Lightness takes structure.

OSLO is growing fast. I’ve spent six years learning how to maintain pace.

My CV says a global bank and a private markets fintech. You're hiring for cakes, gelato, and a first UK site. Fair.

But strip out the setting and it was the same job every time: take the thing people rely on, keep it running, help it grow, never let it break. Banks are simply where that job is least forgiving. The failure is never the product. It's the process nobody owned.

The shifts aren’t a hurdle. They’re the classroom.

You wrote that the best ideas for growth come from people who know the shop floor firsthand. I agree, so I'm not asking to skip it. You can't see what's broken in a shop from a spreadsheet. You see it at the counter, then you go build the spreadsheet.

Most associates do the admin. I'd do the admin, then make it disappear.

I ran Lean Multiple, advising small businesses on exactly this: finding the manual work eating the week and replacing it with something that runs itself. At Barclays I rebuilt Finance and Risk data operations and recovered 4,500+ specialist hours a year. In a shop, hours like that aren't a cost line. They're service, baking, and sleep.

• An enquiry that answers itself. Quote, deposit, prep list, invoice. One flow instead of nine emails and a note on someone's phone.
• Orders that reorder themselves off what actually sold, not what someone remembers.
• A Monday one pager that builds itself on Sunday night. Covers, best sellers, waste, labour, event pipeline.
• Follow ups that send themselves after every event, because that's where the second booking comes from.

None of this is software for a cake shop. It's removing the work that stops founders being founders. I only build what earns its place, and everything I build gets handed over.

The business shouldn’t depend on one person holding it together.

Anyone can tell you Saturday was busy. I'd tell you why, and what to do about it.

The difference between me and a very good, very organised hire: they'd give you a shop that runs. I'd give you a shop that runs and grows faster. Within a month you'd know:

• Where repeat bookings come from. And how we can scale these on Monday.
• Which events actually make money once labour and delivery are in the number, and which merely photograph well.
• Which flavours sell out by 2pm and which go in the bin at close.
• How long an enquiry waits for a reply, and what those hours cost in bookings you never hear about.

That's the job I'd take off you as the founders. It needs no data team, just someone who has built decision reporting for a global bank and is happy to repeat that here.

You're opening store one. I'm applying to still be here for store ten.

At Barclays I grew an internal platform from 50 pilot users to 3,000+, rebuilding it as we went so 60× growth arrived with zero downtime. Growing is easy. Growing without dropping what made people trust you is the actual job.

What you have built already travels. Beirut. Milan. London next. I'm not applying for a job here. I'm applying for that: London becomes two, then five, then a number nobody has said out loud yet. Someone has to make that growth reliable and repeatable.

I left banking this year for small and family run businesses, to be close to the thing itself. The floor, the product, the person buying it. This is the version of that I'd want most.

The detail is in the CV. The rest is better in person. Thank you for your consideration.