What does it take for a region to make a bold promise – and be trusted to keep it? In Greater Copenhagen, that responsibility sits with Copenhagen Capacity, the organisation tasked with attracting international companies, talent and investment to one of Europe’s most liveable regions.
In this conversation, Maria Hardenberger Sverka – Marketing Director of Copenhagen Capacity – reflects on the region’s long-term strategy, the thinking behind the Life Quality Insurance initiative, and why confidence has become one of Greater Copenhagen’s most valuable brand assets.
Maria, you personally live in southern Sweden and work in Copenhagen. How does that everyday cross-border reality shape how you think about the region?
As a Greek, living in southern Sweden and working in Copenhagen gives me a very concrete, first-hand experience and understanding of what Greater Copenhagen actually is: not two countries, but one everyday functional progressive region. Crossing the border is not a theoretical concept for me; it’s part of my daily life. That perspective makes the region feel tangible, human, and credible.
Moving here has been the best decision of my life, and that personal experience fuels a strong desire to share what makes this region so special with the world and invite everyone to be part of it.
It also reminds me that place branding only works when it reflects real life – not abstractions or political borders, but how people actually live, work, and feel in a place.
How do you approach positioning Greater Copenhagen in an increasingly competitive global landscape?
We approach it with creativity, boldness, and emotion. We know that relocating to a new country is not an easy decision, nor a purely rational one – it’s emotional, risky, and deeply personal.
Competing with global megacities on scale or spectacle would be unrealistic, so instead we focus on what truly sets us apart: everyday life quality and a welfare society.
With limited resources, we deliberately chose not to follow the traditional paid media playbook. Instead, we leaned into bold storytelling and PR-driven creativity that could cut through the noise and make Greater Copenhagen impossible to overlook.
What do you see as Greater Copenhagen’s strongest assets for attracting international talent today?
Our strongest asset is the combination of world-class professional opportunities and exceptional everyday life. The region offers cutting-edge research environments, innovative companies, and a strong start-up ecosystem.
But what truly differentiates us is what happens outside working hours. Safety, trust, work-life balance, access to nature, and social security are not “soft” benefits; they are decisive factors for global talent.
Consistently high rankings in happiness and livability reinforce that this isn’t just a narrative – it’s a lived reality. It’s my reality.
Your award-winning Life Quality Insurance initiative made a very concrete promise around quality of life. How did you ensure that message was credible in practice?
Credibility was absolutely critical. The promise works because it is grounded in reality, but also because we were honest about the fact that Greater Copenhagen, while perfect for many, won’t be the right fit for everyone. Scandinavia has a long-established reputation for trust, strong welfare systems, and high quality of life, consistently supported by global rankings – but we didn’t want to present that as a one-size-fits-all solution.
With the Life Quality Insurance, we deliberately gave people the benefit of the doubt and acknowledged that moving here is a deeply personal choice. We put our money where our mouth is by committing to our promise: if someone genuinely felt that life here wasn’t right for them, we were prepared to help them return home.
Partnering with international expats who already live in the region added further authenticity and human proof. Their lived experiences made the message relatable, credible, and emotionally real – not aspirational marketing, but an honest invitation.
What did the campaign process reveal about collaboration and institutional culture across the region?
The process reinforced that while collaboration is essential, bold creativity also requires clarity in mandates and a shared appetite for risk.
In complex regional constellations, not all institutions move at the same pace or with the same level of ambition. Having a more streamlined decision-making structure proved critical in allowing the idea to move forward and reach its full potential.
How do you see the relationship between place branding and long-term governance evolving?
Place branding and governance are becoming increasingly intertwined. A brand promise creates expectations and governance must be able to deliver on them over time. When branding is rooted in real policies, lived experience, and long-term vision, it becomes a strategic tool rather than a communication layer.
For regions like Greater Copenhagen, this means aligning across multiple agendas such as talent attraction, welfare systems, infrastructure, sustainability goals and more, so the story we tell remains true tomorrow, not just today.
What are the biggest challenges the region is currently facing?
Geopolitical uncertainty and increasingly strict immigration rules are major challenges.
Global competition for talent is intensifying at the same time as mobility becomes more complex. This makes it even more important to clearly articulate why moving here is worth the effort – because it undeniably takes effort – and to ensure that systems, services, and policies genuinely support international professionals once they arrive.
Are there any cities or regions you find particularly inspiring in how they approach place branding today?
Estonia is particularly inspiring. Their identity is remarkably consistent, and the way they have integrated digital governance into their national narrative is seamless and confident. While I may not have the full picture of how easy or difficult it is to access those systems in practice, the clarity of their positioning and the alignment between brand, policy, and user experience is something many regions can learn from.
Anything else you’d like to mention?
Although I am the one representing the work and the organisation in this article, I would like to pay tribute to the people without whom this would not have been possible. This work is the result of true collaboration, and I’m deeply grateful to Asbjørn Overgaard, Caroline Lundsteen, Claudia Bednorz, Kristin Yr Juliusdottir, and Kasper Friis Jørgensen.
I would also like to thank our close partners at Ogilvy Denmark: Julie Heilesen, Katrine Jo Madsen, Camilla Ploug, James Edwards, Emma Petersson, Jacob Matthiesen and Maria Tangsgaard Egholm, whose creativity, commitment, and courage were essential in bringing this idea to life.
Thank you, Maria!
To explore further, connect with Maria on LinkedIn, visit Copcap.com or take a deep dive with our Copenhagen region spotlight.
