Two operators. One firm. Stockholm.
Vekta is what happens when two senior operators get tired of watching good companies hire bad consultants. Fixed fees, real equity, real people on-site, and a refund if the work doesn't land.
Why we started Vekta.
We've sat in enough leadership meetings to know the pattern. A big firm walks in. A partner you met once brings three associates you've never met. Six weeks of interviews. A deck. An invoice. The deck moves to a SharePoint folder and the business keeps doing what it was doing.
The work needed is operator work. Someone who's carried the P&L. Made the uncomfortable hire. Closed the bad acquisition. Handled the re-org honestly. The advice is only as good as the hands it comes from.
So we built the firm the operator version of us would have actually hired. Two people. Fixed fees. Equity when you want it. On-site until the deliverable is done. If the work doesn't move the number, you don't pay.
Size on Purpose Two operators. We cap the client list so we can actually ship the work.
Swedish for "to grow."
Kimberly & Stefan.
The people you meet in the first call are the people who do the work. No associates. No Monday status decks. No junior layer.
Chief People Officer across three industries that don't usually share a leadership playbook: AI startups, high-end design, legal services. Attorney by training, which shows up in how she writes comp plans, handles underperformance, and navigates where HR meets employment law without flinching.
The work she's best at is the work most founders avoid. The hard conversation. The real performance read. The re-org that's six months overdue. Legal precision, human judgment. Rare and needed.
Fifteen-plus years in operations and finance. COO at FirstVet, Europe's leading veterinary telehealth. Previously VP Finance through COO at BEGiN, scaling $1M to multi-hundred-million ARR across three acquisitions. Director of FP&A and Head of Partnerships at Spotify. Started as a CPA at EY on the Zynga IPO.
A CFO finding the savings. A COO optimizing the process. He thinks in systems and writes in English, not consulting. Leads AI Fluency because the next decade of operational leverage sits inside tools nobody's taught the workforce to use yet.
What we've built.
We didn't read about the IPO. We were on the audit. We didn't read about scaling from $1M to $100M+. We did it.
Four companies. One arc.
CFO lens from EY and Spotify. Operator muscle from BEGiN. Full-stack accountability at the COO seat at FirstVet.
Ernst & Young, San Francisco. Landed on the Zynga IPO audit during the biggest consumer tech listing of its year. Learned public-company readiness from the reviewer's side of the table.
Five years inside one of the defining consumer scale-ups of the decade. Ran FP&A during hyper-growth. Then partnerships — the deals sitting under the top-line number.
Joined as VP Finance. Promoted through to COO across five years. The company scaled from $1M to multi-hundred-million ARR and integrated three acquisitions. Operating cadence, integrations, pricing, most of the hard conversations.
Chief Operating Officer at one of Europe's leading veterinary telehealth platforms. Multi-market operations. Clinician workforce. The full stack of commercial, technical, and people decisions.
Law first. Then the CPO seat.
An unusual path that bends the advantage. Attorney first, then Chief People Officer across industries that don't usually share a leadership playbook.
Trained and practiced as an attorney. The legal foundation shows up later — in comp plans that hold up, performance handled correctly, HR meeting employment law without flinching.
Built the people function for high-growth AI companies. Hiring against a market that rewrites itself every quarter. Compensation for roles that didn't exist two years prior. Culture that doesn't break when the company doubles.
The people work inside a studio where craft is the product. Creative retention. Leadership development. The quiet work of building a culture where senior talent chooses to stay.
A rare return to the legal industry, on the people side. Built the people infrastructure that modernizes a practice. Attorney development. Partnership paths. The HR reckonings most firms put off for a decade.
The values underneath the work.
Behind each one is a specific thing we won't do, and a specific thing we will.
Fixed fees against clear deliverables. Built on twenty years of playbooks and AI to compress the work. If scope changes, we talk before a new number gets quoted.
Up to half the fee in equity. Vests when the work lifts the business, not on a calendar. We root for the same outcome. Equity makes that structural, not rhetorical.
The people you meet in the first call are the people who do the work. No junior layer. No Monday status deck. We sit in your office until the deliverable is done. Then we leave.
If you're not happy, you don't pay. Full stop — not a line in the MSA. The guarantee is what aligns the whole structure around whether the work moved the business.
If either side says one in a meeting, we owe the other a Svensk krona. The rule is a joke; the intent is serious. The business doesn't change because someone said "synergies." It changes because a specific person took a specific action on a specific day.
We've both been inside firms that scaled themselves into mediocrity. We're choosing not to. Five companies deeply beats fifty superficially.
Let's grab a coffee.
Ninety minutes. No deck. No deliverable until we both think there's something real worth building. Email Stefan directly, or catch us in Stockholm.