Service

Board and Management Support for Snus and Nicotine Companies

An outsider with operational background in the category, who can sit on the board, act as an advisor, or provide support by the hour.

When it's the right moment

Companies in the snus and nicotine industry often grow faster than their commercial experience of the category. That's where an outsider can add the most value:

• Manufacturers and brands entering a new market or a new channel.
• Companies ahead of a major decision: a new product line, a distributor agreement, a price change or expansion.
• Owners and investors who want an independent assessment of a business plan or a company.
• Management teams that lack someone who has worked on the buying side, the selling side and in company-building in the same category.

What I bring

My background is operational. I've worked in purchasing, supplier agreements, assortment and margin at Haypp Group, built and run e-commerce, co-founded a company in the category, and worked in an advisory capacity on product development of snus and nicotine pouches. I served on the board of Droshi (2018–2020) and have sat on the E-commerce Management Board at IHM Business School since 2025.

In the boardroom that means I ask the commercial questions. Who buys the product and why? What happens to the margin once the distributor has taken their cut? Which channels can be used within the regulatory limits? What usually goes wrong in the first year in a new market?

Three ways to work together

• Board seat. A director role in a company where my experience fills a gap.
• Advisory role. Ongoing support to management with regular meetings and a clear agenda, without formal board responsibility.
• Hourly support. A defined second opinion ahead of a decision, for example a business plan, a distributor agreement or a launch.

What I don't do

I don't replace a lawyer, an auditor or operational management. Legal questions, including interpretation of regulation, belong with a lawyer; I help you see the commercial consequences. I never use confidential information from previous employers. And if an engagement would create a conflict of interest, I say so directly.

How we start

Book an initial 30-minute call. You describe the situation, I tell you what I see and whether I'm the right person for it. If it's a fit, you'll get a written proposal covering scope, deliverables and price.