About Sture Edvardsen

For 30 years, I've worked across digital marketing, strategy development, technology, advertising, sales strategy, and business leadership – as a consultant, sales rep, marketer, trainer, coach, and CEO. That breadth wasn't accidental. It was intentional.
 

Early in my career, I noticed something: the best insights came at the intersections. When I understood not just marketing strategy but how it connected to technology constraints. Not just operations but how they aligned (or didn't) with market dynamics. Not just leadership philosophy and strategy, but how it showed up in daily execution (or didn’t).
 

Most problems businesses face aren't purely marketing problems, or tech problems, or people problems. They're system problems – where strategy, execution, capability, capacity, knowledge, skills, and mindset all intersect.
 

And in today's digital world, understanding the digital dimension is non-negotiable.
 

Why Digital Expertise Matters (But Isn't the Answer)

Here's the paradox:

Digital transformation fails in many organisations, not because they don't understand technology, but because they misdiagnose the real constraint.
 

A CEO tells me, "We need to modernise our tech stack."
 

I ask: "Or is the real problem that your decision-making speed is too slow to capitalise on market opportunities, regardless of your tools?"
 

Another says: "We're losing customers to competitors with better digital marketing."
 

I wonder: "Or is the real problem that your sales process can't handle the quality and number of leads you're already getting, so more leads won't help?"
 

This is where 30 years of working across marketing, sales, digital, organisational, strategy, and business domains becomes invaluable. I can see when a "digital problem" is actually an alignment problem, a leadership problem, or a business model problem masquerading as a technology gap.
 

Most consultants specialise in one domain. They're excellent in their field. But in a digital era where most constraints have a digital dimension – and every digital challenge has organisational roots – that single-lens view misses the real constraint.
 

I spent decades deliberately building multi-domain fluency, so I could see these connections. That's not a limitation of my expertise. It's the foundation of it.

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From Digital Transformation to Sustainable Transformation

My early work focused on digital marketing and digital transformation – helping SMEs become more competitive in an increasingly digital landscape. Important work. Necessary work.
 

But I kept running into the same pattern: a company would implement a new digital platform, redesign its marketing, modernise its tech stack – and six months later, nothing had changed.
 

Why?
 

Because the digital change wasn't aligned with the organisational reality. Leadership wasn't ready. Sales couldn't execute. The business model wasn't designed to capitalise on the new capability. Team culture resisted the shift.
 

The constraint wasn't digital. It was systemic.
 

That realisation shifted my practice fundamentally.
 

I moved from "How do we digitally transform?" to "What's the real constraint keeping this business stuck?" And I brought my digital knowledge with me – not as the answer, but as a lens for seeing the problem clearly.
 

What This Means for You

When we work together, I'm not coming in as a digital consultant, an operations consultant, or a sales consultant trying to fit your problem into my framework.
 

I'm coming in with three decades of cross-domain experience, trained to ask: "What's the real constraint here? And what does the digital dimension reveal about it?"
 

Sometimes the answer is organisational. Sometimes it's strategic. Sometimes it's about leadership capability or market positioning. And often, it's a combination – a system-level problem that requires understanding how those pieces interconnect.
 

My digital expertise makes me a better strategic problem-solver because I can see the full picture. I understand how technology constraints often mask leadership constraints. How marketing challenges often reflect product-market fit issues. How operational inefficiencies often signal broken decision loops.
 

Built for the Digital Era (And Beyond)

The business world has changed dramatically—especially post-pandemic. Digital is no longer a department or an initiative. It's embedded in strategy, operations, culture, and execution.
 

Most SME CEOs understand this intuitively. They've seen their business models disrupted, their competitive advantages eroded, and their teams distributed. They know digital matters.
 

But they also know that having better software, a bigger marketing budget, or a modernised tech stack hasn't solved their core problem. Because the core problem was never purely digital – if digital at all.
 

That's the gap my experience bridges.
 

I've lived through 30 years of digital evolution – from early HTML websites to cloud architecture to AI-driven decision-making. I've seen what works and what doesn't. I've watched organisations spend millions on digital initiatives that delivered zero business impact because the real constraint was something else – leadership, strategy, or organisational alignment.
 

So when I’m working with you to diagnose your constraint, I'm seeing it through a lens that understands the full complexity: not just the digital dimension, but how it connects to everything else.
 

Who I've Worked With

Throughout my career, I've partnered with experienced SME CEOs across diverse industries – manufacturing, services, technology, professional services, and more.
 

The common denominator: they were stuck on a problem that standard advice couldn't solve. They had tried consultants. They had tried frameworks. They had tried hiring the "right people." And yet, the problem persisted.
 

What changed wasn't the fact that they brought in an expert in operations, marketing, or technology. It was when they had someone who could see the system as a whole – where the constraint really lived, and why previous solutions hadn't worked.
 

That's the value of cross-domain experience combined with a willingness to ask the hard questions: seeing what others miss and understanding the impact of what they missed.

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The Real Work Begins With Honesty

I can't do magic. I can't transform your business overnight, or help you transform without any effort on your part. And if you're looking for someone to hand you the answer while you stay comfortable, you're in the wrong place. Similarly, if you know exactly what you want, hire a specialist!

 

What I can do is help you see clearly, think strategically, and move forward systematically. By bringing 30 years of cross-domain perspective to the problem-solving process. By asking questions that reveal what you've been unable to see. By holding you accountable for the hard work of transformation.

 

The best Strategic Problem-Solving Partnerships happen when both sides are willing to be uncomfortable – to look honestly at the real constraint and commit to solving it together.

 

If that's what you're looking for, we should talk.

Are you ready to explore whether a Strategic Problem-Solving Partnership makes sense?