I stepped onto the shop floor of one of Norway's most recognised shoe brands when I was fourteen. What started as a part-time job quickly became passion. The rhythm of the sales floor, the significance of each customer interaction, the calm fulfilment of making something work. These impressions took hold early and never let go.
Over nearly two decades, I have influenced brand direction, developed leaders and teams, and led large retail portfolios for some of the most respected fashion, beauty and lifestyle brands in the Nordics—delivering 13% revenue growth at a national scale and a 50% profit improvement across a multi-country sales organisation. The results were clear in the numbers, but what created them ran much deeper.
The path was far from one of least resistance, and it was during the hardest stretches that being guided by a less‑but‑better philosophy proved most valuable, showing me how everything inside an organisation is ultimately experienced by the consumer.
I have found that genuine respect for the customer demands that strategy and people operate from the same foundation. That true ownership is earned, not assigned. That the strongest outcomes arise from involving the right people in the conversation, at the right time, and fully committing to what matters.
Some find an industry. Others find their purpose within it.
Why an Advisory
Retail has taught me an enduring truth: brand, people, and commercial performance are inseparable. Neglect one, and the others will inevitably falter.
Dobson Advisory is built on this principle.
The focus with this practice is on the areas that ultimately determine whether a brand succeeds: how clearly it is led, how consistently the experience lands with customers, and how well the organisation supports both. My aim is to close the gap between where a brand is and what it could be, creating something that endures in your results, your culture, and in what your customers walk away feeling.
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