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.
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.
Key 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.
Check first: Confirm audience demographics, engagement, sponsored-post results, and any partnership inquiry route.
Main ideas
Growing companies stall when they keep founder-era ways of working · Explain the work by the customer problem, not by the org chart · The purpose of legal technology is to clear the path to justice
Jesper Lehrmann is a product management leader whose posts describe work at Karnov Group connecting legal expertise and technology to customer problems.
The writing is most useful for readers interested in how product work changes as teams grow: they argue for simple processes, clear strategy, deliberate decisions and saying no when needed.
A later post makes a complex set of roles easier to understand by reducing them to three shared aims.
Lehrmann turns broad product-management advice into memorable, usable distinctions.
In a post about scale-ups, processes are framed as communication tools, waterfall as risk accumulation, and agile as risk mitigation; the post also separates deciding from implementing.
That gives readers specific principles to question or apply, rather than a generic call to grow well.
The elevator-pitch post shows the same preference for compression in practice, translating several organizational roles into a shared focus on product development, customer problems, and linking legal expertise with technology.
A summer-reading post recommends two business books and a peer’s reading list, offering a glimpse of their influences.
Across five LinkedIn posts, Jesper Lehrmann focuses on how product management changes as companies grow and how to make the work legible to people outside it.
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The recurring arguments: scale-ups falter when they keep founder-era habits; processes should enable simple communication, not control; prioritisation means saying no and separating decisions from implementation; pitches should lead with the customer problem, not the org chart; and legal technology should help clear the path to justice. Two other priorities emerge: a stated return from consulting and mentoring to in-house operating work, and a habit of reading business books and reflecting on them.
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.
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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.
The post opens with '4/5 scale-ups become mediocre' and closes by asking readers how they handle the same problems daily. Jesper Lehrmann writes about having been part of that growth and making a share of mistakes.
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.
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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.
When the listener looks uninterested, the fallback is a safe elevator pitch in Danish: 'Jeg arbejder med EDB' — roughly, I work with computers.
This later post, following the 2023 job-change announcement, shows a remit spanning both a Group function and regional roles.
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.
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AI is named as a tool to improve that work for society's benefit. The post describes a purpose, not a product claim.
The post says all three roles 'bridge legal expertise with the newest technologies to clear the path to justice' and mentions using AI to improve the work of lawyers and public legal workers.
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.
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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.
The job-change post says an agreement was reached in June, with a first day on September 1. In a follow-up post on that first day, Jesper Lehrmann names the role: Product Management Director for Karnov North at Karnov Group Denmark, heading a new product department across the Nordics.
The two posts mark a shift from consulting and mentoring to a full-time operating role, alongside a stated reduction in publishing.
Jesper Lehrmann says they read only business books, never fiction, and that reflecting while reading generates new ideas and advice for life and work.
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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.
The post asks readers for book recommendations and names Atomic Habits as the best book read in a few years.
Answers the newcomer’s first question — what the person does now and at what level — and states the role’s scope in their own words.
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Announces a first day at Karnov Group Denmark as Product Management Director for Karnov North, heading a new product department spanning the Nordics. The post notes that Karnov has been reorganised, calls the product unique and thanks Alexandra Åquist, Jan Ullerup and Therese Järnankar for the hire.
For brands planning a campaign
For a B2B SaaS company hiring a product leader to scale a PM function, this is the anchor item: it sets out the current title, team-building scope across markets and reorganisation context. Use it to frame interview questions about how the first months of a new product department were structured.
Explains where the current role came from and what immediately preceded it — context a name search often misses.
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Written before the Karnov announcement, the post explains the 2023 move: a stretch of consulting and mentoring, frequent LinkedIn posts about product management, a May decision to rejoin a company, an agreement reached in June and a September 1 start date. It also says posting will slow once the new job begins.
For brands planning a campaign
Shows a self-directed consulting and mentoring period alongside a deliberate public writing practice. Ask how mentoring other product people shapes their approach to developing a PM team, and how they maintain a craft-writing habit in a full-time leadership role.
Shows how they describe their work without jargon, offering a quick way to judge whether it’s relevant to you.
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Describes holding three roles at once — two in Region North and one as a Group function — then distils them into three statements: all focus on product development, aim to solve real customer problems and bridge legal expertise with newer technology to clear the path to justice. The post also mentions using AI to improve the work of lawyers and public legal workers.
For brands planning a campaign
A concrete example of turning a complicated organisational structure into a customer-facing narrative. Use it as a cultural-fit probe: ask the candidate to do the same for your product and watch what they choose to leave out.
Sets out Lehrmann’s views on product management as a company grows, in their own words, and offers the densest statement of philosophy among the posts.
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A list post built on the claim that four in five scale-ups become mediocre.
Its five reflections: keep processes simple as communication vehicles; recognise that waterfall accumulates risk while agile mitigates it; separate decisions from implementation; say no far more than yes; and communicate strategy constantly.
The post calls each point a layer to peel and says all five are fundamental to how the writer manages products today.
For brands planning a campaign
Ready-made interview material for a company scaling a PM function.
Ask which of the five principles breaks first under growth and request a specific story for each.
“Say no more than yes” and “communicate strategy always” speak directly to stakeholder-management expectations for a senior hire.
Shows how they develop ideas and who they read and recommend, offering a quick look at the influences behind their product views.
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Recommends Atomic Habits by James Clear and Extreme Ownership by Jocko Willink and Leif Babin, says they read business books rather than fiction and reflect while reading, and points readers to a reading list from another product management writer, Paweł Huryn.
For brands planning a campaign
Signals learning habits and a public connection to another product management writer, useful for the cultural-fit half of a hiring brief. It’s weak on its own for campaign selection; pair it with the philosophy post rather than treating it as a standalone reason to shortlist.
Scaling product management in growing SaaS companies
In a post on why scale-ups stall, Jesper Lehrmann argues that four in five become mediocre because growing companies keep ways of working designed for a founder-led team.
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The five practices are to treat processes as communication vehicles and keep them simple; treat waterfall as risk accumulation and agile as risk mitigation; separate decisions from implementation; say no much more often than yes; and communicate strategy continuously. The post presents each as a layered topic that could carry its own piece and says the practices grew out of mistakes made while scaling.
A short reflective list post: five numbered takeaways from personal experience, ending with a question about how readers handle the same problems day to day.
For brands planning a campaign
Concrete material for a brief on scaling a product function, with specific discussion points on process design, decision rights, prioritisation and strategy communication. The first-person framing makes these points easy to probe in an interview.
Roles, product organisation and explaining a complex remit
Jesper Lehrmann describes holding three roles in the same job: two in Region North and one Group function.
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They note the difficulty of explaining the difference between a PMO and a PPMO, and between product enablement and product operations, then reduce all three roles to a shared purpose: product development, solving real customer problems and bridging legal expertise with new technology to clear the path to justice. The post also refers to using AI to improve the work of lawyers and public legal workers.
A reflective post built around an elevator-pitch problem, distilling three overlapping roles into three shared sentences rather than listing titles.
For brands planning a campaign
Useful for interview questions on how a candidate frames product organisation structures, explains overlapping remits to non-specialists and keeps a team aligned when responsibilities are ambiguous. It also signals a focus on legal technology and AI for legal work.
Jesper Lehrmann announced their first day at Karnov Group Denmark as Product Management Director for Karnov North, heading a new Product department of product people across the Nordics.
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They describe Karnov as a unique company with a unique product. A later elevator-pitch post ties the work to bridging legal expertise and new technology, and to using AI to improve the work of lawyers and public legal workers.
The posts establish the role and domain focus, but not product outcomes or prior legal-technology experience. Ask for examples of relevant outcomes and experience before assessing fit.
For brands planning a campaign
Strongly relevant for a legal-tech or AI-for-legal brief. For a general B2B SaaS product leadership hire, the legal-industry focus is a tradeoff to probe: it may bring deep customer empathy in one vertical, but the posts offer less evidence of work in others.
Jesper Lehrmann recommends two books not specific to product management: Atomic Habits by James Clear, described as the best book they have read in a few years and well written, with applicable advice; and Extreme Ownership by Jocko Willink and Leif Babin, about leadership, decision-making and teamwork under pressure.
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They say they never read fiction, read business books regularly and reflect while reading. The post also points readers to a product management reading list shared by Paweł Huryn.
A recommendation post featuring two named books, a short reason for each and a question inviting readers to add their own.
For brands planning a campaign
Shows a reflective, self-development-oriented voice and a habit of drawing on business writing for management practice. It is a less direct fit for a hiring brief than the scaling and organisation posts, but may suit campaigns about learning, books or leadership development.
A deliberate return from consulting to in-house product work
Jesper Lehrmann wrote that they spent most of 2023 consulting and mentoring, and even more time writing about product management on LinkedIn, before deciding in May to join a company and return to operating work with fellow product managers.
Read more
They reached an agreement in June, with a first day on September 1, and said posting would become less frequent afterwards.
For brands planning a campaign
For hiring, the post shows independent consulting and mentoring experience, alongside a stated preference for operating with a team. For content partnerships, it flags a self-declared reduction in publishing cadence after the move, a factor when assessing reach and consistency of output.
Jesper Lehrmann's posts document a product leadership role at Karnov Group but name no sponsors, affiliate arrangements, or clients, and describe no business they own.
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Ask for disclosure of any relevant commercial relationships.
Karnov Group
Employment · 2023-09-01
Jesper Lehrmann posted that they had completed their first day as Product Management Director for Karnov North at Karnov Group Denmark, leading a new product department across the Nordics.
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An earlier post said they had agreed to a new position in June 2023, with a first day on September 1, without naming the company. A later post describes three concurrent roles in the same job—two in Region North and one Group function—all centred on product development connecting legal expertise with technology for lawyers and public legal workers.
Jesper Lehrmann publishes short, reflective LinkedIn posts about running product work inside a growing company.
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Start with the post arguing that four in five scale-ups become mediocre, which lists five practices covering process design, risk, decision-making, prioritisation and strategy communication.
Next, read the elevator-pitch post: it shows how they collapse three overlapping roles—two regional, one group function—into a single customer problem, and brings out the legal-technology focus and interest in AI for legal work.
The summer reading post is the lightest entry point, naming two business books and explaining why they reflect on them.
Two threads run across the set: a stated move from consulting and mentoring back into in-house product leadership, and a habit of reading and reflecting.
Ask for longer-form examples if depth matters; the posts are short, and no long-form archive is included.
The three creators below are useful follow-ons: one covers legal technology from the buyer’s side, one writes structured practitioner explainers for technical leaders, and one writes first-person essays about professional craft and career choices.
Both write for the legal-technology market from inside it.
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Amy Grubb describes sitting on hundreds of calls with law firms and in-house teams evaluating legal AI, and lists what to look for when comparing tools.
Jesper Lehrmann describes product work that bridges legal expertise with new technology to clear the path to justice.
Both see adoption—whether lawyers will actually use a tool—as what decides success, and both post in a short, first-person LinkedIn format.
Amy Grubb writes from the buying and evaluating side: live demos, post-sales support, self-serve configuration and workflow fit.
Jesper Lehrmann writes from the building side: how to organise a product department, explain a complex remit and manage product work as a company grows.
Grubb’s posts also cover career and leadership, including being the only woman in the room—a thread not present in Lehrmann’s current posts.
Both write practitioner explainers that correct the same leadership mistake: assuming a purchase solves a structural problem.
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Marcel Dybalski argues that leaders buy a storage layer and assume the data platform is fixed, even when the other six layers do not exist.
Jesper Lehrmann argues that growing companies add processes and slow decisions when founder-era ways of working stop scaling.
Both use the same teaching approach: a numbered framework addressed to the reader, a named misconception and a closing question about where the reader’s team sits.
Marcel Dybalski works in data architecture, framing it as a layered technical system with governance and pipeline concerns.
Jesper Lehrmann works in product management within legal technology, drawing on personal experience of growing teams and explaining overlapping roles rather than system design.
Dybalski writes in a more directive, tutorial voice; Lehrmann’s tone is reflective and self-critical.
Both publish first-person reflections on their own profession rather than a client’s problem.
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Anthony Moore writes about starting out writing rest-home reviews at eight dollars an hour, failing to land a content job and working on storytelling.
Jesper Lehrmann writes about spending most of 2023 consulting and mentoring before deciding to return to operating work with fellow product managers and accepting that they would post less often.
Both also argue that judgment and craft outlast tooling: Moore’s case is that AI cannot consistently tell stories that move people; Lehrmann’s is that advising and writing are not substitutes for doing the job.
Anthony Moore writes about B2B content, storytelling and AI’s effect on writing careers, arguing that AI’s limits protect human work.
Jesper Lehrmann writes about product management in legal technology and treats AI as a tool for improving lawyers’ work rather than a threat to a craft.
The similarity is in voice and career reflection, not subject matter.
Jesper Lehrmann's LinkedIn profile showed 2,526 followers on 9 October 2026.
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That points to a narrow, practitioner-level audience rather than a large reach play.
The posts speak to product managers and product leaders working on scaling, process, and product operations—not a broad technology or general business audience.
They do not establish the audience’s industry, employer type, or job seniority.
If reaching senior product leaders is essential, ask Jesper whether they have audience survey results or another documented source covering those details.
For reach, treat this as a small targeted audience and plan for quality of conversation over volume.
Request recent reach, impressions, or engagement results from comparable posts on product management and scaling at similar depth and in the same format; the follower count alone is not a delivery forecast.
LinkedIn followers
2,526
Follower count recorded on the LinkedIn profile linked to the reviewed posts · 2026-10-09
Jesper Lehrmann's posts do not describe sponsorship or partnership formats.
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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.
A B2B SaaS company needs a product management leader to scale its PM function.
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Decision: good fit, with a caveat.
The strongest reason is the current role: Jesper Lehrmann is Product Management Director for Karnov North at Karnov Group Denmark and heads a new product department of product people across the Nordics.
That is directly relevant to a company building or rebuilding a PM function.
The 4/5 scale-ups become mediocre post offers a second reason: keep processes simple because they are communication vehicles; treat waterfall as risk accumulation and agile as risk mitigation; separate the decision from the implementation; say no much more than yes; and communicate strategy continuously.
These five practices give a hiring panel concrete stories to test.
A third reason is the consulting and mentoring period before the current role, which suggests experience developing other product people.
The job-change post also shows a deliberate return to in-house operating work.
Finally, the elevator-pitch post shows an ability to explain a complex remit in plain language.
The posts don’t document product outcomes, revenue impact, team size or retention data.
The domain is legal technology and AI for legal work, so test how much of the scaling philosophy transfers beyond that vertical.
Interview questions: ask which of the five scaling points breaks first when a 30-person product team grows to 80 across two markets; ask for a specific story for each point; ask how they built the new product department across the Nordics and what they changed after the first quarter; ask how they separate decisions from implementation in practice; and ask how they say no to a senior stakeholder without stalling the roadmap.
For cultural fit, ask them to describe your product and PM function in three plain sentences, then explain what they dropped and why.
When to choose a specialist
A legal-tech or B2B software vendor wants a paid creator partnership, such as a sponsored thought-leadership series aimed at product and legal-operations buyers.
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Decision: poor fit based on what Jesper Lehrmann’s posts say.
They offer no evidence of sponsorship or partnership formats, a media kit, a rate card, sponsored-content examples or an inquiry route.
The posts are practitioner reflections, a job announcement, a reading recommendation and an elevator-pitch explanation—not buyer-education assets or commercial collaborations.
The available information includes a small follower count but no demographics, engagement history or sponsored-post performance, so it can’t justify a reach-based campaign.
The focus is legal technology and AI for legal professionals.
A general B2B SaaS sponsorship would need translation, while a legal-tech sponsor would still be buying an untested format.
If a brand wants to proceed, negotiate scope, deliverables, disclosure and measurement in writing, and treat the first engagement as a test rather than a scaled buy.
A worked campaign example
Use the scaling post as a structured interview module for a hiring campaign.
Send the candidate the five points beforehand: processes are communication vehicles; waterfall accumulates risk while agile mitigates it; separate the decision from the implementation; say no more than yes; communicate strategy always.
In the interview, present a concrete scenario: a B2B SaaS company has grown from a founder-led team to 80 people across two markets, with a growing backlog and stalled decisions.
Ask the candidate to rank which of the five points breaks first and why.
Then ask for a real story for each point, covering the situation, what they changed and what happened.
Follow with two role-specific probes: how they would structure a new product department across two markets, drawing on the Karnov North scope; and how they would explain the resulting PM function to the sales and legal teams in three plain sentences, drawing on the elevator-pitch approach.
Close with a 30-60-90 day outline: what they would inspect in the first 30 days, change by day 60, and use by day 90 to judge whether the PM function is working.
Score answers on specificity, stated tradeoffs and evidence from their own experience.
This turns the posts into a testable hiring campaign rather than a personality read.
Amy Grubb is the better choice when the need shifts to selecting, evaluating, or advising on legal AI and legal tech.
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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.
The tradeoff is focus.
Jesper Lehrmann's posts do not address legal AI evaluation or legal career experience, product management leadership, building or scaling a PM department, or running a product organisation.
For a B2B SaaS campaign aimed at hiring a PM leader to scale its function, ask for evidence of PM operating experience; Amy Grubb is not a substitute for it.
Marcel Dybalski is the better choice when the need is data platform architecture or avoiding tool-first modernisation mistakes.
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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.
The tradeoff is that the posts are narrow and framework-led.
Ask for evidence of product management leadership, team scaling, or a PM operating system.
For a campaign about scaling a product management function, Jesper Lehrmann's five scaling points are more directly on point than a data platform architecture post.
Anthony Moore is the better choice when the need is B2B content, storytelling, or resisting generic AI-written marketing.
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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.
The tradeoff is that the posts are personal essays about writing and job hunting, not product management.
For a campaign to hire a PM leader, ask for evidence of building or scaling a PM function and experience relevant to a product leadership role.
Anthony Moore is not a replacement for Jesper Lehrmann's stated director-level PM scope and scaling practices.
This profile draws on five short LinkedIn posts by Jesper Lehrmann.
They cover a 2023 job change from consulting and mentoring into a new role, a first-day post naming the position of Product Management Director for Karnov North at Karnov Group Denmark, a post arguing that four in five scale-ups become mediocre, a summer reading recommendation, and a post on holding three concurrent roles and explaining them through an elevator pitch.
The posts are undated, so sequence is inferred from internal references such as consulting through 2023, an agreement in June, and a first day on September 1.
No long-form articles, transcripts, or third-party coverage are mentioned in the posts here.
Signature books, shows, and earlier public work are not established by the posts and remain topics for a later research pass.
