Jacob Stedman is co-founder and CEO of Platform24 Healthcare AB. Jacob has a deep personal interest in healthcare from a caregiver perspective. He is a programmer and tech entrepreneur who helped popularize e-commerce in Sweden in the 90s. Jacob was a management consultant for six years at McKinsey, and after that acting CEO of Reach for Change, a foundation within the Kinnevik sphere that supports social entrepreneurs. He is also on the board of the IKEA Foundation's Better Shelter and the Friends Foundation.

You have been coding since a young age and have a background as a consultant at McKinsey & Co and have worked with charity. Now you're the CEO and co-founder of a healthcare business. What was it that brought you there?
I think it's exactly that combination: coding made me understand how technology can revolutionize different industries, McKinsey made me realize how to drive change, and my time at the Reach for Change Foundation reminded me of the importance of everyone having access to good healthcare. Then my first son was very ill when he was young, and that has given me a strong personal commitment to the issue. I usually say that Swedish healthcare is fantastic for the 1% of the time you meet healthcare professionals, but there are many and heavy transport distances in between.

How do you describe your leadership style?
Three things:
* Focus on results - we do this to build the best products and the best company in our industry, and then we have to be better than the competition. Or as Netflix says: "we're a pro team, not the raven".
* Energy and inspiration - for me, there's no contradiction between being serious and having fun at work. I try to create a high-energy culture, where people get to work with people who energize them, and often remind people of our purpose to fundamentally improve healthcare.
* Authenticity and honest feedback - I believe in being open about what I think and feel (within reason of course!) and think it's important to try to understand my own motivations and impulses. This also includes giving both positive and constructive feedback regularly to people I work with and care about. It sounds cliché, but when done right, feedback really is a gift.

You sit on the board of two non-profit organizations. What can for-profit companies learn from civil society?
The obvious answer is motivation: how to motivate staff with doing good rather than just comp & ben and personal development. But also impact measurement is a thing that the non-profit sector is really good at. It's pretty easy in business, because ultimately all goals boil down to shareholder value. The nonprofit sector doesn't have that luxury, but it's always had to juggle multiple parallel goals, and it's gotten really good at understanding and documenting how different KPIs can drive each other.