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1. You’ve lived and worked across Italy, New Zealand, and Germany. What experiences shaped your view of technology and leadership? 

Living in three very different countries really shaped me. In New Zealand, I learned how smaller markets can be incredibly open and creative. In Germany, I’ve worked with some of the largest enterprises, and that gave me a sense of scale and discipline. And being Italian… well, I guess that’s where the energy comes from. 

For me, leadership is about people. It’s about understanding your clients and your teams, speaking their language, and helping them succeed. Technology is just the tool. You have to know what problem you’re actually solving. 

2. Why was HiQ the right move for you now?  

I’ve spent most of my career in big corporates like Accenture, Cognizant, T-Systems and Adobe. Fantastic experiences, but I reached a point where I wanted something more entrepreneurial, where you roll up your sleeves, build things, and see the direct impact. 

When I met HiQ, it just clicked. The culture is down-to-earth, flat, and full of passionate people. And I thought: this is where I can bring the best of what I’ve learned, without all the corporate layers that slow you down. It felt like the perfect fit. 

3. Having been at HiQ for a few weeks, how would you describe HiQ’s “north star” and what excites you most about contributing to it? 

Our north star is clear: outcomes. Clients don’t want “projects,” they want results. More efficiency, more revenue, more resilience. What excites me is that HiQ can actually deliver that. Across Sweden, Finland and Germany, we’ve got amazing skills and references. And when you put those together, you see how powerful we can be as one company. We’re not just talking about technology. We’re making it work in practice. 

4. Looking at Germany and Europe, where do you see the strongest demand right now? 

In Germany, sectors like manufacturing, automotive and financial services are very active. But I wouldn’t say they’re looking for “tech” in itself. They’re looking for solutions that help them grow, cut costs, or simply survive in a very uncertain market. That’s where we put our focus. 

5. What trends will separate tomorrow’s tech leaders from the pack? 

The future belongs to companies that put software at the heart of their business. Not as a support function, but as the core of how they innovate and compete. To keep up, you need to move fast from pilots to production in AI, automation, and digital platforms – and showing real ROI, not just experiments. 

And at the same time, you can’t forget trust. Cybersecurity is no longer a side topic; it’s the foundation. Tomorrow’s leaders will be the ones who can innovate at speed while keeping their solutions safe, compliant and resilient.  

6. What role should HiQ play in the European tech scene, and how do you see synergies with Sweden and Finland supporting that vision? 

HiQ has fantastic expertise across Europe – AI in Sweden, public sector in Finland, and strong cybersecurity skills in both. Here in Germany, we strengthen areas within cloud platforms and agile software development with really skilled talent. For me, it’s about the mix. When we put it all together, we’re much stronger as one HiQ, and that’s what really benefits our clients. 

I see our role as helping clients put software right at the center of their business and even of society. And when we share knowledge and references across countries, we can move faster and create more value, whether that’s building AI solutions, securing critical infrastructure, or driving digital transformation in highly regulated industries. 

7. Many organizations are stuck in AI “pilot purgatory.” How will HiQ help clients move to production and measurable ROI – and beyond AI, which platforms or technologies will be most critical to deliver outcomes? 

AI is a must, but right now most companies are still testing. The challenge is getting from pilots to production, and proving the business case. That’s where HiQ can help: finding the processes where AI makes a real difference, and bringing references from across the group to show it actually works. 

Beyond AI, digital experience platforms, developer productivity and data will be crucial. But the point is not the platform – it’s the outcome. That’s where we put our focus. 

8. What’s your main focus in the first quarters – both in terms of growth and in building culture? 

My background is in sales and business development, so of course, growth is a big focus. But growth for me means helping clients succeed: opening new opportunities with them, showing what else we can do, and earning their trust to do more together. 

Culturally, I don’t micromanage. I often joke that I already have four kids at home. What I do is give direction and responsibility. That way our people feel ownership, and our clients feel the energy and commitment in every project. 

9. If we meet again in a year, what successes or milestones would you like to celebrate? 

I’d love to say: we’ve won new clients, we’ve grown with the ones we already have, and we’ve delivered solutions that actually run in production. And I hope our clients would tell us: “this was real value, not just another IT project.” 

And of course, I’d also like us to have had some fun along the way – maybe even celebrating together at a big party. 

10. What technology trend excites you most right now – practically, not just hype? 

Definitely AI. But not the hype – I’m excited about the shift it’s creating in our industry. Service and consulting companies can no longer just sell people and hours. We have to sell outcomes, platforms, results. That’s a massive change, and I think it’s going to redefine how we all work. 

11. What’s one book, podcast, or habit that keeps you sharp as a leader? 

Honestly, I don’t have a miracle morning routine or a favourite leadership podcast. I’m a normal person. Some days start strong, some not so much. What keeps me grounded and growing is listening: to clients, to colleagues, to people who challenge my thinking. 

If there’s one thing I try to do consistently, it’s stay curious and connected. Leadership is a people business. You learn the most by being open, showing up, and really hearing what others have to say. 

I make it a habit to regularly speak with clients and stay close to what’s happening on the ground, that’s where the best insights come from. And I try to learn from every team I’ve worked with: what energized them, what slowed them down. Those lessons compound over time far more than any bestseller ever could.

12. Finally – what’s your message to potential clients who don’t know HiQ yet, and to candidates considering joining HiQ in Germany? 

To clients: Give us a chance to show you what we can do. We combine international reach with local focus and we’re pragmatic, we’re fast, and we focus on results that matter for your business. 

To candidates: If you want to take responsibility, grow, and build something new, join us. You’ll be part of an international group but also a local team where you can make a real difference. And yes, have fun while doing it. 

As a long-standing Atlassian Platinum Solution Partner for over 17 years, we’ve spent the last five years executing numerous Atlassian Cloud migrations—ranging from straightforward single-product instances to large, multi-product Atlassian landscapes with extensive portfolios of Marketplace and custom-built apps. Our specialists combine deep, hands-on experience with a suite of in-house automation scripts and enabling technologies designed to reduce risk, accelerate timelines, and ensure a smooth transition.

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“Laura combines international experience with deep knowledge of the German market, strong networks, and a proven track record of helping clients accelerate digital transformation. She has successfully led large teams and growth initiatives across industries, bringing exactly the kind of expertise we need as Germany is a key growth market for HiQ and central to our ambition of becoming a European tech leader,” says Peter Arrhenius, Group CEO of HiQ. 

Laura most recently led sales for Accenture’s Adobe business in EMEA, covering advisory, system integration, and managed services. She has also held senior leadership roles at T-Systems, Cognizant, and Adobe, with responsibility for large-scale sales and transformation programs across industries. 

Lessons from MIT’s Report

MIT’s NANDA initiative has analyzed over 300 AI implementations. The conclusion: successful companies share a common approach – they choose a clear pain point, execute quickly, and build partnerships instead of trying to develop everything in-house.

Those who fail often invest heavily in their own internal solutions that never truly become part of everyday operations.

“We often see companies building too big and focusing too much on the technology. AI works best when it’s woven into workflows and solves a concrete problem,” says Perslow.