Johan Kölhi

What I bring to the table:
I%27ve spent 30 years building things at the intersection of technology, innovation, and regulation. Not advising from the sidelines, but actually shipping products, filing patents, and navigating compliance in real organizations.
As a serial innovator at Ericsson, I generated over 100 patents and was named Inventor of the Year. As a certified DPO, I built GDPR compliance systems for eleven insurance companies and reported directly to boards. At Autoliv, I led AI strategy for an organization of 70,000 people while ensuring we stayed ahead of regulatory requirements.
Today, I work hands-on with generative AI and agentic AI every day. I build RAG systems, deploy LLMs, and use tools like Claude Code to ship production code. This isn%27t theoretical knowledge. I understand what these technologies can and cannot do because I use them.
Why that matters for a board:
The AI wave is different. It moves faster than previous technology shifts, and the regulatory landscape (EU AI Act, GDPR, emerging frameworks) is complex and consequential. Most boards lack someone who can evaluate AI opportunities and risks with both technical depth and regulatory fluency.
I bridge that gap. I can assess whether an AI initiative is technically feasible, compliant by design, and strategically sound. I ask the right questions because I%27ve built these systems myself.
Companies that would benefit most:

Tech-enabled companies entering regulated markets or dealing with sensitive data
Traditional industries (automotive, insurance, manufacturing, defense) adopting AI
Scale-ups needing to build governance before it becomes a problem
Companies targeting EU markets where AI Act compliance is non-negotiable

If your board needs someone who can translate between the technical team saying %22we need to deploy an LLM%22 and the legal team asking %22what are our liabilities,%22 I%27m that person.