#annaedstedt

By Anna Edstedt

There’s a particular kind of clarity that comes from years in the trenches. Not just building companies, but shaping industries—questioning assumptions, watching patterns, learning from every misstep. Peter Hellgren, CEO of Consid, has spent the better part of his career doing exactly that.

What stands out about Peter isn’t just his business acumen or growth record—though, yes, those are impressive. It’s his belief that digitalisation isn’t just a tool for efficiency. It’s a force for change. For inclusion. For resilience. For impact far beyond code.

And in a world that’s rapidly digitising—but not always thoughtfully—his perspective matters more than ever.

Digitalisation: A Means, Not an End

If you ask Peter about the purpose of digitalisation, he’ll probably pause for a moment. Not because he doesn’t have an answer—but because he has many.

Efficiency? Sure. Growth? Of course. But those are just the first layers.

At its heart, Peter sees digitalisation as a way to level the playing field. To make public services more accessible. To help small businesses compete globally. To empower people—especially those who have been historically left out of digital progress.

It’s not about adopting tech for tech’s sake. It’s about asking the bigger questions:

What are we solving?

Who benefits?

Who might be unintentionally excluded?

What does better actually look like?

Sustainability and Social Responsibility

One thing Peter often emphasizes internally is that digital growth has to be sustainable—not just environmentally, but socially.

At Consid, we don’t just chase green certifications. We actively look at how our work impacts local communities. Are we helping reduce energy use? Are we supporting digital literacy? Are we designing systems that serve all users, not just the most tech-savvy?

Under Peter’s leadership, initiatives like Q by Consid, our gender equality platform, and partnerships with organisations like Save the Children have grown steadily—not as side projects, but as integral to our mission.

Because the future he envisions isn’t just digital—it’s equitable.

Growth with Grit

Since founding Consid, Peter has led us through some of the most volatile chapters in modern business history. Financial crises. The pandemic. Supply chain shocks. Talent shortages.

And through it all, he’s held one thing steady: focus on people.

That includes clients, of course—but more importantly, our teams. Culture isn’t just a buzzword here. It’s a strategy. A reason we’ve repeatedly been named one of Sweden’s best employers. A foundation that allowed us to expand across markets without losing our soul.

Peter often says, “Growth isn’t about speed. It’s about sustainability with direction.” And that approach shows.

Looking to the Future

So where is this digital world heading, according to Peter?

He doesn’t pretend to know everything. But there are a few trends he watches closely:

AI with accountability – harnessing automation while staying human-centric

Ethical design – building products that consider long-term impact

Resilient systems – especially for public services and infrastructure

Cross-border collaboration – sharing knowledge beyond national silos

And perhaps most importantly—creating space for young minds to shape what comes next. Mentorship and future-focused leadership are baked into the way Peter thinks.

A Global Voice in a Local Company

This November, Consid will join business leaders from around the world at the 2025 Go Global Awards in London, hosted by the International Trade Council. It’s a space to connect, reflect, and imagine—together.

As a nominee, we’re proud. But we also see this as an opportunity to listen. To hear how others are approaching digital challenges. To explore new partnerships. To align our vision with others who care deeply about what technology is for, not just how it works.

Peter will be there, of course. Not to give speeches. But to connect. To ask questions. To learn.

Because leadership, as he often reminds us, isn’t about having all the answers. It’s about staying curious enough to keep asking better ones.

Final Thought

Peter Hellgren’s vision for a more digitalised world isn’t flashy. It’s thoughtful. Measured. Human.

By Anna Edstedt

I’ve always believed that a consultancy is only as strong as the people behind it. Not just their current skill sets—but their capacity to grow. Because in tech, standing still is essentially moving backward.

At Consid, based here in Sweden, we take learning seriously. But we don’t treat it as a one-off training day or a tick-box exercise. It’s woven into our culture. Encouraged. Expected. Respected.

And yes, sometimes a little chaotic. Because real learning doesn’t always follow neat timelines or perfect plans. It’s messy. And that’s okay.

Why Lifelong Learning Matters (Now More Than Ever)

Tech moves fast. We all know this. New frameworks. New regulations. New user expectations. If we don't adapt, we fall behind—and fast.

But it’s not just about keeping up with tools. It’s about developing new ways of thinking. Creative problem-solving. Empathy. Leadership. Communication. Those things evolve too.

That’s why, at Consid, we encourage a mindset that says: “There’s always something more to learn—and that’s a good thing.”

What Learning Looks Like at Consid

It’s not one-size-fits-all. Some of our consultants love digging into formal certifications—AWS, Azure, UX standards, accessibility law. Others prefer peer mentoring, side projects, or even leading workshops themselves.

Some want to explore leadership paths. Others want to go deeper into code or architecture.

So we offer a mix:

Formal development plans

Internal knowledge-sharing sessions

Hackathons and lab days

Access to courses and conferences

Space to fail without fear

We also make time for learning—not just say we support it. That part matters. A lot.

Small Moments, Big Growth

There’s something powerful about the moment a colleague shares a shortcut that saves hours of work. Or when a junior developer finds a smarter solution than the senior expected. Or when a designer learns just enough front-end code to better collaborate with developers.

Those aren’t course-based wins. They’re culture-based. And they’re what fuel us.

Not Just for Tech Roles

Learning at Consid isn’t limited to our engineers or UX specialists. It’s company-wide. From HR to finance, project management to marketing—we’re all invited to keep stretching.

I remember one of our team members in admin who took it upon herself to learn basic automation with no-code tools. Within months, she’d saved her department dozens of hours per week. That kind of initiative doesn’t come from pressure—it comes from permission.

Learning Through Mentorship

We’ve seen time and again that mentorship accelerates growth in both directions. Juniors get real-world insights. Seniors get fresh perspectives.

At Consid, we encourage cross-functional mentorship—not just within disciplines, but across them. A designer learning from a product strategist. A backend dev shadowing a frontend dev for a week. These little collisions? They change how people think.

The Role of Leadership

Leaders don’t just support learning here. They model it. They ask questions. Admit when they don’t know something. Show that curiosity isn’t a weakness—it’s a strength.

We talk about failure openly. We reflect on lessons. We let people test ideas that might not work. Because the best lessons often come from things that don’t succeed the first time.

Taking Learning Global

As we head to London this November for the 2025 Go Global Awards, hosted by the International Trade Council, I’m reminded just how much of our company’s success comes from our people’s growth mindset.

Being nominated is an honour. But more than that, it’s a chance to connect with others who believe, like we do, that the future of business lies not just in scale or innovation—but in people who keep learning, questioning, adapting.

That’s where real resilience comes from.

Final Thought

Learning isn’t always shiny. It’s sometimes slow. Uncomfortable. Frustrating.

But it’s what makes our teams better—not just technically, but humanly. And in a world where change is the only constant, the ability to keep learning isn’t just an asset.

By Anna Edstedt

If you asked ten people to define a “smart city,” you’d likely get ten very different answers. For some, it’s about autonomous transport. For others, it’s clean energy grids, real-time traffic data, or high-speed internet in every corner of the city.

At Consid, we try to keep it simpler. A smart city, to us, is any place where digital tools improve daily life—for everyone.

And the key word there? Everyone.

That’s why so much of our work with municipalities here in Sweden revolves around inclusive, practical, and human-centered digital transformation. The shiny stuff is fun, sure. But real impact often comes from behind-the-scenes changes that make services faster, more accessible, and more sustainable.

Where Are Municipalities Starting From?

You might be surprised to know that many Swedish municipalities still rely on fragmented, outdated systems—legacy software, paper-heavy processes, siloed departments.

It’s not for lack of trying. Budget constraints, procurement rules, and the sheer complexity of public service delivery make digital innovation hard. But it’s happening. Gradually, steadily.

And as these local governments begin to modernize, they’re not asking “What’s the coolest tech?” They’re asking:

How can we make our services easier to access?

How do we help residents help themselves online?

How can we reduce our environmental footprint while improving efficiency?

Those are smart questions. And they deserve smart answers.

A Few Real‑World Examples

Let me share a few things we’ve worked on with municipalities around Sweden:

Automated Permit Systems: Instead of waiting weeks for paper approvals, residents can apply for construction permits, parking passes, or business licenses entirely online—with automated verification and status tracking.

Accessible Citizen Portals: We’ve helped build platforms that meet high standards for accessibility, including language options, text-to-speech, and intuitive design for users of all ages.

Digital Environmental Monitoring: Some cities now use IoT sensors and dashboards to track water levels, air quality, and energy usage in real time—helping them respond faster and plan smarter.

None of this makes headlines. But it changes lives.

The Infrastructure Behind the Buzzwords

Smart cities are built on more than apps. They require:

Strong cloud architecture (scalable, secure, compliant)

Data governance that respects privacy and enables collaboration

Interoperability, so systems across departments actually talk to each other

Cybersecurity that grows with complexity

We’ve spent a lot of time helping municipalities get these foundations right. Because without them, even the flashiest interface collapses under pressure.

People Over Platforms

Perhaps the most important part of smart city development isn’t technology at all—it’s change management.

We’ve seen brilliant tech projects fail because staff weren’t properly trained, or because residents didn’t trust the new system.

That’s why we embed stakeholder engagement in everything we do. We bring citizens into testing phases. We run workshops with frontline municipal staff. We adapt, iterate, and listen.

That’s not just good UX. It’s how you build digital trust.

Looking Ahead

What’s next for smart cities in Sweden—and beyond?

Predictive Services: Using data analytics to anticipate citizen needs before they’re raised.

AI-assisted governance: Not replacing people, but helping public servants make faster, better decisions.

Mobility-as-a-Service platforms that combine public transport, e-bikes, and car-sharing into one seamless experience.

Sustainability dashboards that track real-time progress toward climate goals.

We’re not there yet. But the pieces are in motion. And at Consid, we’re proud to be helping connect them.

A Global Conversation, Not Just a Local One

In November, we’ll be in London for the 2025 Go Global Awards, hosted by the International Trade Council.

Being nominated is an honour—but more importantly, it’s an opportunity. To sit with peers from around the world and ask: How do we build smarter cities, not just more digital ones?

Because a smart city isn’t one full of gadgets. It’s one where people feel served, seen, and supported.

By Anna Edstedt

Sustainability. It’s a word that gets used so much it risks losing meaning. But at Consid, we’ve always tried to approach it not as a checkbox—but as a mindset. Something that guides our decisions, even when no one’s watching.

We don’t claim to have all the answers. But over the years, we’ve found a model that works for us. One that keeps us grounded while still allowing us to grow. Internally, we call it our Triple‑P Approach—People, Planet, and Profit.

It’s not revolutionary. But it’s real. And more importantly—it’s sustainable.

People First (Always)

Everything starts here. Because without a healthy, supported, diverse team… nothing else works.

At Consid, we invest in our people like they’re the core product. Because in consulting—they are.

That means:

Career development that adapts to individual goals

Flexible work that respects real life

Honest leadership that doesn’t hide behind buzzwords

Mental health support that isn’t performative

And beyond the workplace, we actively support inclusion programs, coding camps, and partnerships with organisations like Save the Children. Not because it looks good in a report, but because it creates ripples. And those ripples matter.

Planet: Tech Without the Waste

Tech has a footprint. Servers use energy. Code consumes power. Devices end up in landfills.

We can’t pretend otherwise.

But what we can do is reduce harm. That’s why we work with clients to make smarter architectural choices, build efficient code, and push for sustainable hosting providers. It’s why we support green IT certifications. And it’s why we’ve moved toward circular office practices—everything from reducing e-waste to rethinking travel policies.

One small example: when we help a municipality optimize their citizen portal, we consider the energy usage of that service at scale. It’s invisible to most users. But the impact adds up.

We also look at what we build. Are we solving real problems, or just adding to digital clutter?

Profit That Doesn’t Compromise

This is the part people often hesitate to talk about. But let’s be honest—no business survives without profit.

What makes it sustainable is how it’s earned.

For us, profit comes from:

Long-term client relationships

Fair pricing that reflects value, not just billable hours

Efficient, scalable delivery

A reputation built on trust, not volume

We’ve never been interested in short-term wins that burn out teams or erode client trust. That kind of growth isn’t growth. It’s sugar.

Sustainable profit means being around not just next year, but next decade. And bringing people—and the planet—along with us.

A Balancing Act That’s Never Done

None of this is perfect. We wrestle with trade-offs. We make mistakes. Sometimes we say no to business that doesn’t align, even when it stings. Sometimes we try a new policy that doesn’t work.

But the point is—we try. Consistently. Iteratively. With intention.

And that’s where real sustainability lives. Not in the policies, but in the day-to-day decisions.

A Moment to Share, Not Show Off

In November, we’ll be in London as a nominee at the 2025 Go Global Awards, hosted by the International Trade Council. It’s an honour to be recognised—not just for performance, but for principles.

The event isn’t about who’s the biggest. It’s about who’s building wisely. About connecting with others who care about the future of business in a rapidly shifting world. A space to learn, to share, to evolve.

We’re proud to be there. Proud of what we’ve built. But we’re also aware of how much further we still need to go.

Final Thought

Sustainability isn’t a finish line. It’s a way of showing up.

At Consid, we hold onto our Triple‑P approach not because it’s trendy, but because it gives us a compass. Something to measure ourselves against when the next tough choice comes along.

By Anna Edstedt

If there’s one truth every business leader comes to accept—reluctantly, eventually—it’s that the good times don’t last forever. Markets tighten. Budgets shrink. Hiring slows. Confidence wavers.

In the tech and consulting world, economic downturns tend to ripple fast. Projects get postponed. Innovation budgets get slashed. Some companies freeze. Others fold.

And then there are those who adapt.

At Consid, based here in Sweden, we’ve been through a few cycles over the years. Booms, busts, bubbles. We’ve weathered them not because we’re immune, but because we’ve built muscles for resilience. I’d like to share a few of those with you—not as prescriptions, but as perspectives.

We Focus on Core Value, Not Flash

In lean times, clients don’t want the shiniest tech. They want results. Real ones.

We’ve learned to double down on core value delivery. That means streamlining proposals, being brutally honest about what will move the needle, and resisting the urge to oversell.

Sometimes that looks like:

Recommending smaller pilot projects instead of massive overhauls

Choosing mature technologies over bleeding-edge experiments

Adapting scope to match tighter timelines and budgets

It’s not glamorous. But it builds trust. And trust is what keeps projects moving when everything else slows down.

We Diversify Smartly, Not Desperately

Economic pressure can push companies to scatter—to chase any revenue at all costs.

We’ve done the opposite. During slowdowns, we’ve said no more often. No to projects that didn’t align. No to opportunities that would stretch our teams thin. No to tempting pivots that lacked long-term logic.

Instead, we’ve focused on deepening relationships in sectors that endure: public services, education, healthcare, infrastructure.

These are sectors that don’t stop needing technology—even in downturns. They just need it delivered more efficiently.

We Invest in Our People, Even When It’s Hard

This one feels counterintuitive. Shouldn’t a company tighten up during uncertainty?

Yes—and no.

We absolutely manage costs. But we never cut back on what matters most: our people.

We’ve kept learning budgets intact. Prioritised internal mobility. Launched mental wellness programs when stress ran high. And kept our hiring bar strong, not desperate.

Because when the upturn comes—and it always does—we want to emerge with a stronger, more capable team. Not just a leaner one.

We Communicate Clearly. Constantly. Even When There’s Not Much to Say

People can handle bad news. What they can’t handle is silence.

At Consid, we’ve made it a habit to keep communication flowing—even when it’s uncomfortable. We talk about pipeline challenges, tough quarters, delayed decisions.

We don’t sugarcoat. But we don’t panic, either.

Because in the absence of real communication, people make up their own stories. And those are usually worse.

We Revisit What We Thought We Knew

Downturns are great teachers—if you let them be.

Every time the market shifts, we take a hard look at our assumptions. What services are really delivering value? Which internal tools are bloated? Which processes aren’t helping anymore?

It’s not fun. But it’s freeing.

And sometimes, the best innovations don’t come from greenfield projects. They come from fixing what’s already there.

On the Global Stage

This November, we’ll be attending the 2025 Go Global Awards in London—hosted by the International Trade Council. It’s not just a celebration of growth. It’s a gathering of businesses who’ve endured, adapted, evolved.

Being nominated isn’t just about what we’ve built during the good years. It’s about how we’ve stayed standing through the hard ones. How we’ve kept delivering, kept supporting, kept believing in what we do.

And how we’ve helped others do the same.

Final Thought

Resilience isn’t something you write into a strategy deck. It’s something you practice. Quietly. Relentlessly. Especially when things are hard.

By Anna Edstedt

Scalability used to be a word mostly tossed around in big tech boardrooms. Now? It’s something even small municipalities and public sector agencies have to think about—whether they want to or not.

Demand for digital public services keeps growing. People expect faster access, better availability, and zero downtime. And underneath all those expectations is one quiet, powerful force: cloud architecture.

At Consid, here in Sweden, we’ve spent years helping public institutions modernise their services. And if there’s one lesson we’ve learned, it’s this—without a strong cloud foundation, even the best-designed services can buckle under pressure.

Let’s talk about why that is.

What Is Cloud Architecture—Really?

Stripped of jargon, cloud architecture just means building digital services that live in flexible, remotely hosted environments—think AWS, Azure, or Google Cloud—rather than on local servers.

But the point isn’t just where something runs. It’s how it runs.

Good cloud architecture is about designing systems that can grow, shrink, heal, and adapt automatically. Like a living organism that expands when traffic spikes and contracts when things are quiet.

That elasticity? That’s the magic. Especially for public-facing platforms.

A Real Example: Online Application Portals

Imagine a city launches a new online portal for housing applications. It works beautifully on launch day.

Then comes deadline week. Thousands log in at once. If the backend isn’t designed to scale, you’ll see timeouts. Frustrated users. Angry phone calls.

We’ve helped clients move from single-server setups to cloud-native platforms that auto-scale—meaning the system adjusts in real time as usage increases. No manual intervention. No downtime.

That’s not just convenience. It’s digital dignity for citizens who rely on these services.

Security and Compliance Aren’t Afterthoughts

Public agencies operate in a high-stakes environment. Sensitive data, strict privacy regulations, and complex approval processes.

A lot of people still think cloud = risk. But the truth is, when done right, cloud can be more secure than traditional setups.

With proper encryption, role-based access, and geographic controls (e.g. ensuring data stays within Sweden or the EU), cloud services meet—and often exceed—compliance standards.

At Consid, we build in those safeguards from the beginning. Not layered on later like bubble wrap.

Costs That Align with Usage

One of the biggest pain points in public IT is overpaying for infrastructure that’s either underused or outdated. Cloud changes that.

Instead of investing in fixed hardware that might sit idle, cloud systems bill based on usage. So when things are quiet, costs drop. And when demand spikes, you pay more—but only when needed.

This kind of dynamic budgeting has made cloud especially appealing to municipalities and government agencies trying to do more with less.

Flexibility That Future-Proofs Services

Digital services don’t stand still. Policy changes, user needs shift, new integrations come up.

With a cloud architecture, you’re not boxed into a rigid system. You can:

Add new features without reworking the entire backend

Integrate third-party tools quickly

Test and roll out updates with minimal risk

And most importantly—you can evolve with your citizens.

Why It Matters Now

Public trust in digital services isn’t just about functionality. It’s about reliability. Can citizens count on your platform to work when they need it most?

That’s where scalable cloud architecture earns its keep—not during quiet times, but in moments of pressure.

And with cyberattacks, traffic surges, and system updates all happening more frequently than ever, resilience is no longer optional.

On the Global Stage

This November, Consid will join other leaders at the 2025 Go Global Awards in London, hosted by the International Trade Council. These aren’t just business awards. They’re a gathering of minds from every sector—exploring what it takes to thrive in a connected, rapidly evolving world.

We’re honoured to be nominated. And we’re proud to share stories like this—where technology quietly but powerfully supports public good.

Because that’s the future we believe in: digital services that serve everyone, not just the tech-savvy.

Final Thought

Cloud isn’t just a trend. It’s infrastructure for a new kind of public service—one that scales with need, adapts to change, and never forgets the human on the other side of the screen.

By Anna Edstedt

If you’ve worked in business long enough, you’ll know that growth is often celebrated like a trophy. Headlines shout about funding rounds, office openings, revenue spikes. But behind every graph that points up, there’s another, quieter story—about decisions made, risks taken, and lines that weren’t crossed.

At Consid, we’ve grown steadily for over 25 years. Not explosively. Not chaotically. Just… deliberately. We’re still headquartered in Sweden, but now we operate across borders and industries. And yes, the numbers are strong. But what we’re proudest of is how we got here.

Because profit without purpose feels hollow. And growth that burns people out—or compromises quality—just isn’t worth it.

Slow and Steady Wasn’t Always Fashionable

There were times, especially in the early 2010s, when it seemed like every consultancy around us was chasing hypergrowth. Rapid hires, mergers, expansion at any cost.

We made a different choice.

Peter Hellgren, our CEO, often talks about sustainable ambition. Growth, yes—but with margin, with balance, with a long-term view.

There were years we could have doubled in size overnight. But we didn’t. Because we believed it was more important to grow right than to grow fast.

Profitability Is a Discipline

Let’s be honest: profit doesn’t always make headlines. But it makes resilience possible.

Profit is what lets us reinvest in our people. What gives us space to experiment. What protects us when the economy shifts—which it always does.

We’ve had projects fail. Clients vanish. Tech trends swing wildly. But we’ve never compromised our stability chasing short-term glory. That kind of discipline isn’t flashy. But it builds trust—with employees, clients, and communities.

Growth That Aligns With Values

We’ve never expanded just for the sake of more dots on a map. When we open a new office—whether in Umeå, Hamburg, or Helsinki—it’s because there’s local potential, local talent, and a clear way we can add value.

Growth, for us, means:

Creating meaningful jobs in new regions

Supporting causes and initiatives tied to those communities

Ensuring our quality and culture stay consistent as we scale

Because if our core values don’t travel with us, what are we really exporting?

A People-First Approach

One of the biggest myths in consulting is that you can scale endlessly without rethinking how you treat your people.

We’ve worked hard to prove otherwise.

As Consid has grown, we’ve doubled down on employee development, internal mobility, and mentorship. We’ve kept our culture human, our leadership accessible. And we’ve made space for people to evolve—not just professionally, but personally.

That kind of growth doesn’t show up in quarterly reports. But it shows up in retention, in creativity, in the way teams support each other under pressure.

Looking Beyond Sweden

Today, we’re not just a Swedish company. We’re part of a broader ecosystem. And as we prepare to attend the 2025 Go Global Awards in London this November—hosted by the International Trade Council—we’re bringing that story with us.

Not just a story of success, but of sustainable success. Of showing that it’s possible to be ambitious and careful. Profitable and kind. Global and grounded.

Being nominated is an honour, of course. But more than that, it’s a chance to stand alongside other businesses asking the same questions we’ve asked ourselves for 25 years: What do we stand for? And what are we building, really?

Final Thought

Growth isn’t a strategy. It’s an outcome. And when it comes as a result of clear principles, long-term thinking, and a genuine commitment to people—then it’s something to celebrate.

By Anna Edstedt

At first glance, a tech consultancy like Consid might not seem like the obvious player in the esports arena. But look closer, and it makes sense.

Tech, after all, isn’t just about lines of code or server configurations. It’s about people. Communities. Energy. Shared purpose. And, if you ask anyone who's experienced the Electric Consid Esport Cup—ECEC for short—you’ll know it’s all of that, and more.

ECEC 2025 is just around the corner. And as we get ready to open registrations, cheer on our teams, and celebrate the thrill of competition, I’ve been thinking about what this event actually represents—for us, for our colleagues, and for the wider culture we’re building at Consid.

Spoiler: it’s not just about winning.

Why Esports? Why Now?

For us, esports isn’t a gimmick. It’s a way to bring people together—across offices, across roles, and sometimes even across borders.

We launched ECEC a few years ago because we wanted to try something different. Something that could energise our teams, but also reflect what we value: collaboration, creativity, problem-solving under pressure… and a bit of fun.

Because while we take our work seriously, we also know that culture is built in the in-between moments. The matches. The banter. The shared snacks during game nights.

ECEC gives us that space.

What Makes ECEC 2025 Different

Every year, we try to evolve. This year’s tournament is set to be the most inclusive yet:

Open brackets for all skill levels—not just the elite players

Increased visibility for underrepresented groups in gaming

Non-competitive roles like shoutcasters, commentators, and organisers

Because building culture isn’t just about spotlighting the best. It’s about including the most.

And as a Swedish company that prides itself on equality and community, we’re leaning in.

Behind the Screens: What It’s Like to Join

You don’t need to be a pro gamer. You don’t even need to know the meta. If you’ve got the willingness to participate—or just to support—ECEC welcomes you.

In our Stockholm office, last year’s event turned into a full social evening. Partners joined. Pizza was ordered. People from dev teams and HR departments played side by side. And yes—some matches got wildly competitive.

But the best part? Watching colleagues encourage each other, even after a clumsy round or a last-minute loss. Because that’s the kind of culture we care about—one where it’s safe to try, to stumble, and to laugh anyway.

The Cultural ROI

Some might ask: “What’s the business case?”

It’s simple, really. A healthy workplace culture drives performance, retention, and innovation. But more than that—it makes the company worth working for.

ECEC helps us:

Build cross-functional relationships

Reduce workplace hierarchy, even if just for a night

Let people show up as more than just their job titles

In short, it humanises us.

Beyond Consid: Inspiring the Industry

We’ve had clients and peers express interest in how we run the tournament. Some are considering launching their own. Others want to join ours. And we’re open to it.

Because ECEC was never meant to stay behind closed doors. It’s a model for how companies—tech or not—can create cultural touchpoints that go beyond afterwork drinks or corporate retreats.

It’s an expression of who we are. And we think that kind of authenticity resonates.

Looking Toward London

This November, Consid will be among the nominees at the 2025 Go Global Awards, held in London and hosted by the International Trade Council. It’s an event where ideas and leadership intersect on a global scale. A space to talk innovation—not just in products, but in people.

Being recognised there is a privilege. But for us, awards are just milestones. The real work happens here—in the events, traditions, and experiments that shape our teams day by day.

ECEC is one of those.

Final Thought

Not every company needs an esports tournament. But every company does need ways to celebrate its people—on their terms, in their language.

At Consid, that language includes code. But it also includes play, connection, and community. That’s what ECEC 2025 is about.