# Jesper Lehrmann

Jesper Lehrmann is a product management leader at Karnov Group, where Lehrmann's work focuses on developing products that connect legal expertise with technology to address customer problems.

- Profile: https://b2binfluencer.marketing/creators/jesper-lehrmann/
- LinkedIn: https://www.linkedin.com/in/jesperlehrmann
- LinkedIn followers: 2,526
- Topics: artificial-intelligence, leadership, product-management, career-transitions
- Based on 11 dated posts, latest 2026-06-14

## Summary

Jesper Lehrmann is most useful for practitioner posts on product management, scaling, process, strategy, and role explanations.

- Best for: B2B SaaS product management content aimed at product leaders and teams.
- Not for: Paid creator partnerships or sponsored thought-leadership series; no rates or formats shown.
- Check first: Confirm audience demographics, engagement, sponsored-post results, and any partnership inquiry route.

### Takeaways

- Growing companies stall when they keep founder-era ways of working.
- Explain the work by customer problem, not by the org chart.
- The purpose of legal technology is to clear the path to justice.

## Main ideas

- **Growing companies stall when they keep founder-era ways of working**: In a post built around the claim that four in five scale-ups become mediocre, Jesper Lehrmann argues the problem is structural, not a matter of effort. Young, founder-led companies move quickly, communicate easily and keep everyone focused on the same goal. As they grow, more people, departments and locations make informal ways of working harder to sustain. Companies then add processes, lengthen backlogs and slow decision-making. The post offers five counter-practices: treat processes as simple communication vehicles; treat waterfall as risk accumulation and agile as risk mitigation; separate decisions from implementation; say no far more often than yes; and communicate strategy continuously. It frames each as a layer to peel and says all five are fundamental to how products are managed today.
- **Explain the work by the customer problem, not by the org chart**: Jesper Lehrmann holds three roles — two in Region North and one as a Group function. The challenge, they say, is not explaining the work itself but the differences between a PMO and a PPMO, or between product enablement and product operations. Rather than list titles, they frame all three around a shared purpose: developing products, solving real customer problems and bridging legal expertise with new technology to clear the path to justice. A pitch that requires an org chart has already lost its audience.
- **The purpose of legal technology is to clear the path to justice**: In the same pitch post, Jesper Lehrmann describes the through-line of the product work as bridging legal expertise with the newest technologies so lawyers and public legal workers can do their work better. AI is named as a tool to improve that work for society's benefit. The post describes a purpose, not a product claim.
- **Operating work matters more than commentary about it**: After spending most of 2023 consulting and mentoring — and, by their own account, even more time writing about product management on LinkedIn — Jesper Lehrmann decided in May to join a company and return to operating work with fellow product managers. The move reflects Jesper Lehrmann's personal motivation to return to the trenches. The post also says publishing would become less frequent once the new role began, setting up a tension between a public writing habit and the demands of full-time product leadership.
- **Reading and reflecting are part of the work**: Jesper Lehrmann says they read only business books, never fiction, and that reflecting while reading generates new ideas and advice for life and work. Their two recommendations focus on general applicability rather than product management tactics: Atomic Habits by James Clear, described as the best book read in a few years and praised for its storytelling and applicable advice, and Extreme Ownership by Jocko Willink and Leif Babin, on leadership, decision-making and teamwork under pressure. The post also points readers to a product management reading list shared by another writer, Paweł Huryn; that recommendation is Huryn's, not Lehrmann's.

## Work to read

- [First day as Product Management Director at Karnov Group Denmark](https://www.linkedin.com/posts/jesperlehrmann_friday-i-had-my-first-day-at-karnov-group-activity-7103837599026307072-5qoX)
- [Radio silence, a long vacation and a new job](https://www.linkedin.com/posts/jesperlehrmann_some-weeks-of-radio-silence-a-long-and-activity-7097182776776384512-NoPR)
- [Three roles, one elevator pitch](https://www.linkedin.com/posts/jesperlehrmann_do-you-also-struggle-with-your-elevator-pitch-activity-7393392754514579456-wv9D)
- [4/5 scale-ups become mediocre](https://www.linkedin.com/posts/jesperlehrmann_productmanagement-saas-growth-activity-7075070617116389376-Tzos)
- [Summer reading: two business books](https://www.linkedin.com/posts/jesperlehrmann_productmanagement-summerreading-activity-7077574673344929793-wPFN)

## Brand relationships

- **Karnov Group** (employment)

## Partnerships

Jesper Lehrmann's posts do not describe sponsorship or partnership formats. The five LinkedIn posts published between June 2023 and November 2025 discuss product management practice, career moves, and reading recommendations rather than paid collaborations. There is no media kit, rate card, audience specification, sponsored-content example, or stated partnership inquiry route in the posts. This is an absence of stated offers, not a statement that Jesper Lehrmann never accepts sponsorships; a brand evaluating a paid partnership would need to confirm terms directly. Because this profile is for readers considering hiring a product management leader rather than buying media, the practical implication is that any commercial relationship would have to be negotiated from scratch, with scope, deliverables, and disclosure requirements agreed in writing before work begins.

## Alternatives

- Amy Grubb: Amy Grubb is the better choice when the need shifts to selecting, evaluating, or advising on legal AI and legal tech. Their posts describe hundreds of calls with law firms and in-house teams and offer a practical evaluation checklist: ask for a live, real-time demo; understand post-sales support before buying; check whether lawyers are on the team; see how much lawyers can self-serve; and look for tools that fit existing legal workflows. A legal-tech vendor hiring an advisor, or a law firm building a selection committee, would get more directly usable criteria from these posts than from Jesper Lehrmann's PM scaling posts.
- Marcel Dybalski: Marcel Dybalski is the better choice when the need is data platform architecture or avoiding tool-first modernisation mistakes. Their post lays out a seven-layer data platform, from source systems and ingestion to storage, processing, curation, serving, and consumption, and argues that buying storage alone solves nothing. A data platform vendor, or a company hiring a data platform leader, would get a sharper diagnostic from this post: tools are 20 percent of the equation, and strategy, architecture, and execution are the other 80 percent.
- Anthony Moore: Anthony Moore is the better choice when the need is B2B content, storytelling, or resisting generic AI-written marketing. Their posts argue that basic copywriting and content marketing jobs are being replaced, but human storytelling still stands out, and criticise stiff, stale B2B content. A content team hiring a writer, or a B2B brand building a thought-leadership voice, would find a more direct argument here than in product management material.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/