SisuSemi

A happy Co-Founder & Chief Operating Officer

In my role as Chief Operating Officer at SisuSemi, I bring my industrial experience to drive deep-tech product development. 
I focus on ensuring seamless integration of our technology to meet end customer needs and add value that changes the world with atomic level cleanliness.

Chief Operating Officer

• Spearheaded strategic planning and fostered an agile development culture at SisuSemi.
• Facilitated fluent communication with other board members and venture investors to drive decision-making processes.
• Implemented innovative approaches to drive company growth and enhance stakeholder relationships.

Member Board of Directors

SCHOTT

Driving successful process integration for next generation AR-display products.
- Created roadmap and roadmapping process to improve performance and production yield. 
- Ensured good management practices to track development items, as well as ensured good leadership practice to prioritize items with all voices heard, improving collaboration between departments.   
- Driving plans and execution that has led significant (>x2.5) process capability improvements with a limiting process step.

Chief Engineer, Process Integration

Freelance Consultant (/Light Entrepreneur)

Summa Semiconductor

What was Summa Semiconductor all about; 
SUMMA SEMICONDUCTOR – BRIDGING THE GAP FROM PROTOTYPING TO MICROELECTRONICS MANUFACTURING.
We manufacture specialized semiconductor devices tailored to customer needs. We provide a full pathway from R&D, prototyping and pilot production to manufacturing.

Services:
- Engineering
- Prototyping
- Pilot production
- Transfer to volume production
- technology transfer
- Technical Consulting

Microsoft

𝗠𝗲𝗺𝗯𝗲𝗿 𝗼𝗳 𝗠𝗶𝘅𝗲𝗱 𝗥𝗲𝗮𝗹𝗶𝘁𝘆 𝗙𝗶𝗻𝗹𝗮𝗻𝗱 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗧𝗲𝗮𝗺 
– Spearheaded initiatives that improved processes, resulting in 10% faster development cycles.

𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 
– Delivered a 2nd gen fabrication solution that led to step-like performance boost and a superior yield with over 35% reduction in the cost of waveguides.

𝗟𝗲𝗮𝗱𝗲𝗿 𝗮𝗻𝗱 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗼𝗳 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 
– Led multiple development teams, managing an organization size of 36  employees. Consistently achieved wellbeing results above the Finland team average in organization surveys each year.

𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿 
– Successfully secured multimillion-dollar internal investments for the development of 2nd generation fabrication technology and improvements in hard master fabrication technology.

𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 
– Co-created the Waveguide fabrication technology roadmap. Steered the development portfolio and worked as a sponsor or steering group member for multiple strategic projects.

𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗟𝗲𝗮𝗱 𝗳𝗼𝗿 𝗛𝗼𝗹𝗼𝗟𝗲𝗻𝘀𝟮 𝗪𝗮𝘃𝗲𝗴𝘂𝗶𝗱𝗲𝘀 
– Successfully shipped HoloLens2 waveguides, which featured more than double the Field-of-View and improved waveguide efficiency and uniformity compared to HoloLens1.

𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗟𝗲𝗮𝗱 𝗳𝗼𝗿 𝗜𝗩𝗔𝗦 𝟭 𝗪𝗮𝘃𝗲𝗴𝘂𝗶𝗱𝗲𝘀 
– Successfully shipped IVAS 1 (Military version of HoloLens product) waveguides, which featured more than double the Field of View compared to HoloLens2.

Director, Engineering - HoloLens

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽, 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗕𝘂𝗱𝗴𝗲𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 
– Directed the development of the display and managed communication up to the CVP level. Expertly coordinated and synchronized development activities within a global cross-functional team of over 70 individuals, managing a development budget of over 20 million USD per year.

𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗼𝗿 
– Established a structured process to manage schedules, budgets, and program risks effectively, enhancing overall operational efficiency.

𝗧𝗲𝗮𝗺 𝗟𝗲𝗮𝗱𝗲𝗿 
– Managed a local Program Management team consisting of 7 employees, fostering a collaborative and productive work environment.

𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗮𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗲𝗮𝗱𝗲𝗿 
– Led the maturation of the display fabrication from corporate research into a product, successfully delivering HoloLens 1 displays in line with company targets.

Senior HW Program Manager - HoloLens

𝗟𝗲𝗮𝗱 𝗳𝗼𝗿 𝗗𝗶𝗳𝗳𝗿𝗮𝗰𝘁𝗶𝘃𝗲 𝗪𝗮𝘃𝗲𝗴𝘂𝗶𝗱𝗲𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 
– Directed the development of diffractive waveguides, achieving a key outcome of over 30% reduction in fabrication noise using Six Sigma methods, which drove the continuation of design development.

𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 / 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 
– Supervised personnel in waveguide design and prototyping, ensuring high-quality output and adherence to project timelines.

HW Program Manager - HoloLens

EpiCrystals Inc.

𝗟𝗲𝗮𝗱𝗲𝗿 𝗮𝗻𝗱 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 
– Utilized leadership skills to supervise a team of 13 people, enhancing product performance by over 30% and yield by over 30 percentage points.

𝗠𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 
– Successfully scaled up manufacturing capacity to 10,000 units per month.

Operations Program Manager, Laser Diode

𝗧𝗲𝗮𝗺 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗮𝗻𝗱 𝗟𝗲𝗮𝗱𝗲𝗿 𝗳𝗼𝗿 𝗟𝗮𝘀𝗲𝗿 𝗗𝗶𝗼𝗱𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 
– Supervised a team of 5 people, focusing on the development of novel laser diodes.

𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗲𝗮𝗱 
– Matured the novel laser diode from research phase into the next stage and transferred fabrication to the target factory, enhancing production efficiency and product quality.

Product Development Manager

𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵𝗺𝗲𝗻𝘁 𝗟𝗲𝗮𝗱 
– Successfully established a state-of-the-art 808nm process on time at the target factory and delivered it to the customer.

𝗘𝗻𝗱-𝘁𝗼-𝗘𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗲𝗮𝗱𝗲𝗿 𝗳𝗼𝗿 𝗡𝗼𝘃𝗲𝗹 𝗟𝗮𝘀𝗲𝗿 𝗗𝗶𝗼𝗱𝗲 
– Led the end-to-end development for novel Red-Green-Blue laser diode development, ensuring seamless coordination and efficient execution.

R&D Engineer

Optoelectronics Research Centre, Tampere University of Technology

- Development of semiconductor laser processing & passivation methos

- Completed master's thesis

Research assistant

COO at SisuSemi | New Ideas Into Results | Expert in R&D, Product dev and Program mngt | High Tech Leader | ex Chief Eng. @ SCHOTT | ex Dir @ MSFT | Empower Others and be Better | Look Out More for Leadership & Growth

𝐼'𝑚 𝑎 𝐸𝑛𝑔𝑖𝑛𝑒𝑒𝑟 𝑏𝑦 𝑡𝑟𝑎𝑖𝑛𝑖𝑛𝑔. 
𝑃𝑟𝑜𝑔𝑟𝑎𝑚 𝑙𝑒𝑎𝑑𝑒𝑟 𝑏𝑦 𝑐𝑟𝑎𝑓𝑡. 
𝑃𝑒𝑜𝑝𝑙𝑒 𝑙𝑒𝑎𝑑𝑒𝑟 𝑎𝑡 ℎ𝑒𝑎𝑟𝑡.
I bridge deep-tech innovation and execution at scale - turning complexity into clarity, and potential into progress.


𝐒𝐮𝐦𝐦𝐚𝐫𝐲
Over 20 years across semiconductors, photonics, and AR/VR hardware, I’ve learned one truth: great ideas succeed only when structure, discipline, and empowered teams bring them to life.

𝐌𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐃𝐍𝐀:
• Clarity in ambiguity → distilling complexity into direction.
• Vision with discipline → building strategies that endure.
• People first → growing resilient, high-performance teams.
I believe leadership is about balance - vision with structure, innovation with execution, and ambition with accountability.

𝐖𝐡𝐚𝐭 𝐈 𝐃𝐞𝐥𝐢𝐯𝐞𝐫
• 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞 – Built and led orgs of 36+, sustaining performance while prioritizing wellbeing.
• 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐕𝐢𝐬𝐢𝐨𝐧 – Developed roadmaps and multi-year investment strategies; embedded agile culture for long-term growth.
• 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 & 𝐏𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐳𝐚𝐭𝐢𝐨𝐧 – Brought AR display innovation from R&D to market at Microsoft and SCHOTT; achieved >35% cost reductions and 2.5x process capability improvements.
• 𝐅𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐀𝐜𝐮𝐦𝐞𝐧 – Managed $10M+ budgets; secured multimillion-dollar investments to scale innovation.
• 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐚𝐭 𝐒𝐜𝐚𝐥𝐞 – Delivered results across startups and global programs through resilient teams, robust processes, and scalable manufacturing pipelines.

𝐁𝐨𝐚𝐫𝐝 & 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞
• SisuSemi – Co-founder & Board Member; strategy, investors, agile growth leadership.
• Summa Semiconductor – Board Member; governance, finance, transition planning.
• Community & Housing Boards – Leadership roles in governance, strategy, and engagement.


Today, I share insights on 𝑙𝑒𝑎𝑑𝑒𝑟𝑠ℎ𝑖𝑝, 𝑝𝑟𝑜𝑑𝑢𝑐𝑡 𝑑𝑒𝑣𝑒𝑙𝑜𝑝𝑚𝑒𝑛𝑡, 𝑎𝑛𝑑 𝑔𝑟𝑜𝑤𝑡ℎ - especially how to scale deep-tech innovation, build resilient teams, and drive lasting impact through leadership and board work.

𝐒𝐩𝐞𝐜𝐢𝐚𝐥𝐭𝐢𝐞𝐬: 
Leadership • Strategic Planning • Program Management • Product Development • Operations • Semiconductors • Photonics • Technology Management • AR/VR Hardware • Manufacturing Scale-Up

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Note; The views expressed in my post are my own and do not necessarily reflect the views, opinions, or thoughts, of my employer.

𝐓𝐨𝐨 𝐅𝐞𝐰 𝐄𝐱𝐩𝐥𝐨𝐫𝐞𝐫𝐬 𝐚𝐧𝐝 𝐘𝐨𝐮 𝐒𝐭𝐚𝐫𝐯𝐞. 
𝐓𝐨𝐨 𝐌𝐚𝐧𝐲 𝐚𝐧𝐝 𝐘𝐨𝐮 𝐂𝐨𝐥𝐥𝐚𝐩𝐬𝐞.
 
An ant colony thrives because most ants focus on the core: building, maintaining, sustaining.
But a small fraction (𝑡𝑦𝑝𝑖𝑐𝑎𝑙𝑙𝑦 5-10%) act as scouts, searching for new food sources.
 🛑 Too few scouts? The nest starves.
 🛑 Too many? The nest collapses because there aren’t enough ants to keep it running.
 
𝑇𝑒𝑎𝑚𝑠 𝑎𝑟𝑒 𝑛𝑜 𝑑𝑖𝑓𝑓𝑒𝑟𝑒𝑛𝑡.
• 90–95% 𝑓𝑜𝑐𝑢𝑠 should go into executing on the 𝑐𝑜𝑟𝑒.
• 5–10% should be 𝑑𝑒𝑙𝑖𝑏𝑒𝑟𝑎𝑡𝑒𝑙𝑦 𝑖𝑛𝑣𝑒𝑠𝑡𝑒𝑑 𝑖𝑛 learning, experimenting, and exploring new opportunities.
 
The danger of 𝑜𝑣𝑒𝑟-𝑓𝑜𝑐𝑢𝑠 is that it looks productive - but it quietly kills learning. 
Teams become brilliant at the 𝑤𝑟𝑜𝑛𝑔 𝑡ℎ𝑖𝑛𝑔𝑠, blind to what’s changing around them.
 
Real progress comes from balance:
✅ Relentless focus on today’s priorities and 
✅ intentional space for tomorrow’s possibilities.
 
❓How do you keep the balance?
Comment below... ⏬

Pasi Pietilä

COO & Co-Founder | Scaling Deep-Tech from R&D to Market | Semiconductors • Photonics • AR/VR | Former Director @ Microsoft, Chief Eng. @ SCHOTT | Board Member & Growth Leader

“𝐶𝑎𝑛 ℎ𝑒 𝑒𝑣𝑒𝑛 𝑑𝑜 𝑝ℎ𝑦𝑠𝑖𝑐𝑎𝑙 𝑤𝑜𝑟𝑘 𝑎𝑡 𝑎𝑙𝑙?” 🤔
 
That’s what a shift supervisor once asked when he heard I was joining for a summer job (back in my time at University...)
 
Why the doubt?
Because I was studying 𝑒𝑛𝑔𝑖𝑛𝑒𝑒𝑟𝑖𝑛𝑔 𝑝ℎ𝑦𝑠𝑖𝑐𝑠 - Visible in my CV. 
 
What he didn’t know was that I was also a competitive wrestler at the time. 💪
Safe to say… the question never came up again once we actually met. 😊
 
But this isn’t really a story about me.
👉 It's a story 𝐚𝐛𝐨𝐮𝐭 𝐛𝐢𝐚𝐬.

We all carry assumptions - conscious or unconscious.
We fill in the blanks about people with very little information.
And most of the time… we 𝑔𝑒𝑡 𝑖𝑡 𝑤𝑟𝑜𝑛𝑔.
 
The real 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐥𝐞𝐬𝐬𝐨𝐧?
Admit we all have biases.
Then pause long enough to test our assumptions before we react.
 
Your turn:
🔹 Have you been underestimated because of bias?
🔹 Or caught yourself making quick assumptions about others?
Comment below... 👇

Board training completed ✅
But the real art isn’t in collecting diplomas and certifications - it’s in practicing better governance and strategic thinking every day.

𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐁𝐮𝐢𝐥𝐝𝐬 𝐂𝐫𝐞𝐝𝐢𝐛𝐢𝐥𝐢𝐭𝐲. 
𝐎𝐯𝐞𝐫-𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐃𝐞𝐬𝐭𝐫𝐨𝐲𝐬 𝐈𝐭.
 
Confidence is powerful.
It inspires. It gives direction.
But when confidence turns into 𝑑𝑒𝑓𝑒𝑛𝑠𝑖𝑣𝑒𝑛𝑒𝑠𝑠, learning stops.
 
Think of an AI-chat that keeps repeating the same answer - even when it’s clearly wrong.
It sounds confident, but everyone reading it knows it isn’t helping.

Confidence without learning doesn’t build trust - it erodes it.
 
The same is true for leaders and teams:
• 𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐬𝐡𝐨𝐰𝐬 𝐜𝐨𝐧𝐯𝐢𝐜𝐭𝐢𝐨𝐧.
• 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐬𝐡𝐨𝐰𝐬 𝐡𝐮𝐦𝐢𝐥𝐢𝐭𝐲.
𝑇𝑜𝑔𝑒𝑡ℎ𝑒𝑟, 𝑡ℎ𝑒𝑦 𝑐𝑟𝑒𝑎𝑡𝑒 𝑡𝑟𝑢𝑠𝑡.
 
Because people don’t expect you to be 𝑎𝑙𝑤𝑎𝑦𝑠 𝑟𝑖𝑔ℎ𝑡.
They expect you to be 𝑎𝑙𝑤𝑎𝑦𝑠 𝑙𝑒𝑎𝑟𝑛𝑖𝑛𝑔.
 
No questions – just comment below... ⏬

𝐆𝐫𝐞𝐚𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐝𝐨𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐭𝐞𝐬𝐭 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 - 𝐭𝐡𝐞𝐲 𝐭𝐞𝐬𝐭 𝐚𝐬𝐬𝐮𝐦𝐩𝐭𝐢𝐨𝐧𝐬.

Have you ever spent months proving that a solution worked…
only to realize you were solving the wrong problem?

Well... I have.
And that’s one of the biggest learnings I have collected.

It’s an easy trap - especially in technology and R&D.

The data looks positive.
The trial runs smoothly.
The team feels confident.

But often, what we are really validating is our 𝑜𝑤𝑛 ℎ𝑦𝑝𝑜𝑡ℎ𝑒𝑠𝑖𝑠 - not whether the 𝑝𝑟𝑜𝑏𝑙𝑒𝑚 𝑖s real.

And by the time we find out, we have already invested months of effort, resources, and credibility.

That’s why great leaders and boards don’t focus on proving they are right -
they focus on 𝑙𝑒𝑎𝑟𝑛𝑖𝑛𝑔 𝑒𝑎𝑟𝑙𝑦.

They ask different questions:
“𝐴𝑟𝑒 𝑤𝑒 𝑐𝑜𝑛𝑓𝑖𝑟𝑚𝑖𝑛𝑔 𝑜𝑢𝑟 𝑠𝑜𝑙𝑢𝑡𝑖𝑜𝑛, 𝑜𝑟 𝑡𝑒𝑠𝑡𝑖𝑛𝑔 𝑖𝑓 𝑡ℎ𝑒 𝑝𝑟𝑜𝑏𝑙𝑒𝑚 𝑖𝑠 𝑟𝑒𝑎𝑙?”

That one shift changes everything:
✅ It reduces the cost of being wrong.
✅ It accelerates learning cycles.
✅ It keeps teams focused on solving what truly matters.

Progress doesn’t come from 𝑏𝑒𝑖𝑛𝑔 𝑟𝑖𝑔ℎ𝑡 -
it comes from 𝐝𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐢𝐧𝐠 𝐞𝐚𝐫𝐥𝐲 𝐰𝐡𝐞𝐧 𝐰𝐞 𝐚𝐫𝐞 𝐧𝐨𝐭.

👇 Read the full article here:

When ramping new technology into market-ready solutions, there’s a subtle but critical trap: spending time validating that our hypothesis is correct, 

Open article: Don’t Just Prove You’re Right - Prove the Problem is Real by Pasi Pietilä • 3 min read

Don’t Just Prove You’re Right - Prove the Problem is Real

🐘 The Bigger the 𝐴𝑛𝑖𝑚𝑎𝑙 - The 𝐌𝐨𝐫𝐞 𝐈𝐭 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐬
𝐴𝑛𝑑 𝑜𝑢𝑟 𝑑𝑖𝑔𝑖𝑡𝑎𝑙 𝑒𝑐𝑜𝑠𝑦𝑠𝑡𝑒𝑚 𝑖𝑠 𝑡𝑢𝑟𝑛𝑖𝑛𝑔 𝑖𝑛𝑡𝑜 𝑎𝑛 𝑒𝑙𝑒𝑝ℎ𝑎𝑛𝑡 ℎ𝑒𝑟𝑑.

The world is buzzing with intelligence.
Nearly 40 billion devices - from IoT nodes to mobile systems - are constantly sensing, thinking, and acting at the edge.

It’s like a living, breathing digital ecosystem - growing smarter every day.
But there’s a catch: every heartbeat of that ecosystem needs power.

And as devices become more capable, the energy challenge is becoming impossible to ignore.

You can’t scale a world of intelligent machines if each one drains more power than the planet can sustain.

That’s where SisuSemi steps in.

Instead of fighting the problem from just one angle - new chips, smaller nodes, or energy harvesting - we focus on the foundation.

By reducing atomic-level defects and leakage, SisuSemi makes every strategy more efficient.

It’s not a replacement. It’s a multiplier.

Our technology works with custom silicon, energy harvesting, and smart system design - amplifying efficiency across the board.
Because the future of IoT and edge AI won’t be decided by who can build more devices.
It will be decided by who can make them run longer, smarter, and leaner.
At SisuSemi, that’s exactly what we’re powering.

Read more from our latest blog - You can find a link from the comments.

#TecTDay

The danger in leadership isn’t missing the turn.
It’s 𝐨𝐯𝐞𝐫𝐜𝐨𝐫𝐫𝐞𝐜𝐭𝐢𝐧𝐠 when you realize you already have missed one.

We see a problem, feel the pressure to act - and swing hard.
A reorg. A new plan. A transformation initiative. You name it... 

But when feedback is slow or missing, bold moves often become blind moves.

The best leaders and boards operate differently.
They look for small signals, make early adjustments, and let learning guide direction.

Because in both driving and leadership, the goal isn’t to 𝑎𝑣𝑜𝑖𝑑 correction - it’s to 𝑐𝑜𝑟𝑟𝑒𝑐𝑡 𝑏𝑒𝑓𝑜𝑟𝑒 𝑦𝑜𝑢 𝑠𝑝𝑖𝑛 𝑜𝑢𝑡.

I wrote about this idea in the article below:
👉 “From Spinouts to Strategy: Why Tiny Tweaks Beat Big Moves.”

A takeaway from this one; 𝑂𝑣𝑒𝑟𝑐𝑜𝑟𝑟𝑒𝑐𝑡𝑖𝑜𝑛 𝑐𝑎𝑛 𝑏𝑒 𝑚𝑜𝑟𝑒 𝑑𝑎𝑛𝑔𝑒𝑟𝑜𝑢𝑠 𝑡ℎ𝑎𝑛 𝑡ℎ𝑒 𝑜𝑟𝑖𝑔𝑖𝑛𝑎𝑙 𝑚𝑖𝑠𝑡𝑎𝑘𝑒.

Small corrections beat big overcorrections. It’s a lesson I’ve learned in work, in leadership - and yes, behind the wheel. The Spinout Lesson Years ag

Open article: From Spinouts to Strategy: Why Tiny Tweaks Beat Big Moves by Pasi Pietilä • 3 min read

From Spinouts to Strategy: Why Tiny Tweaks Beat Big Moves

A plan without governance is like 
sending an email without the right address.

No matter how clearly it’s written - it’s going nowhere.

Governance isn’t bureaucracy.

It’s how 𝑠𝑖𝑔𝑛𝑎𝑙𝑠 move through the system - how decisions stay visible, feedback loops stay open, and learning keeps the plan alive.

But governance alone isn’t the answer either.
When it turns into control, progress slows again.

𝐆𝐫𝐞𝐚𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐝𝐨𝐧’𝐭 𝐞𝐧𝐟𝐨𝐫𝐜𝐞 𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 - 𝐭𝐡𝐞𝐲 𝐝𝐞𝐬𝐢𝐠𝐧 𝐢𝐭 𝐭𝐨 𝐞𝐧𝐚𝐛𝐥𝐞 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐚𝐧𝐝 𝐦𝐨𝐯𝐞𝐦𝐞𝐧𝐭.
That’s what keeps strategy from drifting into silence.

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