Category Archives: Uncategorized

Why Nordic Makers invested in Peergrade

At the end of summer 2016, Nordic Makers decided to invest in Copenhagen based Peergrade, which  offers a SaaS platform to facilitate peer assessment sessions with students, ie. a solution where peer students will be partly or fully responsible for grading each other.  The company is founded by CEO David Wind and his co-founders Malthe Jørgensen and Simon Lind. (more…)

Public purchasing regime as a barrier for the building of tech clusters

In most countries there are plenty of examples of the State (and it's associated public organisations such as Municipalities, Regions, etc.) buying IT solutions that ends in a disaster. In Denmark we have a pretty long list of such failed, publicly owned IT projects. (more…)

TechBBQ – supporting the Danish/Copenhagen/Oresund tech community

Copenhagen & the Øresund Region (what some of us now calls "Greater Copenhagen :-) ) has seen an impressive progress in the strength and breath of the tech scene in the last few years. International recognition has come from companies that have established leading, international positions (JUST EAT, Zendesk, Unity, Sitecore), but plenty of other companies big and small are also getting funding and attracting talent like never before. No need to mention any names, but there is plenty. (more…)

The takeaway market place and distribution

In a few months it is 2 years ago I left mighty JUST EAT and the online takeaway industry. I have not spend much time on the industry since I left, it's important for an old CEO to let his old company move on. But now it is a while ago I left, and I have been thinking a bit on, where this industry is heading. (more…)

GenieBelt – the Genie to help Construction, now with funding

We, the construction genies from GenieBelt, just raised an angel round of $½ Million, yehaa! That's not a lot of money compared to some bigger funding rounds I have done in the past, but it's exactly what we need and the feeling is as good as when I did £40 Million rounds. And what will the money be spend on? (more…)

Part of Sekoia – work flow management for assisted living

Everyone knows the demograpic facts: the human population is not only growing, but in the developed part of the world (and increasingly so in other major regions, e.g. China), the proportion of elderly people is growing even faster. And the old are also getting older! That poses a big challenge, since it is a core responsibility of any society to take care of the elderly, those that worked hard so those following would inherit a better world (preferably!), and with a bigger and bigger portion of the population being older it gets costly for the working population to sustain a good level of elderly care. As in so many other situations, part of the answer to that challenge lies in technology. Biotechnology and innovation in health care in general is of course part of this. An important part of the many elements that needs to get in place, is how to make existing assisted living/elderly care more effective. In Scandinavia there are thousands of homes for elderly people, that no longer can live by them selves, and need daily support - and you can add tens of thousands more in countries like Germany, UK, Japan, USA, etc. If you visit these homes, you will see how the nurses and assistants are running very fast to cope with all their daily routines and the constantly appearing emergency situations. They are also acutely aware, that they will not get a lot of extra resources to cope, maybe on the contrary - so how can the work be organised more effectively so they can maintain a good service level with sufficient "warm hands" to take care of the elderly? Half a year ago, I was contacted by some of the founders of Sekoia (not the VC of more-or-less the same name) who had worked on a solution for exactly that: work-flow management for the elderly care homes. At first, it might sound like a simple issue, but I am working/has worked with several teams doing work-flow management for specific industries, and the devil is always in the detail. You can use some generic solution, but the big productivity gains always come from customizing to the specifics of the industry. And the Sekoia guys had spend nearly three years fine tuning the concept before they recently went into sales mode, i.e. they knew very well what the needs are of this sector. And with their open platform concept, I believe this is a winner. sekoia_logo_only The team ticked the boxes for me (chemistry, potential, progress, I can help, etc.), so we quickly decided to team up, and I became investor and active chairman some months ago. I have spend some time working with parts of the team, and last week we had a couple of days off-site (in a cabin used by kindergartens that needs a bit of nature - proper!) where I got to know the whole team. That only gave me more confidence in that we have something really good brewing. Lately, the team has turned up the volume and sharpened the philosophy behind the solution and seen even better customer feedback. The team has also started to get more into sales mode, and talked to the relevant institutions (p.t. only Denmark, but we have big plans ...) about the philosophy behind the solution, and there is great reception, it really is a way for the sector to both drive effectiveness as well as quality. Even without significant sales activities, Sekoia now has dozens of solutions sold. That might not sound like a lot, but in Scandinavia, where we have a relatively sophisticated set-up for assisted living, no other player has more than one pilot in action. And in the rest of Europe, we haven't seen anything like our approach - this might end up as a good example of Scandinavian welfare technology being exported for the greater good. The number of 85+ year olds will grow by more than 150% between 2005 and 2030, and the population which is 100+ years old will quadruple, so wish Sekoia good luck in succeeding with the mission of making assisted living better and more cost efficient. As a minimum, the solution needs to everywhere when I need a warm, helping hand some time around 2070! OldPeople

Wahanda – why I get involved in “hair and beauty”

Those that know me would not say the "hair & beauty" segment is a natural fit for me. My wife would even say I'm the anti-thesis to hair & beauty (she married me because of wit, charm and money ...) so how did I end up as chairman of Wahanda?

Earlier this spring I got a ping from Lopo Champalimaud. Lopo is co-founder and CEO of Wahanda, Europe's biggest destination for salon - and spa bookings. Initially I was a bit baffled, because why would people in the beauty space talk to me, they obviously had never met me or seen pictures of me, but when I then started chatting to Lopo, I quickly realised the logic for why I should talk to Wahanda. A while ago, Lopo had decided to go all in on the booking part of his business concept, i.e. if you need to get you hair done or want a beauty treatment, then go to Wahanda, check out the local salons in your area, and book directly into the system. Obviously, that is quite similar to the underlying model of JUST EAT - however, there are also some critical differences which team Wahanda has spotted and are getting the most out of. Lopo's Wahanda journey has so far been 5 years long, and lots have been achieved, but I am particularly excited about the focus on building up the best and biggest network of local merchants that can offer great supply of hair and beauty services through out the UK, and internationally as well. Lopo and his team (incl. the latest add-on of Simon and Chris) has more experience than anyone else in this space, and the size of the business is also well ahead of the many smaller players in the industry. Building internationally leading companies in emerging industries is one of the greatest professional experiences I know of, and I think Wahanda has a great opportunity to do exactly that. A chairman role is very different from the many years where I was running companies, but I hope that background is a strength. I need to help & support those that leads the organisation & strategy, not be the big leader or strategizer my self. This transition is massively helped by the fact that Lopo and I get along very well, and through a very open discussion atmosphere we get everything on the table and leverage our different backgrounds and perspectives. I'm looking very much forward to the Wahanda journey, this will be both very fun and very big. And I might even learn a few beauty tips along the way.