Independent advice for acquisitions that must hold, transformations that must land, and leadership gaps that can't wait. We go deep on data, architecture and delivery capability — and stay until the change is in production.
Only what is done has worth.
More and more deals turn on technology — and fewer and fewer due diligence reports go beyond an inventory. A list of systems and licences shows what exists. It doesn't show whether the data can be trusted, whether the architecture can take growth, or whether the organisation can deliver the value the price assumes.
People, process and technology have to be assessed together — and the change has to be doable. That's where we work.
"How should we adopt AI in our organisation?" In a short time we deliver a detailed current-state assessment across people, process and technology — and a strategy and plan for concrete, valuable results.
Experienced technology leadership on the ground that takes the change from ambition to a running operation — and leaves an organisation that stands on its own.
An independent assessment of acquisition fit — from the data room or inside the organisation. Risks, hidden costs and technical debt, with a concrete plan for the value creation that follows.
Four steps, one flow. We map the current state, assess risk and value, take the change into production — and stay until it runs itself.
Current state, data and architecture — what's actually there, not what the docs say.
Risk, value hypothesis and a plan you can stand behind in the boardroom.
The change in production — people, process and technology together.
Ongoing follow-up. Widen what works, leave an organisation that sustains itself.
Private equity and industrial buyers who need to know whether the technology carries the deal — before and after signing.
An independent sounding board when technology decisions carry weight and the basis must withstand scrutiny.
Organisations mid-transformation or integration that need experienced leadership until it's in production.
Figures are stated as targets an engagement is designed for — not past results.
25+ years in technology leadership at international scale.
Behind Mountainflow is Stefan Berg — an operator who has led technology at global scale, not just reviewed it. Group CTO at Transcom, IT COO at Electrolux, CIO at Com Hem through its IPO. Twenty-five years where strategy meets reality — and where most transformations quietly break.
Through Mountainflow he advises investors, boards and management teams on AI and digital transformation — not as theory, but as something that has to land in business-critical processes. Every engagement is led personally and starts with an honest read of where things stand. When a question needs more depth, associated senior operators join across specialities — the team is shaped by the engagement, not the other way around.
Where the advice creates valueDuring his engagement with us, Stefan carried out an in-depth analysis of our technical platform, development organisation and data capability for AI. He delivered concrete insights, recommendations and a clear plan, and helped us frame key choices ahead of a CTO hire and future growth. His combination of strategic altitude and technical depth was highly valuable.
We talk through the situation — the acquisition, the transformation or the question that can't wait.
You get an honest view of whether and how we can help — no sales pitch.
A bounded first step, measurable against today.
Or directly: nova@mountainflow.se