Services
The whole journey, or the part you need.
Strategy, transformation and interim leadership are the core. You can hire me from diagnosis to handover, or for a defined part of the work.
Ways to engage
How we can work together
01
The whole journey
Diagnosis, strategy, execution and handover. I take operational responsibility – often as interim manager – and work alongside your managers and employees until the result shows.
02
Strategy assignment
I develop the strategy with management and the board: where you stand, the choices, priorities and plan. You carry out the execution, with me as a sounding board if you want.
03
Workshops and seminars
For management teams, boards and managers. Practical, with examples from real assignments – including the ones that did not go to plan.
04
Board and advisory
Board assignments and advice to CEOs and owners, ongoing or ahead of specific decisions.
Areas
What the assignments are about
Interim leadership
Interim CEO, business unit head, sales director
Typical situations
- The CEO has left at short notice.
- A change needs to be led for a limited period.
- The owners want an independent view from the inside.
What you get
- Operational responsibility from week one.
- A plan for the first 100 days with measurable goals.
- Handover to a permanent successor.
Turnaround
When revenue or margin is heading the wrong way
Typical situations
- Revenue is flat or falling.
- Margin has shrunk year after year.
- The management team is pulling in different directions.
What you get
- A shared picture of business, organisation and culture – what works and what needs to change.
- An action plan with one owner and one measure per action.
- Execution together with the organisation, with monthly follow-up.
Growth strategy and scale-up
The next phase, new markets, a new size
Typical situations
- The company has outgrown its structure.
- A new market or offer needs to be launched.
- The owners want a plan for the next three years.
What you get
- A one-page strategy with clear choices.
- Prioritised markets and offers.
- An execution plan, quarter by quarter.
AI in the business
From curiosity to value
Typical situations
- Everyone talks about AI, but nobody knows where it has an effect for you.
- People try tools on their own, but the ways of working stay the same.
- Customers ask what you do with AI, and the answer is unclear.
What you get
- A review of where AI can affect revenue, cost and delivery.
- A few prioritised use cases, with owners and measures.
- Adoption as part of the change: roles, ways of working, skills and guidelines.
Organisation and structure
An organisation for the next size
Typical situations
- Responsibilities and mandates are unclear.
- The organisation has grown but the structure has not followed.
- Several companies or units need to work as one group.
What you get
- An organisation with clear roles, responsibilities and mandates.
- A governance model: meetings, measures and decision paths.
- Support through the transition, including recruitment and staffing.
Commercial capability
Sales you can manage
Typical situations
- Sales depend on a few individuals.
- The CRM gives no basis for decisions.
- Offer and pricing have not kept up with the market.
What you get
- A sales model, roles and targets.
- A pipeline that management steers by.
- A sharper offer and pricing that holds.
M&A, integration and owner exit
Before, during and after the deal
Typical situations
- The owner wants to step back within one to three years.
- The company is to be sold or get new owners.
- An acquisition needs to be integrated.
What you get
- A company that runs without its owner – and holds up in due diligence.
- An integration plan for the first 100 days.
- Leadership through the integration, until the benefits show in the results.
Workshops and seminars
Practical, from someone who has done it – and has the scar tissue to prove it
Half-day or full-day workshops for management teams and boards, or talks for larger groups. No theory for its own sake: what works, the most common mistakes and tools you can use the next day.
- Strategy you can actually execute
- Transformation in practice
- Leading change – with people, not around them
- AI in the business – where to start
- Scaling a company
- Building a commercial organisation
- Organisation and structure
- Preparing an owner exit
Sectors and markets
Where I have worked
IT and consulting
Telecom
Public transport and mobility
Defence technology
Health and wellness
Assignments in Sweden, Germany, the UK and the Netherlands. I work in Swedish, English, German and Dutch.
Has the company stalled – or is it facing its next step?
Tell me where you stand, and we will take it from there.