Author: Emily Hunt

Emil Asmussen on Leadership: “Let’s Give it a Go”

Emil Asmussen on Leadership: “Let’s Give it a Go”

Author: Emily Hunt

Image courtesy of Emil Asmussen.


Emil Asmussen, Creative Director at Virtue Northern Europe, the creative agency by VICE, recently spoke to Webamp about leadership. Asmussen is both a Creative Director and writer working in both advertisement and entertainment. His work has been featured by CNN, BBC, Fox News, World Economic Forum, The Guardian, Wired, and  Fast Company. 

Asumussen did not start out with the intention of becoming a creative director. At university, he studied language and communications. He shares that he became particularly involved with political communications and thought he was going to be working somewhere such as City Hall. However, after a while he found he was bored and the suit and tie world simply was not for him

He knew some people working in creative jobs and thought, ‘It looks like they have the most fun job.’ Asmussen describes his eureka moment recalling, 

“I had a moment when I was in the library writing my thesis when I looked to the wall and noticed an advertising book. I took it down and started flipping through it. I was particularly drawn to copywriting. I thought, ‘I guess I could be a writer.’ I had always done blogging and writing for magazines on the side, so I thought ‘let’s give it a go.’”

Soon after, he helped a friend by doing some writing for a Ford advertisement which ended up being nominated for various awards shows. Then, Asumussen naturally became a copywriter which shifted to a position as an associate creative director to his current position at Virtue as the head Creative Director in Northern Europe. He shares the importance of his foundation in studying language saying, 

“Copywriting and Creative Direction are about simplicity and cutting everything away. So, the better understanding you have of language and grammar the easier it is to determine what is essential for communicating what you have to say.”

Image courtesy of Emil Asmussen.


Keeping Creative in Light of COVID-19

Asmussen shares that in a COVID-19 world working internationally feels natural because everyone is always meeting via call anyways. Although he works with other offices in London, Berlin, Zurich, and Sweden it doesn’t feel any different than working with someone who is 20 minutes away. He emphasizes, 

“I think a key thing is to remember is to keep the creative work fun and to find ways of keeping the process of creating something interesting for the people who are involved. Oftentimes, if the process of creating is not fun, then the chances are that it will not be a fun creative project for the viewers. A lot of my work now is figuring out how to keep the creative spark burning when I am not sitting in the same room as the people I am creating with.” 

 Asmussen shares his team has definitely been working on how to replicate the natural flow and exchange of energy that is so integral to creative collaboration over video calls. He states, 

“The creative process is about both insecurities and confidence. When creating collaboratively it is important to have feedback from those you are working with from body language and other subtle cues. That is much harder to cultivate in a digital space. Questions such as, ‘Did this joke land?’ or ‘Was anyone else touched by this thought?’ are much harder to figure out when communicating digitally. These sorts of explicitly human interactions are very different now.” 

Asmussen shares that letting go of formal meetings and having time to simply hang out on a call or take a socially distanced walk together can help a lot. Allowing people to have time to think creatively on their own and collaboratively before meeting formally about a project can help foster creativity.

If you would like to stay up to date on everything Emil Asmussen is doing, then connect with him on LinkedIn. Additionally, to see more of his work visit his website.

Skal vi tale sammen?



Mark Scala on Leadership: Art is a social practice. Art is an engagement with the world.

MARK SCALA ON LEADERSHIP: ART IS A SOCIAL PRACTICE. ART IS ENGAGEMENT WITH THE WORLD

Author: Emily Hunt

Rina Banerjee media preview: Courtesy of Frist Art Museum. Photo by Emily Beard.

Webamp recently had the opportunity to speak with Mark Scala, chief curator for the Frist Art Museum in Nashville, Tennessee. 

Before becoming a curator, Mark Scala shares he started out as a painter back in the 80’s. 

His first job out of graduate school was to run a university art gallery in conjunction with teaching painting classes. Scala recalls that he found he enjoyed running the gallery more than he liked teaching. Thus, he decided to go back to school to get a degree in art history with a museum studies emphasis so he could focus on curation. He has been a curator ever since. Scala shares,

“For me, having been trained as an artist is beneficial because I do a lot of studio visits where I meet with artists and talk to them. It helps give me the insight into their practice that comes with anyone who has tried to create things. You know where the frustrations lie. You know where the desires lie. And where the successes come.”  

Scala emphasizes that he loves working with artists who genuinely get to know subjects such as sociology, politics, physics, and so on through research or collaboration with specialists in those fields. He enjoys seeing how artists can sometimes find the real grist for their mill in disciplines outside of art. Scala remarks, 

“Art is a social practice. Art is an engagement with the world.”

Leadership & Exhibitions

Mark Scala unpacked what it means to be a leader when organizing an exhibition by sharing his creative process for the 2018 thematic exhibition Chaos and Awe: Painting for the 21st Century. In this exhibition, Scala brought together the works of painters from around the world to communicate how painting is a poignant medium for communicating contemporary conceptions of the sublime. Scala recalls,

“I had this notion that painting is a really apt medium for conveying the sense of fragmentation and disequilibrium that people seem to be feeling all over the place. Painting has done that for a really long time, and it is still really good at it even though painting is an archaic medium compared to film or augmented reality. For me, there is a paradox there. That is, the oldest way of making art is also a way that conveys the most recent feelings of the social imaginary.”

That, to Scala, is an interesting phenomenon he thought would interest both the art lover and casual viewer because we are all feeling the same things. We are all feeling that things are falling apart. Scala explains if an artist is addressing issues of disillusion and fragmentation, then when she makes them into a painting she is reconfiguring them. The artist is postulating the capacity of the world to be reconfigured. That, for Scala, is a really interesting thing. He wanted it to be a global exhibition, not just an American or European one in order to convey that these feelings are universally affecting everyone in similar but different ways. Thus, Scala organized an exhibition embodying this notion of a fluid language through art.  

Chaos and Awe media preview: Courtesy of Frist Art Museum. Photo by Ramona Whitworth.

Art can have a powerful impact on individual lives 

Scala shares his greatest pleasure is to work with artists who are not just passionate about what they do, but are able to articulate and share the excitement of what they create with a wider audience. He is drawn to artists who don’t simply think of art as an activity or opportunity to make something attractive and interesting, but actually see art as a life changing force. For Scala, this is really inspiring. As a leader in curation he strives to make art accessible to both the art lover and the novice viewer. Scala states, 

“For me, it is always about helping a visitor understand Why is this here? Why am I asked to look at this? Why is it important? How does it fit not just within this artist’s work, but how does it fit in the world? You know, that is a really important question.”  

Scala told Webamp one of his favorite things as a curator is to work really hard on an exhibition and then go into the gallery after it opens and see a lot of people there. Due to the impact of COVID-19, Scala admits it is a little hard not to see that right now. He stresses the need for museum attendance. In order to survive, museums need to demonstrate that they are having an impact. 

If you would like to stay up to date on everything Mark Scala is doing, connect with him on LinkedIn. Scala has been featured on NPR, Huffington Post, Wall Street Journal, and Art Daily. Additionally, for more information on the Frist Art Museum visit their website.

Let’s Talk!



Neil McConnon on Culture & Curation: Expanding and Welcoming New Audiences

NEIL MCCONNON ON CULTURE & CURATION: EXPANDING AND WELCOMING NEW AUDIENCES 

Author: Emily Hunt

Neil McConnon. Image courtesy of Linda Nyland.

Webamp recently had the opportunity to speak with Neil McConnon, Director of International Partnerships at Tate Modern. 

Neil McConnon shares with Webamp there are certain guiding principles, such as caring about art, creating a space where a broad range of voices and ideas can flourish, questions can be explored with rigour and breadth that make up a good curator. For McConnon, a good leader amongst many other things, provides the right environment for this to happen.  For him, the other part of the equation is of course the balancing of creative, administrative, financial and commercial imperatives.

McConnon shared with Webamp that he started out studying art and design, fine art and textiles. Later, he got a masters degree in curating.  He states,

“I have never had a career plan and in truth I have always gravitated towards areas and projects of interest, regardless of opportunities or prescribed routes. I suspect that if you’re fascinated by a subject, enough to want to understand and interrogate it, you may well end up doing it well, hopefully taking it in new and interesting directions.”  

McConnon shares he did all the usual things to finance himself, such as  working weekends in bookshops and museum retail to support his studies and ‘buy’ time to think.  Which, he believes, provided him with a very valuable, creative mix of often like-minded artists, designers, academics. They were all trying to find their place in the world – working in jobs that paid the rent, the studio, and  the courses.  

Through his studies in art, he became interested in Chinese painting. McConnon recalls that interest drew him to China, where he lived on and off for some time. Later, he continued visiting whenever he could, immersing himself in as much Chinese culture as possible. Living and working in China afforded McConnon a unique insight into local arts communities, studios and galleries and it was this that led him to curating. He initially worked  with Chinese artists to stage small exhibitions of artists whose work he felt warranted a wider audience. McConnon emphasizes,

“I have always believed that the best way to influence different societies is to engage, where possible – and that this should be reciprocal, again wherever possible.”  

This led McConnon to a position working at the Institute of Contemporary Arts in London. Here, he worked on a  larger project in Asia as well as a series of digital projects and commissions in association with that organization. McConnon recalls it as being an exciting and exhilarating time because China was just beginning to open up to the outside world resulting in energy and passion for art that was palpable and infectious.   

Culture & Collaboration

After a time at the Institute of Contemporary Arts, McConnon worked as a freelance curator. Then, he continued his journey in east London by working at Barbican Center. McConnon explains he was fortunate to start working at Barbican when it was not particularly hip or fashionable. That is, before the gentrification of the east of London. In some ways, McConnon believes he shared in the Barbican’s journey, from a rather neglected outpost for culture, more known for its classical music program and distinctive Brutalist architecture, to a world class arts center. McConnon further unravels his story saying,

“My first role at Barbican was as exhibition manager, then as curator and head of department, developing exhibitions in London and internationally. Again, there was no plan, just a desire to explore the boundaries of what might be possible with all the support (and restrictions) that come with working as part of a large organization. I collaborated with major film studios (Pixar, EON productions and Lucasfilm), with animation and special effects companies, with video game developers and leading arts and science research centers internationally. ”

McConnon emphasizes that expanding and welcoming new audiences and reaching out to international audiences has always been central to his thinking. He believes this is something he was very fortunate to be able to put into practice at Barbican. McConnon explained to Webamp that international work and partnerships are a significant motivating factor, creating new shows for the UK and international audiences and staging those shows globally. He shares, 

“I have always loved collaboration, deal-making, co-producing, finding new ways to consider and resolve issues, creating and sharing a vision from a nascent seed of an idea through to a conclusion and realization.”

Art & Leadership 

McConnon tells Webamp his notions of art and artists are rather complex and personal, but in essence he believes we are all artists. At least when we are thinking and working creatively, interrogating aspects of our world and our existence. He hopes his experience of making art has given him greater empathy with the process and the challenges involved, which is something McConnon is constantly aware of in his dealings with artists and exhibitions. McConnon reflects that although this is certainly not a prerequisite to working in the arts, but it has helped in his personal work.

Moreover, McConnon holds that oftentimes notions of art (ist) can be too prescribed. Instead, he would suggest that some of the most creative practitioners currently working, move between areas such as film, performance and moving image, science and technology, video-games, animation – not content to fit into often limiting and narrow art-world definitions . For McConnon, that’s a healthy development and one he hopes will continue to find traction in the museum sector. He states, 

 “Tate Modern is inspiring. It’s wonderful to work with people who are passionate leaders in their field and I find myself constantly astonished by the openness, generosity and expertise of my colleagues at Tate. ”

McConnon explains that all large cultural organizations have their particular politics and challenges. However, the important and reassuring thing is that the vision is a shared one, that everyone can align with and strive towards. McConnon recognizes that from the outside it sounds obvious and simple, but in his own experience it’s actually the result of enormous hard work and commitment. He applauds Tate for having a shared vision and feels lucky to be part of the culture.

Museums & COVID-19

McConnon notes the challenges of COVID-19 are ongoing, not just to his role, but to the way the world, including the art world, operates. Although the negative often take the spotlight because they are so easy to see, McConnon acknowledges the opportunity for genuine self-reflection and a re-set as being exciting. He states,

“In parallel to Covid, events in the US and Europe have exposed racism and prejudice throughout many of our institutions. Re-thinking how we engage our audiences and involving our audiences in that conversation has to be a positive take-away… serious examination of the under-representation of women and BAME artists and professionals in our institutions, issues of transnationalism, de-colonization and reframing art histories – are all subjects of research and action within museums currently and that is very positive thing indeed. ”.

Additionally, ways of working more flexibly, harmoniously, sustainably are emerging in light of the pandemic. McConnon emphasizes the importance of conceiving the museum in reality as a space without walls, that is more pervious to public interaction, more democratic, and aware of the need to change to better reflect its audiences globally. He shares that digital possibilities are expanding exponentially within museum practice, and it now makes sense to stage major exhibitions with partners globally, without sending teams of experts to install and de-install. Platforms such as Zoom continue to show us fresh ways of working, which whilst not ideal do have wider positive repercussions, according to McConnon. He also acknowledged that international cultural tourism is no longer sustainable. For him, that is both quite the realization and a step forward towards an environmentally responsible mode of operating that we all need to urgently embrace. McConnon emphasizes,

“Most of all I think we all need to have hope – to be positive and seize opportunities for change, so that we can continue to find creative ways forward – to create bold and empowering working practices that build on what went before.”

If you would like to stay up to date on everything Neil McConnon is doing, connect with him on LinkedIn. Additionally, for more information on Tate Modern visit their website.

Let’s Talk!



Patrik Drobny on Entrepreneurship: Creative Collaboration & Sustainability

PATRIK DROBNY ON ENTREPRENEURSHIP: CREATIVE COLLABORATION & SUSTAINABILITY

Author: Emily Hunt

Patrik Drobny, CEO at The Syrup Company, recently spoke with Webamp about what it means to be an innovative, sustainable, and collaborative entrepreneur in the syrup industry. 

Patrik Drobny started The Syrup Company after an import company he had didn’t work out and he found a job in-between. He recalls one of his friends, whom he also considers his mentor, wanting to invest in the import company Drobny no longer had. So instead, they came up with a new plan and The Syrup Company was born. Drobny started The Syrup Company with only 2 co-founders and 4 angel investors.

However, for Drobny, the syrup has a deeper root. That is, he was a semi-professional swimmer and athlete throughout his highschool and university career. Drobny spent a lot of time around sports drinks during these years, which is where he became acquainted with the syrup mixing process. He shares the way one prepares a sports drink is by using syrup. Additionally, Drobny’s family has a long tradition in winemaking.  He shares,

“Both of my grandfathers had vineyards, and large gardens where they grew about 50% of all we ate. With all of this home-grown food we also preserved a lot of it, so we can enjoy it in cold months, therefore we made a lot of fruit and herbal infusions: syrups.” 

For Drobny, syrup making has a deeply personal root. Now he is continuing that journey by creating organic, handcrafted syrups in Copenhagen with The Syrup Company.

Creative Collaboration

Drobny says that The Syrup Company’s ingredients travel with seasons around the World. For example lemons, limes and grapefruits are from Israel, Spain, Italy, and Peru. Ginger is sourced year round from Peru, Passionfruit is from Vietnam, Peru, or Uganda. When it comes to turning these fresh ingredients into syrups, Drobny shares how his team likes to keep things creative by collaborating with customers. He says,

“We create all our flavors in collaboration with our customers. They tell us what their customers buy, and then we take that idea and make it unique. And this way we introduce familiar flavors with unexpected twists. Also, it is a part of a longer strategy of educating consumers so they are prepared for the moment when we release a very unique product.”

Drobny shares what it really means to source organic ingredients. Drobny explains sustainability is embedded in the way producers grow their produce. This means, not using GMO seeds for their plants, not using pesticides, and herbicides. This way farmers do not distort the natural surroundings of the plants they grow. These farmers also have only one season per harvest which is also not exhausting the plants. Drobny emphasizes that organic for his products also means sustainably grown. 

Maintaining Innovation at The Syrup Company 

Drobny shares the key strategy is to innovate collaboratively with The Syrup Company’s key partners. He describes this process as a new-age flavor innovation lab that uses raw ingredients to create new beverage experiences.

Going forward, Drobny hopes to continue providing the highest value  for all of his customers by providing them with what he believes are outstanding products. Drobny believes it is important to create not only great tasting products, but syrups that are produced with the utmost care and sustainability in mind. 

If you would like to stay up to date on everything Patrik Drobny is doing, connect with him on LinkedIn here. Additionally, for more information on The Syrup Company you can follow them or visit their website

Let’s Talk!



Christopher Kjærulff on Marketing: The Value of a Shared Vision

Christopher Kjærulff on Marketing: The Value of a  Shared Vision 

Author: Emily Hunt


Christopher Kjærulff is a marketing and communications professional who specialises in all-things digital content. Throughout his career, he has focused on creating engaging and relevant content for social media that takes the buyer’s journey and audience into account. He believes the intersection between platform, content and buyer’s journey is where the key to engaging with an audience in a meaningful way lies. 

Christopher believes creating one hero asset and sitting back doesn’t cut it when it comes to marketing. Instead, he thinks marketers need to be clever while producing content and then curate that content into smaller pieces that make sense for each platform and step in the buyer’s journey. He shares,

“Personally, I feel that marketing works best when it understands the individuals it’s trying to attract. We need to be relevant for our audiences at all stages of their buyer’s journey and know when and where to say what. That also means a completely different take to the assets we produce. We have to be more agile and create set-ups that allow for speed, for learning as we go.” 

However, he believes there is a need to look at marketing holistically. He says, marketing and its different sub genres often work very independently. The social media team does their thing. The art directors do their thing. The event marketing team does their thing. Instead,  Christopher is calling for marketing teams to actually act as a team. This means working more cross-disciplinary to really take advantage of our skills and competencies. He believes the more you bring people together with different experiences, backgrounds and ways of looking at the world, the more opportunity you have to be innovative and make something that truly works. Diversity is key.

Creative Solutions to Covid-19

According to Christopher,  we have to find different ways of being creative together. Those sparks of creativity that happen in a shared office space have for better and worse disappeared. Still, he believes we need to maintain them to some degree to stay ahead. He states,

“I don’t think Covid-19 necessarily changed marketing, but it has definitely accelerated trends we were already starting to get on to. There’s more ways to look at this. There’s how marketing departments collaborate, develop content, etc. But this applies more to ‘the way we work’ where adopting digital tools that help make our work easier has definitely accelerated: Slack, MS teams, tools like Monday have all exploded in popularity.” 

Christopher admits he doesn’t have all of the answers yet. However, he does have questions which he believes are what is important in a world where we don’t know if or when we will ever return to the office.

Marketing on a Budget

When it comes to marketing on a budget, Christopher believes it is important to think carefully about how a particular platform can generate more content without additional financial cost. Noting, there is no way around acknowledging time as the most valuable resource. He shares how at Dynaudio, his team created a concept called “Ask the Expert” in which the fan-base asks Dynaudio experts questions within pre-defined topics. As a result, the platform enabled his team to produce a video that could be broken up into smaller bits and pieces. For example, the audio could be used as a podcast, to write articles based on the video, and to  create content for Facebook, LinkedIn, Twitter and Instagram. He shares that initial investment in creating one video meant that we could produce content for ages. Christopher states,

“There’s obviously no advice that applies to all industries here, but for brands with a dedicated audience; brand that tap into a culture with a medium-to-high involvement product, I’d look at documenting rather than producing the expensive hero videos that look great but often fall flat on YouTube, websites and social.”

Christopher shares it is important to find your limitations. There is a power in doing less things, but doing them really well. He advises, if you’re low on budget and resources, don’t think you need to do everything. Instead, identify the most impactful activities and focus intently on those. You don’t need to be on every social media platform if it means doing all of them poorly, he says. Instead, find the most impactful activities and focus on them, but also keep an overview outlining the next activities to focus on. He believes this is a great way to unlock more budget and/or resources. 

The Value of a  Shared Vision

Christopher says he always focuses on creating communicative platforms to tell stories. That is, some are more concrete while others more abstract. For him, telling stories that engage with the audience on their terms has always been a priority. 

First, it has always been central for him to attempt  to understand the audience and their pain points while creating new platforms. From there on, he says, it’s very much about understanding how they engage with “us” and our products. Do they use YouTube to learn more about their hobby? Do they follow influencers to find out what’s the next “in” product to get? What role does the website play in that process? Where do reviews come into play? And then, thinking long and hard about how to organize the most impactful buyer’s journey, when and how to present the right piece of content and how to produce that piece of content to a particular platform. Christopher states,

“At Dynaudio, we had fantastic results with this approach: Dynaudio’s Ask the Expert became a fan favourite with hundred-of-thousands of views and an average view time well over 15 minutes. Dynaudio Unheard – our most ambitious project – travelled across Europe and to the US with millions of views and hundreds of talented artists coming through the studio. And it earned us an industry-award as the most impactful brand activation in arts and culture (SPOT:ON activation award in arts and culture).”

Christopher notes this wasn’t just his way of working with marketing. Instead,  it was a shared vision. He recalls his colleagues creating fantastic platforms that achieved industry-fame for their understanding of culture. “Just take our work with the beat boxing community as an example,” he says, “that brought home several awards.”

Currently, Christopher is working on a project called Gentænkt, or Rethought in English, which he describes as a humble attempt to look at how the news cycles within culture, marketing, media, and tech. Christopher says Gentænkt is a collaborative project with Andrew Thomas Davidson and Christian Bennike in which they have shaped their own unique lens shaped by more than two decades of collaborative experience working within digital storytelling and tech. Christopher shares they discuss a range of topics varying from social media’s impact on society to the subscription economy and how Spotify’s acquisition of the Joe Rogan Experience will shape podcasting in the future.

If you would like to stay up to date on everything Christopher is doing, connect with him on LinkedIn, Instagram, and YouTube. For more information about Gentænkt check them out on Facebook and Youtube.

Let’s Talk!



5 SEO tips

Nicolai Vittrup on Company Culture: You can feel it. Smell it. See it.

NICOLAI VITTRUP ON COMPANY CULTURE: YOU CAN FEEL IT. SMELL IT. SEE IT. 

Author: Emily Hunt


Nicolai Vittrup, CEO of Webamp, is a leader who puts people first. He believes in cultivating an invigorating company culture that goes beyond office doors. Vittup is culture centered and community focused. 

Vittrup believes creating a strong company culture, or DNA, is a cornerstone of doing good business. That is, good people do good business. At Webamp, Vittrup seeks to make sure his colleagues and clients are healthy and happy. As CEO, he makes people his priority. Webamp’s company culture hinges on a balance of having fun and pushing each other to learn more and become better.  

For Vittrup, team bonding plays an important role in creating an atmosphere of not only high achievement, but also happiness. Community well-being is important to Vittrup. He puts a lot of effort and intentionality into providing outlets for his colleagues and clients to have fun and grow alongside one another. Vittrup remarks,

“We do a lot of things to promote team bonding here at WebAmp, but I don’t think we do enough. I want to do more. I care about my colleagues and clients’ happiness.”

In an interview, Vittrup shares many of the various ways Webamp is currently focusing on happiness and team bonding. For example, the team meets on a weekly basis for group fitness. Vittrup says Webamp even works with a trainer so that everyone on the team can work on their personal wellness goals. Nicolai Vittrup is aware of how others take note of Webamp’s culture and believes it is what makes the company standout. He wants people to see Webamp’s core values as something that extends into the greater community. 

The culture: You can feel it. Smell it. See it.

According to Nicolai Vittrup, Webamp has a unique culture where people want to be, stay, and inspire others. It is a company culture people can feel, smell, and see. That is, it permeates whatever space it enters. Vittrup believes that Webamp’s culture is distinct because of its people-centered mindset. His goal is to draw others into what Webamp is doing. He states,

“It is always, ‘How can we do something great and get others to see it?’ Not just because they have to see it, but because culture is everything.”

Vittrup holds that company culture truly is everything. He shares that if a company has a solid culture, or DNA, good work will follow. It is easier to work as a team when everyone is on the same page. Likewise, according to Vittrup, a consistent company culture lends itself to creative inspiration that comes from the inside. The team knows how to propel Webamp forward on its own. 

Happiness is a part of culture & learning

In brief, Vittrup recognizes that the key to effective learning is happiness. Therefore, he places a lot of value in making his team’s happiness and integral part of Webamp’s company culture. For Vittrup, when people are happy learning happens naturally. He shares, 

“If you are happy in life it is very easy to learn. If you are not happy, then you cannot learn. That’s my take on it. We invest a lot in the people.” 

According to Vittrup, happiness leads to profound curiosity. Curious people are drawn to learning. Nicolai Vittrup believes that Webamp’s culture is one that fosters happiness and curious learners. He emphasizes that he has drafted  a team of passionate, innovative high achievers. However, Vittrup believes Webamp still has lots of room to grow and become better from the inside out. 

Looking for more on company culture? Check out Nicolai Vittrup’s blog.  Still eager for more? See Webamp for tips on SEO, PPC and all things web. If you have questions or comments for Nicolai Vittrup, please use the contact form on this website or connect with him on LinkedIn.

Let’s Talk!



Nicolai Vittrup on Leadership: It’s important to focus on intentional team building

NICOLAI VITTRUP ON LEADERSHIP: IT’S IMPORTANT TO FOCUS ON INTENTIONAL TEAM BUILDING

Author: Emily Hunt


Nicolai Vittrup, CEO of WebAmp, is a leader who thinks a lot about company culture and even more about people. He is an empathetic leader who looks to his colleagues for inspiration. Vittrup shares that doing good business hinges on intentionally cultivating a community of passionate high achievers.

Although Nicolai Vittrup is CEO of the Copenhagen company Webamp, he humbly acknowledges that much of his success as a leader comes from the team he works alongside. Effective business begins with cultivating a strong community of people who are all committed to success. Vittrup shares the influence of his team:

“I actually never look at other companies because I really enjoy being inspired by the people I work with, not to copy. When you have high performers you don’t have to think a lot about leadership. At Webamp, we are a team of inspiring, high performers.”

For Vittrup, inspiration comes from within the company because he believes that his colleagues know Webamp better than anyone else and can do the best job of propelling it forward. Innovation that stays true to Webamp’s DNA comes from within.

Two Keys to Effective Team Building:

1) Passion 

According to Nicolai Vittrup, passion always burns and he can see the sparks in someone’s eyes if they are truly passionate about what they are doing. For him, this fire is an integral part of a good team members. He is cultivating a community that cares about not only their work, but also other people at Webamp.

2) Culture

When assessing whether or not someone will be able to seamlessly assimilate into Webamp’s culture Vittrup asks two questions. Namely, “How well can you adapt?” and  “How quickly can you adapt?” For Vittrup, one’s willingness and ability to adapt quickly makes them an optimal team member. Things are constantly changing, so a great team member must be able and willing to adjust in order to stay ahead of the curve.

Vittrup believes skills are easy to learn, but culture and personality are much more difficult. One can try it, but it is really hard. He states, 

“After 5 years of doing this my stomach is quite good at spotting talent. It is important to cultivate a team of high performers. I look for people who are passionate and will be able to adapt to Webamp’s culture.” 

At Webamp, Nicolai Vittrup has intentionally built up a team of passionate, collaborative leaders. He is an empathetic leader who recognizes the unique skills of his colleagues and seeks to help make them even better. As a leader, he prioritizes the people around him because he believes they are the most inspirational.

For more on leadership see Nicolai Vittrup’s blog. Additionally, see Webamp for tips on SEO, PPC and all things web. If you have questions or comments for Nicolai Vittrup, please use the contact form on this website or connect with him on LinkedIn.

Let’s Talk!



Nicolai Vittrup on leadership: Strong leaders prioritize their teams’ well-being

NICOLAI VITTRUP ON LEADERSHIP: STRONG LEADERS PRIORITIZE THEIR TEAMS’ WELL-BEING

Author: Emily Hunt


Nicolai Vittrup, CEO of Webamp, speaks about the importance of attention to detail and prioritizing the people around him within leadership. Good coach: Vittrup believes drafting a winning team begins with intentionally assessing each member’s strengths and then making them stronger.

As a young boy, Nicolai Vittrup found his start as a leader playing football. He was the captain of his hometown football team. Vittrup recalls always being ambitious from a young age and using that ambition to guide and uplift others. Now, as the CEO of Webamp, he recognizes that being an effective leader begins with paying attention to the details. Vittrup insists, 

“I would not say I started out wanting to be a leader… Think of me as a good coach.”

Coaching Vittrup’s team at Webamp begins with putting the right shoes on his colleagues much like a football sponsor begins by putting the right shoes on their players. At Webamp, this means cultivating an atmosphere where the team is mentally and physically cared for. Vittrup is a leader who cares about the happiness of those around him. He wants his colleagues and clients to be comfortable enough to be their best self. Then, they can begin engaging in meaningful connection with others. According to Vittrup, 

“If people are happy and know how to talk with one another then it is very, very easy to be a leader.”

In regards to keeping his team at Webamp in shape, Vittrup intentionally creates spaces and opportunities for his team to care for each other and themselves. Happiness is an individual and collective pursuit. Webamp is community centered. 

Effective Leadership & Good Business

Nicolai Vittrup does not claim to be the smartest man in the room. In fact, he shares his hopes of never being the smartest man in the room. That is, Vittrup is a humble and empathetic leader. He is passionate about leadership that hinges on collaboration. Vittrup believes that he can learn and find meaningful inspiration from those he works with. He has intentionally built up a team at Webamp that exercises an equality of all voices. Vittrup states,

“When I started my dream was not to be a leader or an entrepreneur. It was just something I had to be if I wanted to do good business.” 

However, Vittrup recognizes better than most that doing good business hinges on intentionally cultivating relationships among Webamp and its clients. In doing so, he has led Webamp to being a place where people want to be, stay, and inspire others.

For more on leadership see Nicolai Vittrup’s blog. Additionally, see Webamp for tips on SEO, PPC and all things web. If you have questions or comments for Nicolai Vittrup, please use the contact form on this website or connect with him on LinkedIn.

Let’s Talk!



Nicolai Vittrup on company culture: It’s simple; always strive to make it better

NICOLAI VITTRUP ON COMPANY CULTURE: IT’S SIMPLE; ALWAYS STRIVE TO MAKE IT BETTER

Author: Emily Hunt


Nicolai Vittrup, CEO of Webamp, discusses the company’s people-first culture, DNA, and freedom to think. Founder of Webamp, Nicolai Vittrup, believes that positive company culture begins with building better people and cultivating an atmosphere of conversation and collaboration. In this interview, he shares his view on creating a better environment for his coworkers.

Company culture is important to Nicolai Vittrup and in an interview the founder shared his opinion on exactly why he puts so much focus on it. Webamp’s company culture hinges on a people first mindset that begins in the workspace, spreads outward to involve clients, and ultimately gains recognition from the greater community. 

As CEO, Nicolai Vittrup thinks a lot about creating consistency within company culture, but thinks even more about people. After all, putting people first is at the heart of WebAmp’s culture. This starts with building an effective, efficient, and empathetic team. Vittrup states, 

“When it comes to our product and service at Webamp it is our team that is the most important thing. We use a lot of brain power in how we can build better people because that’s really what matters.”

While team building at Webamp, Nicolai Vittrup looks for high performers. These people are self-motivated, empathetic, passionate, and innovative. Within Webamp, everyone’s voice is considered equal. As a result, Vittrup finds it easy to challenge himself and those around him. Everyone works together to better themselves, each other, and Webamp at large from the inside out. This collaboration and understanding throughout the company drives Vittrup to look for inspiration from people within Webamp rather than looking to outside sources. He stays true to the company DNA. When asked about his goals for Webamp going forward Vittrup confidently stated, 

“I care about growing as a leader and as a team. I believe there is more we can do to cultivate company culture within Webamp and the broader community. People see us and take note of what we are doing. Going forward, my goal is simple: to be better, always.” 

According to Vittrup, the key to always becoming better is cultivating a company of passionate, free-thinking, empathetic people. Vittrup is a strong advocate for the ability of his colleagues to think critically and creatively. Fluidity of thought allows for more impactful conversation and collaboration within Webamp. Everyone is considered equal. Everyone has a unique voice and is encouraged to use it. Webamp’s company culture allows for innovation by leaving the discourse open to everyone. 

Looking for more on company culture? Check out Nicolai Vittrup’s blog.  Still eager for more? See Webamp for tips on SEO, PPC and all things web. If you have questions or comments for Nicolai Vittrup, please use the contact form on this website or connect with him on LinkedIn.

Let’s talk!



  • English