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AI Lead (C2C) & Domain Architect at NATO NCI Agency | Digital transformation and change management for defence and regulated enterprise | Building and researching AI memory and knowledge graphs to find truths
The digital part of digital transformation is almost never the hard part. Every troubled transformation has the wrong problem written down. The software mostly works, the plans are mostly reasonable, and the effort goes into solving the thing that was never really the issue. Untangling that is what I've spent most of my career on, and what I'm writing a book about. (Ask for a copy via DM!) Making existing things work better has always interested me more than building new ones. Legacy modernisation, procurement-to-production seams, AI grafted onto systems that were not designed to receive it. New and shiny is easier to sell. Fixing the thing that nearly works is where the interesting problems live. At NATO's Communications and Information Agency in The Hague I'm the AI Lead for the Command and Control Centre and the Domain Architect for Medical. On a good day it's a digital transformation job wearing a domain architect's badge. The real work is about what a 32-nation alliance can actually coordinate on, and whether a procurement cycle measured in years can keep up with a software release cadence measured in weeks. Before NATO I spent thirty years building software across startups, fintech, maritime, and Finnish defence — builder, founder, CTO, CPO, programme lead, transformation director. Long enough to watch the same failure modes dressed up in three different decades of vocabulary. The book, The Gap: Why Digital Transformation Fails, comes from that ground. My posts here are mostly the book's material being stress-tested in public, one observation at a time. What keeps me in this work is what organisations actually do when nobody is performing for the board: the anthropology of change more than the frameworks about it, AI implementation as it meets procurement and classification and sovereignty and the person who has to use the thing on Monday. I still build o
Metropolia University of Applied Sciences
Bachelor of Engineering - BE, Computer and Information Sciences and Support Services
October 1, 2023 – June 1, 2025
Rīgas Ekonomikas augstskola - Stockholm School of Economics in Riga
Executive MBA, Economics
April 1, 2004 – June 1, 2006
Haaga-Helia University of Applied Sciences
BBA (studies), International Business
August 1, 2003 – August 1, 2004
NATO Communications and Information Agency (NCI Agency)
AI Lead C2C & Domain Architect (MED)
February 1, 2026 – Present
Hybrid
NATO Communications and Information Agency (NCI Agency)
Domain Architect, Medical Support
October 1, 2025 – February 1, 2026
Hybrid
Puolustusvoimat - Försvarsmakten - Finnish Defence Forces
Senior Project Manager (C4ISR)
January 1, 2024 – September 1, 2025
Hybrid
Puolustusvoimat - Försvarsmakten - Finnish Defence Forces
Transformation Director (J6)
March 1, 2023 – January 1, 2024
Hybrid
Puolustusvoimat - Försvarsmakten - Finnish Defence Forces
Team lead for COT + xTAK
October 1, 2022 – March 1, 2023
Hybrid
Arnolds
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Helsinki, Southern Finland, Finland
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Magenta Sites Ltd | Ruukki Group Plc
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Puolustusvoimat - Försvarsmakten - Finnish Defence Forces
Officer Cadet, Ensign
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Helsinki, Finland
Data Group
Sales Manager
January 1, 2000 – January 1, 2003
Data Com Finland Oy
Generalist
January 1, 1997 – December 1, 1999
Cultural Fit Analysis
The candidate's diverse experience across military, fintech, and startup environments, coupled with roles focused on digital transformation and strategic planning, suggests adaptability and a proactive approach to new challenges. Their involvement in founding multiple companies and leading significant organizational changes indicates an entrepreneurial mindset. However, the target role of 'Blockchain Developer' is primarily hands-on technical, while the candidate's recent experience is heavily skewed towards leadership, strategy, and management. While they have exposure to blockchain concepts, direct development experience is not evident, which might impact cultural fit for a pure development role.
Soft Skills & Operational Fit
The candidate demonstrates strong leadership, strategic thinking, and change management skills. Their experience in project rescue, team building, and stakeholder management indicates excellent operational fit for complex, high-stakes environments. The descriptions highlight an ability to communicate complex technical concepts to diverse audiences and drive organizational change.