The engagements below span strategic direction, operational restructuring, process automation, and sustainability reporting. Different problems, the same approach: structured work that holds in practice.
CSRD-Aligned Sustainability Reporting
Swedish Industrial Holding Group
When the EU Omnibus proposal reduced mandatory reporting requirements, most companies used it as a reason to do less. This Swedish industrial group operating across construction, automation, real estate, and infrastructure, with subsidiaries in Sweden, Norway, and Southeast Asia, decided to do more. They chose to voluntarily follow the CSRD framework and produce a report that set a significantly higher standard than their previous sustainability reporting. For a group with an active ownership agenda, the quality of sustainability reporting carries weight in capital markets and in the governance of portfolio companies.
I managed the work over approximately 12 months, covering four areas: consolidation and adjustment of the group-wide double materiality assessment across eleven material topics; ESG data platform setup and direct data quality work with subsidiaries on Scope 1, 2, and 3 emissions in line with GHG Protocol; GHG methodology advisory including base year definition, consolidation boundaries, and intensity metrics; and full authoring of all narrative sections of the report.
On the same timeline, I produced a separate sustainability report for another entity within the group, including double materiality assessment, value chain illustrations, and English translation. Two full reports, delivered in parallel.
Both were completed on schedule and reviewed by external auditors, who considered the quality strong and the organisation well placed for future reporting cycles.
Relevant for groups that treat sustainability reporting as a governance and positioning tool, not a compliance task.
Defining Strategic Direction
Multi-Division Technical Services Group
When a company grows through separate divisions, the lack of a shared direction becomes a problem. For this technical services group it had: each subsidiary had developed its own way of working, and leadership had no consistent basis for hiring, setting priorities, or evaluating opportunities. The differences were becoming more visible as the group grew.
I worked with the executive team and selected managers through a series of workshops. We mapped how decisions were actually being made across the organisation, identified where the logic was inconsistent, and worked through the contradictions together. The output was a written strategic framework: a defined set of value statements and guiding principles, specific enough to apply to real decisions.
The group now uses the framework as an active management tool. It guides recruitment decisions, shapes how new employees are introduced to the culture and ways of working, and forms the basis for company presentations in acquisition discussions. It is the kind of output that continues to do work long after the engagement ends.
Relevant for groups where divisions have grown independently and leadership needs a shared basis for decisions on hiring, priorities, and growth.
Redesigning the Operating Model Through Consolidation
Nordic Holding Group
A Nordic holding group with three subsidiaries running from separate locations had an operating model that no longer made sense. Overhead was duplicated, management attention was split, cross-unit collaboration was structurally difficult, and the group was paying for three separate lease agreements to house an organisation that could function as one. The decision to consolidate had been made. The real task was to redesign how the group operated, using the consolidation as the mechanism.
I used Lean methodology to map how work was done across all three entities, identify what was duplicated in both process and space, and design a transition sequence where each step could be completed without disrupting the next. The work covered operating model design, workspace planning, coordinated phasing across all three organisations, and ongoing management of interdependencies throughout.
The group moved into shared premises on schedule. Three lease agreements became one. Rent, operating costs, and personnel overhead all came down. More importantly, the new setup gave the three subsidiaries the structural conditions to work together in ways the previous model had made effectively impossible.
Relevant for holding groups where the cost structure and organisational setup no longer reflect how the business actually needs to operate.
AI-Supported Invoice Processing
Technical Facilities Service Company
A technical facilities service company managing maintenance and callout work across multiple sites had a gap between what field technicians documented and what ended up on customer invoices. Fault descriptions and remediation notes were written in the field, under time pressure, and rarely in a form that could go directly to a customer. Turning them into professional invoice text was left to office staff, done inconsistently and without a reliable way to ensure that all hours and work performed were actually billed.
I introduced an AI supported layer that took raw field notes as input and produced professional fault descriptions and remediation texts ready for customer invoices. The work included designing the workflow, integrating the tool into existing routines, and defining how staff reviewed and approved the output before it reached the customer.
The results were direct. Customers received clearer, more consistent documentation of the work performed. And by making the translation from field note to invoice text systematic, the company strengthened its ability to ensure that billable hours were captured and charged correctly.
Relevant for service companies where the quality of field documentation affects both customer experience and revenue recovery.