Context

As low-cost competitors like Huawei and ZTE entered the European market, Ericsson’s traditional leadership built on technology and long-standing customer loyalty, came under pressure. The region faced pricing erosion, declining differentiation, and rising dissatisfaction among Tier 1 customers.

Mandate

As Director of Marketing for Northern Europe, my mission was to:

• Defend Ericsson’s market leadership against aggressive, pricing-led competition.
• Reposition marketing and business development as strategic partners to sales, shifting from product-led to value-based, customer-centric engagement.
• Upskill and reorganize the marketing and business development team to drive insight-led selling, deepen customer relationships, and expand share of wallet.

Strategic Impact

Transformed the Marketing and Business Development Team

Restructured the organization around value-based selling and customer-centric engagement. Embedded marketing into account planning alongside sales.

Designed and Launched Tailored Customer Campaigns

Developed personalized campaigns for key accounts, aligned to local market dynamics and strategic goals. Strengthened Ericsson’s relevance and positioned the brand beyond infrastructure.

Delivered comprehensive competitive intelligence and battle cards

Created structured business intelligence, including competitor analyses and battle cards that equipped commercial teams to defend value over price in customer negotiations.

Strengthened Customer Relationships through Co-Marketing

Collaborated with telecom operators’ marketing teams to co-create campaigns using insights from Ericsson’s ConsumerLab. Increased preference and demand in local markets.

Boosted Internal Morale and Field Enablement

Ran internal campaigns showcasing the customer insights and value propositions, strengthening belief among employees during intense external competitive pressure.

Measurable Outcomes

Protected Tier 1 Customer Base. Retained all Tier 1 customers across Northern Europe during 2007–2009, despite fierce competitive pressure.

Sales Target Achievement. Met regional sales targets without competing purely on price, validating the shift to value-based selling.

Marketing and Business Development NPS Turnaround. Improved internal NPS from -10 to +45 over two years, reflecting stronger collaboration and alignment with sales.

External Recognition. Awarded “Best Partner Award” by Dutch Telecom’s marketing team for co-marketing excellence.

What I’m Most Proud Of

• Leading a unified regional response that protected Ericsson’s leadership position during intense competitive disruption.
• Transforming marketing from a support function into a strategic enabler of value creation and customer loyalty.
• Building deeper, resilient relationships with customers based on insights, co-creation, and engagement.

How Others Describe My Leadership

Regarded as a catalyst for customer-centric transformation. Known for bridging strategy with execution, mobilizing teams under pressure, and turning market threats into growth opportunities. Valued for clarity, cross-functional leadership, and unwavering focus on delivering commercial outcomes.