Moving from business ownership into an employed leadership role raises a fair question: can that ownership and initiative work well in an organisation where decisions are shared? That is the role I am seeking. After years of responsibility for developers, customers, product and operations, I want to apply that experience within one company over time. For a new employer, it means a leader who understands how people, customer expectations, finances and technology affect one another.

What business ownership brings to a leadership role

At Modified Solutions, I built a software business with up to 16 employees. The role involved hiring, developing colleagues, customer dialogue and choosing between projects when capacity was limited. avecdo grew from an idea into an operating SaaS product, and my earlier work at Mira Internet covered hosting, capacity, backup and redundancy. Those experiences are connected: a technical decision affects customers, colleagues, finances and the system that has to keep running afterwards.

In a new organisation, that breadth can help make decisions understandable. What matters to the business? Which technical choices can specialists stand behind? What can be promised to a customer and still be delivered and operated? Those questions are best answered with the people who own the need and do the work.

Why a permanent leadership role makes sense

A permanent role offers time to develop a team and technical direction over several years. Decisions are made with the CEO, leadership colleagues and specialists, with clear responsibility for seeing them through. That kind of collaboration appeals to me, and I do not need to own the company to take responsibility for what has to succeed. I want to spend my time developing people, meeting customer needs and building technology that works in practice.

As an employed leader, I would begin by understanding the organisation's promises to customers, how the team works and the technical commitments already in place. Only then would it make sense to change priorities or processes. Business ownership has taught me to see how choices affect people, delivery and finances; that perspective should work with the existing leadership and culture.

When Modified Solutions had to close

Modified Solutions entered bankruptcy proceedings in September 2025. The proceedings concluded on 29 September 2026, and the company has since been dissolved following bankruptcy. It was not the ending I wanted for a business I had spent many years building, but I am open about that part of my career.

When it became clear that the company could not continue, I used my network and relationships with former clients to help every team member who was still with us into a new job with those clients. I am not proud of the bankruptcy, but I am proud that I was able to help the people around me move forward when things were difficult.

Working with leaders and specialists

A new role would call for clear priorities, honest customer dialogue and room for specialists to own their technical work. Recommendations from colleagues describe me as available, attentive and clear when a decision is needed. Their words add an important perspective to my own account of leadership.

If your challenge calls for a leader who can connect customer needs, people, software and operations, I would welcome a concrete conversation about the role and the outcomes you need.

Contact: kontakt@tomc.dk · +45 299 297 67