Start-up and founder-led“Everything moves fast, but nothing catches up.”
Scale-up“We work hard, but we are not moving forward.”
Larger companies“The skills are there, but nothing moves.”
Change and M&A“Everything is changing and nobody knows what applies.”
Does this sound familiar?
The skills are there. Yet things are slow.
We bring in new technology, change business models and create new offerings. But the roles often look the way they always have. Many people spend a large part of their time on tasks that neither drive them nor play to their strengths.
Talent supply is not only about who you need to recruit. It is at least as much about how much more you can get out of the capacity you already have.
01
Decisions get stuck.
Meetings are driven by the quickest thinkers. Those who need time to reflect leave with questions they did not get to ask.
Hero shows how each person takes in information and makes decisions.
02
Responsibility bounces around.
Tasks are allocated by job title and by who has time. The same gaps appear in every project.
Hero makes strengths visible, so roles and teams are built on what each person does best.
03
The best people leave first.
The signals show too late, often only at a sick leave or a resignation.
Hero shows what gives and drains energy, so you see the signals in time.
Questions that become easier to answer
What makes this person perform at their best, and what holds them back?
Why does one team work and the other does not?
Do we need to recruit, or do we already have the ability?
Who complements this management team?
Who are we at risk of losing in this change?
How should this person be led to perform at their best?
Results
Insight that becomes business results.
SEK 1.5m
in retained value, conservatively, when a key person chose to stay. The revenue they continued to bring in is not included.
30%
capacity freed up in another assignment, through reallocated roles and automated tasks.
Calculate for your company
What could it be worth to you?
Enter the number of employees, salary cost and how many leave. The calculation is based on Gallup's research and is conservative.
HMC Sverige
Roles and collaboration ahead of the next growth phase
A shared why, clearer roles and an action plan to rally around.
“You helped us turn vision into concrete actions that the whole organisation can rally around.”Nicola Parmelund, Partner and R&D Lead
Jovi
Culture and structure in rapid growth
More confident leaders, clearer roles, a stronger culture and faster decisions.
“I became more confident and better at lifting my team.”Rabih El Mir, Business Area Manager
Crown Law
From improvisation to scalable structure
Clear roles, a shared vision for 2028 and a sharper strategic focus.
“Caro helped us find our way back to curiosity and a shared direction.”Lina Crown and Peter Hummelbad
One conversation becomes the basis for the whole company.
We call the whole journey Hero Journey™. It starts with Hero Profile™ and continues to the team and the organisation, all the way into the business plan and structure. You go as far as you need.
Business planA new direction and clear goals to rally around
RoleMaja leads the project, Omar gets a mandate for quality
RecruitSomeone with structure and the big picture
AITakes over follow-up, so Sanna has time for the big picture
Examples of decisions that the team's profiles provide a basis for.
A conversation, not a test
No boxes to tick. Answers you did not know you carried.
Established tests such as CliftonStrengths, DISC, Myers-Briggs and Big Five give valuable insights, and I am certified in several of them. But they are built on fixed statements and scales. They rarely capture what matters day to day: what drives this particular person, how they are reached and how they work with others.
Hero moves the question from “What have you done?” to “What makes you create value?”
Established testsHero Profile™
BasisFixed statements and scalesThe person's own words and stories
ResultA type or themes from a fixed listA profile in the person's own language
CommunicationRarely concrete about how the person is reachedHow others reach this particular person
TeamCompares typesCoverage, gaps and complements between real people
Used forMainly self-insightDecisions on roles, teams, leadership and resources
What a Hero Profile contains
CompassWhat truly guides decisions, priorities and boundaries.
SuperpowerHow the person works when they are at their very best.
KryptoniteA strength out of balance. A need that has not been met.
Thunder honeyThe feeling that gives energy.
RobinThe support that sees what the person finds hard to see.
The JokerWhat takes a disproportionate amount of energy.
CommunicationHow the person takes in information and feedback.
LeadershipHow the person is best led, and leads others.
This is how the leader sees the team when everyone's Hero Profiles sit side by side. Choose a situation.
Why do decisions get stuck in the team?
Five people, five ways of taking in information. Once it is visible, you can lead accordingly.
Person
Wants it
How to reach them
Drains them
M
Maja
Drive and delivery
Short and direct
The core first, decision straight away. Details on request.
Long meetings without decisions
O
Omar
Analysis and quality
Material in advance
Send the material the day before and give time to think.
Taking a position on the spot
E
Elin
Relationships and collaboration
Personal, in conversation
Talk it through first and ask how it lands.
Decisions by email without dialogue
V
Viktor
Ideas and pace
Visual, on the move
Sketch, show and bounce ideas. Give the problem, not the solution.
Micromanagement and templates
S
Sanna
Structure and the big picture
The whole and the why
Purpose, plan and who does what.
Unclear mandates, changing plans
Pace in the team
Omar
Sanna
Elin
Maja
Viktor
Thinks firstActs first
What the leader sees
Two act first, three want to think first. Meetings are driven by the fastest, and Omar, Sanna and Elin often leave with questions they did not have time to ask. What later looks like resistance is often unanswered questions.
The adjustment: agenda and material the day before, decisions at the end of the meeting or the day after. It costs nothing and brings more voices into the decisions.
Same change, five different ways in
Hero gives the leader a picture of how each person takes in change. The decision is the same; what differs is the way in.
The decisionTwo departments merge after the summer.
M
Maja
Drive and delivery
Needs: what it means for the goals
We are merging the departments on 1 September. Your goals stay and your mandate grows. We will set the plan on Thursday.
O
Omar
Analysis and quality
Needs: material and time
Here is the decision, the reasons and the timeline in writing. Read it at your own pace, and we will go through your questions on Friday.
E
Elin
Relationships and collaboration
Needs: to be asked
I wanted to tell you this personally before it goes out more widely. How do you see it, and what matters to you?
V
Viktor
Ideas and pace
Needs: the opportunity in it
We are building something bigger after the summer. I want you to help shape how the new department will work.
S
Sanna
Structure and the big picture
Needs: what changes and what does not
Here is what changes, what stays and when. You will get a timeline and know who you report to.
Same decision. Five ways to make it land.
New project: customer platform, six months. Who should be on it?
The project needs ideas, execution, customer relationships, quality and structure. This is how the usual selection differs from a team that complements each other.
The usual selection2 gaps
VAM
Ideas
Strong
Execution
Strong
Customer relationships
Strong
Quality
Missing
Structure
Missing
Those who are available and have run similar projects. Three who act first: pace, but nobody who stops to check.
A complementary teamCovered
VMOE
Ideas
Strong
Execution
Strong
Customer relationships
Strong
Quality
Strong
Structure
Partly
Sanna steps in for phase two, when the platform is to be managed and structure matters most.
Four drivers, one goal
VViktor is driven by creating, and opens new paths.
MMaja is driven by delivering, and closes.
OOmar is driven by getting it right, and safeguards quality.
EElin is driven by people working well together, and keeps the customer close.
Watch out for
Viktor and Maja both want to move fast. Decide early who owns which decisions, or the pace will clash.
Omar needs to be able to say stop without being seen as a brake. Give the quality role a clear mandate.
Three weeks into the merger: who needs what?
The leader's view. Energy follows the patterns in the profiles, so the signals can be seen in advance instead of being discovered at a sick leave or a resignation.
V
Viktor
Ideas and pace
Energy: high
SignalFull of ideas about new ways of working.
Do thisGive a defined assignment to shape, with a clear end.
M
Maja
Drive and delivery
Energy: medium
SignalTakes over other people's tasks to speed things up.
Do thisClarify the mandates, so the pace does not become a lonely responsibility.
O
Omar
Analysis and quality
Energy: medium
SignalMore, and more detailed, questions.
Do thisA written plan and a date when the questions will be answered.
S
Sanna
Structure and the big picture
Energy: low
SignalWorried about who owns what.
Do thisShow the new structure early, even if not every part is ready.
E
Elin
Relationships and collaboration
Energy: low
SignalQuieter in meetings, takes fewer initiatives.
Do thisMake time for one-to-one conversations and keep the closest team together as far as possible.
More usesOnboardingRole matchingRecruitmentLeadership developmentCoaching per employeeSuccessionM&A integration
Illustrative example with fictional profiles.
The views are examples of what the material can be used for. You receive your profiles both as a report and as structured data, and we create the views you need based on your questions. You can also use the data further in your own systems and AI tools.
Get started
Three ways in. Start where you are.
Make use of the capacity you already have. Invest where it is actually needed. From a first half day to a partner on the inside, at the pace you choose.
Start here · On me
A half day with you
Good decisions are built on trust, and impact should be experienced. That is why the first half day is on me. You choose:
A sharp situation reviewwith concrete advice to use straight away
A Hero Profile for you as a leaderso you experience the method from the inside
Change leader and performance partner. Creator of Hero™.
I have sat on your side of the table, responsible for business, operations and management teams. That is why I quickly see where the potential is and how you can make use of it. I do not coach people because they have problems, but because they are crucial to how the company performs.
I also have experience of neurodevelopmental conditions, both at work and personally. It has taught me how much strength there can be behind a different way of functioning.
25 years in leadership roles, from start-ups and scale-ups to global organisations · Eight industries · Seven years in France and Monaco · National and global management teams with full P&L responsibility · ICF-certified coach
“Caro is an exceptionally commercial and strategically thinking individual with an impressive ability to see the big picture and drive results.”Marita BertilsonCountry Director, Specsavers
Vattenfall
CSL Behring
