Who we are

Why we do what we do…

At Manpremo, we help people to gain more undisturbed focus time with higher energy and better attention.

This promotes sustainable high performance and increases well-being.

Meet the founders

Jason Howlett

Co-Founder & Change Agent

Jason’s passion is helping people develop, with the purpose of increasing well-being and achieving potential.
Jason uses applied science (neuroscience, psychology and physiology), combined with data, to optimise brain functioning and build the ability to change behaviour.

For the past 9 years, Jason has been working with organisations and their employees on programmes that impact: Leadership and Talent; Mindset and behaviour change; Strategy Implementation; Well-being; Resilience/Grit in individuals and teams. Before focusing his work on mindset and behaviour, Jason worked in IT for 7 years.

Jason studied Applied Positive Psychology at the University of East London and has a degree in Computer Science from Royal Holloway, University of London. Jason is a certified Personal Trainer and Lifestyle Coach.

Morten Lauridsen

Co-Founder & Managing Director

Morten’s passion is to create products and services that empower others to achieve what is important to them.

Prior to co-founding Manpremo Performance, Morten worked at Microsoft for 18 years, in various local and global consulting and leadership roles. The last 6 years at Microsoft, Morten’s main responsibilities were product & service strategy, the digital transformation of products and services, and implementation of new agile methodologies to improve business agility. Most recently, Morten led strategy and product planning for the Microsoft Services Hub, the digital delivery platform for the Microsoft Unified Support offering.

Morten holds an Executive MBA from Henley Business School and a Datanom education from Niels Brock Copenhagen Business College.

Our values – seriously

We commit to the Five Principles of Purpose Driven Business as described by A Blueprint for Better Business


Authenticity is often defined as the degree to which one is true to one’s own personality, spirit, or character, despite external pressures. It requires a level of self-awareness and understanding of relationships with other people.


Creativity is perceived as a somewhat elusive phenomenon whereby something new and sometimes valuable is formed, whether it be an idea, an invention, a scientific theory, a painting, a poem, a piece of music or even a joke. Innovation is often defined as the commercialisation of creative ideas.


Empathy can be described as the capacity to understand or feel what another person is experiencing. Essentially, it is the capacity to place oneself in another’s position.

What’s in a name?

Manpremo is the Esperanto name for a ‘Handshake’

Why use Esperanto?

Esperanto is a constructed universal language created by the L.M Zamenhof in 1887. He published the book Unua Libro under the pseudonym Doktor Esperanto. The name translates into “the one who hopes”.

Esperanto is culturally neutral by design and was created to enable frictionless communication.

The use of Esperanto terms is symbolic for what we want to achieve because we work worldwide in a diversity of cultures and in the areas of both technology and business. Hence the ability to foster frictionless communication between parties is of paramount importance in our world, and its a prerequisite for a flourishing life.

Below is an adaption to our context of an excerpt from L.M. Zamenhof’s opening speech at the first Esperanto Congress in Boulogne-sur-Mer in 1905.

Why use a handshake?

A handshake is both a greeting and a way of sealing a deal. Allegedly it is meant to build up trust by showing that one doesn’t carry arms.

A more scientific reason is that a touch releases Oxytocin that acts as the neuro-mechanism for clubs and tribes that bonds together and creates boundaries between those that are bonded to and those that are not.

Whatever the reason the important thing is trust.

‘When we meet there are no strong or weak parties, no privileged or underprivileged, no domination, and nobody should feel uncomfortable when talking to another. We are all on neutral ground and on equal footing, we all feel like part of the same community and as members of the same family. We are together not as strangers, not as competitors but as brothers and sisters that don’t force our own agenda, language and terminology on others. We understand each other at a human level. Our encounters are not as English or Swiss, not as a customer or supplier, not as a technologist or business person, but are meetings of people with people.’