Jacob Stedman is the co-founder and CEO of Platform24 Healthcare AB. Jacob has a deep personal interest in healthcare from a relative's 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 at Reach for Change, a foundation within the Kinnevik sphere that supports social entrepreneurs. He also sits on the board of IKEA Foundation's Better Shelter and the Friends Foundation.

You have been coding since you were young and have a background as a consultant at McKinsey & Co and have worked with charity. Now you are CEO and co-founder of a healthcare business. What 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 sick when he was little, and that has given me a strong personal commitment to the issue. I usually say that Swedish healthcare is fantastic the 1% of the time you meet healthcare staff, but there are many and heavy transport distances in between.

How would 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 competitors. Or as Netflix says: "we are a professional team, not a recreational league".
* Energy and inspiration - for me there is no contradiction between being serious and having fun at work. I try to create a culture with high enthusiasm, where people get to work with people who give them energy, and often remind them of our purpose to fundamentally improve healthcare.
* Authenticity and honest feedback - I believe in being open about what I think and feel (within reasonable limits of course!) and think it is important to try to understand my own driving forces and impulses. It also includes giving both positive and constructive feedback regularly to people I work closely with and who I care about. It sounds cliché, but done right, feedback is truly a gift.

You are 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 by doing good rather than just comp & ben and personal development. But even impact measurement is something that the non-profit sector is really good at. It's quite easy in the business world, because in the end all goals boil down to shareholder value. The non-profit sector does not have that luxury, but has always been forced to juggle several parallel goals and has become really good at understanding and documenting how different KPIs can drive each other.