About

The short version

I rebuild precision technology companies from the inside out. Right now I am the CEO of Ginolis, a Finnish microfluidics automation company that builds the production lines diagnostics manufacturers use to get from a lab breakthrough to a working factory floor. The reason that matters is simple. A patient with sepsis used to wait three days for a diagnosis. With the right automation, that comes down to 30 minutes. Three days versus 30 minutes is the difference between life and death. That is what I work on.

What I am doing now

I joined Ginolis in August 2022, first as Site Director and then as CEO from September 2022. The company was distressed. I bought it for one euro, cut headcount from around 125 to 25, closed four subsidiaries, and rebuilt the business around a thesis I had done the homework to believe in: the microfluidics market is going to be roughly five times larger within five years, driven by point of care diagnostics, drug delivery, and organ on chip applications. Ginolis is positioning to own the lab to fab transition inside that growth.

The business goal is straightforward. Double revenue this year. Grow the company to 20 million euro. Shift the model from bespoke project work to repeatable products with cloud connected IoT and predictive maintenance AI on top. I have scaled companies to 20 to 25 million before. The process is familiar.

Alongside Ginolis, I am working on a PhD in artificial intelligence on the side. Not because I need the degree. Because I want to understand where the technology is actually going, not just read about it. I plan to finish it around 60, when I step back from operating roles and move toward boards full time.

What I have done before

I started my first software company, CIM-Tech, at 22. Grew it to about 70 people and exited it to Elektrobit in 2002. After that, I led the Cellular Networks Solutions business at Elektrobit through a turnaround that took us from a single domestic customer to a diversified international portfolio with roughly 100 percent annual revenue growth for three years running, finishing at around 25 million euro in revenue with 400 staff and 150 subcontractors.

From there I went to Tektronix Communications in Berlin as Sales Director for EMEA and LATAM, with a 20 million dollar quota and the job of moving the organization to a solution based sales model. Tektronix was part of the Danaher Group, and that is where I learned the Danaher Business System properly. DBS is a Lean based management framework focused on continuous improvement and scalable growth. It is one of the most useful tools I have ever picked up, and I still use it.

Between 2011 and 2021, I ran GASEK, a renewable energy technology company, as CEO. The motivation was the same as Ginolis: cleaner energy from material nobody else wanted, with real impact on the ground.

In parallel, I have spent around 25 years involved in mergers and acquisitions, around 15 transactions across CIM-Tech, Elektrobit, GASEK, RD Velho, Orasco, and others, working as a CEO, a project coordinator, or an advisor depending on the deal.

How I work

I learned to work from my father. He fixed everything himself. Cars, machines, the house. Nothing got sent to a professional if it could be figured out at home. That is the foundation. I rebuilt a car engine alone at 19 with one book and no mechanic. I have run the ERP myself. I have flown to Germany on a Friday afternoon to service a customer's power plant when no one else could go.

I do not ask people to do something I have not done myself. That is not a leadership philosophy, it is just how I operate.

With teams, I learned this part more slowly. You cannot manage someone who knows more than you about their own job. You have to coach them toward their own decision. Ken Blanchard's situational leadership matrix was the framework that made it click for me. The job is to move people from dependent to autonomous.

I am competitive. Every quotation is a game I want to win. Not because of ego, but because winning means a customer gets something they actually need. I train four or five times a week. The physical work keeps the mental work clean.

A few things to know

I am Finnish, which means I am quiet until I have something to say. I would rather let the right person answer a question than answer it myself just to be heard. The outcomes are usually better that way.

I have seven children. The youngest is still at home. Family gets real presence from me, not what is left over after a long day. That was a choice I had to make consciously, and it shapes how I run my calendar.

I drive a 2009 Mercedes with 350,000 kilometres on it. It still runs. I have maintained it myself. That probably tells you more about how I think than the rest of this page.

Where to find me

LinkedIn is the easiest place. I post about the lab to fab transition, microfluidics manufacturing, turnaround work, and the practical side of running a precision automation business in 2026. If you are an operations leader at a diagnostics manufacturer, an R&D lead working on assay transfer at scale, or an investor looking at the microfluidics decade, that is the conversation.