HOMEABOUT TOM
01 / ABOUT TOM
Twenty years of leadership in practice. Since 2023 with AI as an amplifier.
Most people arrive here because someone mentioned my name, or just before a meeting. This page is for you if you want to know who I am before you sit down across from me.
02 / WHO I AM
Leadership first. AI as an amplifier.
I have worked with leadership for twenty years. Since 2018 I have been network director at F5, where I design and run seven leadership networks, among them Executive Leadership for senior executives and Global Leadership for international leaders working in Denmark. Each network meets five to eight times a year, and I am responsible for both the content and the conversation in the room.
In 2023 I went back to being a student to understand what generative AI does to decisions, leadership and collaboration. In 2025 I founded LeadershipAnd.AI, where I train CEOs, leadership teams and boards to use AI with judgement. The programmes are built and tested with real senior executives.
Before that I was chief consultant at LEAD, partner at Normativ and head of marketing at DANSK IT. I sat on the advisory board of the University of Southern Denmark from 2014 to 2023 and owned the publishing house Forlaget Singularitet for ten years. In 2019 I wrote the book 7 praksisser der gør virksomheder entreprenante igen with Bo Heimann.
I hold a bachelor's degree in philosophy and semiotics and a master's degree in corporate communication, both from the University of Southern Denmark.
03 / IN BRIEF
The facts you can check.
- 2025Founder of LeadershipAnd.AI. Executive AI advisory for chief executives and boards.
- 2018Network director at F5 Networking. Seven leadership networks, two of them for senior executives.
- 2023Back to being a student to learn generative AI from the ground up.
- 2019The book 7 praksisser der gør virksomheder entreprenante igen, with Bo Heimann.
- 2014Advisory board at the University of Southern Denmark until 2023.
- 2013Owner of the publishing house Forlaget Singularitet until 2023.
- 2006Head of marketing at DANSK IT. Later partner at Normativ, strategy director at adformation and chief consultant at LEAD.
- EDUCATIONUniversity of Southern Denmark: BA in philosophy and semiotics (2004) and corporate communication (2005).
- LINKEDINlinkedin.com/in/tom-hansen-leadershipandai
04 / THE BOOK FROM 2019
7 praksisser der gør virksomheder entreprenante igen.
Written with Bo Heimann. It is about how large organisations get their enterprise back. The book is in Danish, and the reviews are on the front page.
If you would like the English version of the book, write to Tom@LeadershipAnd.AI.
BUY THE BOOK FROM SAXO05 / TEN QUESTIONS
What you ask yourself before we meet.
Where are you on the scale from positive to sceptical?
Positive about the technology and sceptical about the hype. AI can do more than most leaders use it for, and less than the sales pitches promise. My job is to find what works on your desk and leave the rest alone.
Why does August 2026 say the same as the August 2025 figures, that still only 5% of AI pilots create value?
Because most pilots start in the technology and end there. Value appears when a leader changes a decision or a way of working. That requires the leadership itself to use the tool with judgement, and that is exactly the step most organisations skip.
How AI-hyped are you? Can I put you in front of my staff, or will half of them die because you are AI-hyped?
I talk about leadership. The models take up only the room they need. I have stood in front of sceptical leadership teams for twenty years, and the most guarded people in the room are often the ones I get the most out of. You can put me in front of them.
What happens in the first conversation with you?
We talk about where you stand: your role, your cases and your use of AI today. You leave with a clear answer on whether the Accelerator is the right next step. The conversation is confidential, and it commits you to nothing.
What have other leaders got out of working with you?
An AI system built on their own work, which they use every day. One shared language in the leadership team. And for several of them an organisation that learns from them. The testimonials are on the front page.
Do I need technical skills to get anything out of it?
No. The prerequisite is leadership experience. It is exactly that experience that makes the programme faster for you than for a beginner.
We have already tried AI, and it did not give us much. What do you do differently?
I start with you and your own decisions. And I keep going until it holds in daily work. Most attempts stop at the first prompt. The programme stops at your own leadership system.
How do you protect what I tell you, and our data?
Everything in the programme is confidential. Client names appear by agreement only. I do not touch your systems, your data or your policies. Technology, security and governance stay with you and your IT function.
Why do you start with my strengths?
Because they are what no model can copy. A programme that starts with what you cannot do makes you a beginner. A programme that starts with what you already do well makes you a better leader with a new tool.
How will I know it has worked?
When you make AI decisions without having to ask anyone first. When you set the direction for your organisation yourself. And when six parallel conversations about AI in your team have become one. You can see it in the calendar and hear it in the meeting room.
NEXT STEP
The first step is a confidential conversation.
A conversation about where you stand, and whether the Accelerator is the right next step for you or your organisation.
BOOK A CONFIDENTIAL CONVERSATIONIf you would rather ask a question first, you are welcome to write to Tom@LeadershipAnd.AI.