Janne, Director of Business Development

Before anything else, there's the ride.

The day starts on a bicycle, pedaling along the shoreline from Laajalahti as morning light catches the Baltic. The route is the same most mornings, but it never quite feels routine. There's something about moving through a city before it fully wakes up. The quiet, the water, the rhythm of the ride. It does what no amount of coffee can.

It's a deliberate choice. When the work involves the kind of complexity that AI advisory brings, having a buffer between home and the office matters. Strategy sessions. Client questions that don't have clean answers. A regulatory landscape that keeps shifting.

By the time the bike is parked outside the Twoday office on Keskuskatu in the heart of Helsinki, the head is clear and the day has already begun to take shape.

The first real stop is the kitchen.

Not for the coffee alone, but for the conversations that happen around it. In a team working at the edge of a fast-moving field, the informal morning exchange is where a lot of the most useful thinking happens.

A new model dropped overnight. Someone has been testing something and has early observations. A client sent a question that nobody has a clean answer to yet. These aren't agenda items. They're the kind of exchanges that happen in passing, and they're often where the most interesting ideas start.

By the time the first meeting of the day arrives, the team's collective intelligence has already started to sharpen.

The morning shifts into a collaborative session with Nordic colleagues, working on the strategy transformation program that sits at the centre of much of Janne's work right now.

Most organisations have already decided to become AI-first. The harder question is how. How to move faster than the competition while making that shift real across different markets, cultures, and operating models at the same time.

Organisational change. Cultural readiness. Operational retooling. It all lands in the same conversation.

These sessions require as much listening as strategy. The people in the room carry different contexts, different pressures, different starting points. Getting to alignment means understanding all of them first.

Late morning is reserved for a client in the finance sector.

The brief is straightforward to state and genuinely difficult to deliver: help them transform how they work using AI, inside one of the most regulated industries in the world. Every decision has to hold up to scrutiny. Every implementation has to meet standards that were written before most of these tools existed.

That tension is the work.

Some see compliance as a ceiling, the thing that limits how ambitious you can be. Janne sees it differently. A solution that works inside these boundaries is a solution that works properly. The constraint is what makes it worth building.

This is where the advisory role gets most concrete. Not strategy decks, but actual decisions about what gets built, how it gets governed, and what the organisation can genuinely stand behind.