownership is unclear, AI will not know who should act. If ways of working are inconsistent, it will amplify the confusion.
The problem isn't hiring. It's hiring under pressure
The quarter is ending. The number is at risk. Somebody decides the answer is headcount.
Recruitment should never be the starting point
Results, then recruitment, then ramp, then retain. Hiring is a consequence of knowing what you need to achieve — and who you need to achieve it with.
Four things a leader has to be able to answer
Team goals shift as the company grows. New roles appear, hiring never stops, and the org chart is outdated before you have saved the file.