Board and advisory-board work for B2B technology companies
At Leapwork, I was part of the leadership team and the principal architect behind professionalizing go-to-market as the company grew from 50 to 500 people, with a DKK 400 million Series B along the way. On a board, I bring the question of whether sales, the organisation across markets and AI can carry the plan.
My board-level experience so far comes from advising CEOs, founders and investors; I am now taking on advisory board and board seats.
What I bring to the table
My contribution comes in this order. First, professionalizing sales with value and qualification frameworks. Then the commercial and organisational foundation for international growth, with particular weight on recruitment. Then AI in the company’s operation and in what it sells.
Sales professionalization
Whether the company’s sales can carry the plan: how customer value is explained, how opportunities are qualified, and whether the pipeline is qualified or an early count in the CRM.
International growth
Whether the commercial and organisational foundation can carry growth across countries: what is shared, what each market adapts, and who to hire first.
AI
What AI changes in the company’s operation, in what it sells and in its competitive position.
When a company adds this to its board
A founder-led company adds its first independent members as investors come in.
The company prepares international expansion and wants commercial experience at the table.
A new owner, CEO, CRO or board is resetting the commercial plan.
The company moves upmarket, and enterprise customers change how it has to sell.
An acquisition or merger brings together two sales organisations that qualify deals in different ways.
AI changes the product, the operation or the business model, and the board wants someone at the table who works with AI hands-on.
A board session
A single working session with a board on what AI changes for the company, or on whether sales can carry the plan.
I read the board material beforehand, and the board gets my recommendations in writing afterwards.
Working with the chair, the CEO and the investors
With the chair, I agree what the board needs from me: the topics I prepare, any working group I join and how I contribute between meetings.
With the CEO, I build a direct working relationship. I support the plan where I believe in it and say early where I do not. Management runs the company.
Members appointed by investors bring their owners’ perspective. As an independent member, I owe my duty to the company and keep my own view.
When the chair and the CEO agree, I meet the commercial leaders, so the board’s picture of customers and sales is first-hand.
How I would work in a seat
I read the board material before the meeting and send my questions ahead, so the meeting time goes to the decisions.
Between meetings, the CEO and the chair can call me on questions in my areas.
On an advisory board, I write my recommendations down, so management can come back to them.
Independence and conflicts
Before I accept a seat, I tell the chair about any other role, assignment or investment that touches the company, its competitors or its owners. If the company later wants a paid assignment from me, it is agreed openly with the board and kept separate from the seat. I do not hold seats with direct competitors at the same time. Board material and discussions stay confidential, including from my other clients.
Time
The time a seat takes is agreed before I accept it: meetings, preparation, any working group, and how available I am between meetings. An advisory board can start for a defined period, with a review at the end.
My own company is Top Møller Venture & Consult, and I am a partner in Agentic First, an AI company. I hold no board seats today.
Why this experience is relevant
I co-launched Fuze’s Nordic business with a Sales Representative, introduced Nexthink to enterprise customers across Denmark, Norway, Sweden and Finland, and hired Leapwork’s Sales Engineering team across six countries and four commercial regions.
At Leapwork I was part of the leadership team, built the global Sales Engineering organisation from the ground up and led broader commercial professionalization across the go-to-market organisation. I have since implemented the same disciplines as an external consultant for Danish and international companies, including ZAGENO and Relesys.
I was a member of the Keystones investor network from 2023 to 2026. I was an investor in Groundley, and its advisor from 2024 to 2025.
Two kinds of seat
An advisory board advises the CEO and the owners, and management decides what to use. A board of directors decides on strategy, supervises management and answers for the company.
Both are possible. Which one fits depends on the company’s stage, its owners and what the board has to decide.
An advisory board advises. The CEO decides.
A board of directors decides together.
Other ways to work with a board
For investors: Independent commercial assessment
A founder or CEO who wants a one-to-one relationship instead of a board seat can use Executive advisory.
Where it starts
Send me a few lines about the company, the board or advisory board you are building and what you want the seat to contribute. I will tell you whether I think I am the right person for it.
I work in Danish and English, in Copenhagen or online.
If you think I could help, write to me or give me a call.
I answer as quickly as I can.
The first step is a short call or a coffee. In Copenhagen I am happy to come to your office.