--- title: "Kim Jäämeri Joins Our Board - In Parallel" description: "Lieutenant General (ret.) Kim Jäämeri has been elected to the Board of Directors of In Parallel Oy. Markku Mäkeläinen on what the appointment brings, and why the discipline of keeping decision-makers looking at the same picture is the problem worth solving." url: https://www.in-parallel.com/insight/kim-jaameri-joins-our-board --- Company News # Kim Jäämeri Joins Our Board A former Commander of the Finnish Air Force joins us — because the problem he spent thirty years working around is the one we are building against. Editorial title card announcing Lieutenant General (ret.) Kim Jäämeri's election to the In Parallel board, with a concentric radar-style motif on a deep navy field Published August 18, 2026 Markku Mäkeläinen Co-founder, CEO [LinkedIn](https://www.linkedin.com/in/markkumakelainen/) Contents At its Annual General Meeting on 13 August 2026, In Parallel Oy elected Lieutenant General (ret.) Kim Jäämeri as a new member of the company’s Board of Directors. Kim served as Commander of the Finnish Air Force (2014–2017), as Deputy Chief of Staff, Strategy at Defence Command Finland (2017–2022), and as Finland’s first Military Representative to NATO and the EU (2023–2025). Earlier in his career he commanded Satakunta Air Command and served as Military Assistant to the Chairman of the European Union Military Committee in Brussels. He is currently Executive Chairman of Belvictor Inc. The meeting also re-elected co-founders Markku Mäkeläinen (CEO) and Kristian Luoma, and Teemu Mattila of Lifeline Ventures. ## Why this appointment Most board additions at our stage are about adding a function — a market, a channel, a discipline. This one is about adding judgement. Kim has spent his career leading and governing large organisations under conditions of scale, uncertainty, and consequence. Not the kind of uncertainty where a forecast comes in soft, but the kind where the picture is genuinely incomplete, the clock is running, and someone still has to decide. That environment produces a specific competence: an instinct for how much you actually know, how stale it is, and what it is safe to conclude from it. I wanted that instinct in the room. As I put it when we announced the appointment: > “Kim has spent his career leading organisations where decisions carry real consequences and the picture is never complete. That is the judgement we want in the room, and the standard we want to hold ourselves to.” The second half of that sentence matters as much as the first. A board member who has operated at that standard raises the bar on us, not just on our decisions. ## The problem, described from the other side What convinced me this was the right fit was not the résumé. It was hearing our own product thesis described back to me by someone who had lived it in a completely different domain. > “Every organisation I have worked in has struggled with the same thing: making sure the people who have to decide are looking at the same picture. That is an important problem, and it is worth solving.” > > — Lieutenant General (ret.) Kim Jäämeri We build shared context for modern work. Stated plainly, we take what happens in an organisation’s meetings, documents and decisions and turn it into a structured, current record that both people and AI tools can use. The reason is that in almost every organisation we look at, the picture leaders are working from is assembled by hand, from memory and from decks, and it is already out of date by the time it is in front of them. People then spend their attention reconciling versions of reality instead of acting on one. Defence organisations have a word for the thing we are chasing — situational picture — and decades of hard-won practice in maintaining it. They also have the sharpest possible evidence of what it costs when it drifts. What Kim’s comment tells you is that the problem is not an artefact of software-era knowledge work. It is structural, it shows up wherever coordination is hard, and the discipline of solving it is a leadership discipline before it is a technology one. That is the standard I want us held to: not whether the product is impressive, but whether the people who have to decide are actually looking at the same picture. Welcome aboard, Kim. --- **About In Parallel.** In Parallel is a Helsinki-based software company founded in 2023. It builds shared context for modern work, turning what happens in an organisation’s meetings, documents and decisions into a structured, current record that both its people and its AI tools can use. The company is backed by Lifeline Ventures, Notion Capital, and private investors. In Parallel runs on EU-based infrastructure, is GDPR compliant, and holds ISO/IEC 27001, ISO/IEC 42001, and SOC 2 Type II certification. Media enquiries: Paulina Krakowska-Luoma · [paulina@in-parallel.com](mailto:paulina@in-parallel.com) ### Get insights like this in your inbox One email per week on execution intelligence, team coordination, and enterprise AI. No fluff. By subscribing you agree to our [Privacy Policy](https://www.in-parallel.com/privacy-policy). Unsubscribe anytime. [Back to all insights](https://www.in-parallel.com/insight) [Book a demo](https://www.in-parallel.com/demo) ## Related articles The Coordination Tax — Richard H. Carson on how change actually works Leadership Insights · Oct 20, 2026 ### You Either Manage Change or It Manages You: Richard H. Carson on how change actually works Richard H. 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