I work in four areas. Below is what each one usually involves, with examples from recent assignments.
Operations
Most companies have more capacity than they use. Work waits between departments, the same task is done in several different ways, and nobody owns the whole flow. I find where time and money are lost, redesign the process together with the people who run it, and put simple routines in place so the improvement does not slide back.
I am a Lean Six Sigma Master Black Belt and have done this work in production, warehousing and administrative processes since 2005.
Typical work
- Mapping the flow from order to delivery and removing waiting time
- Standard work and daily follow-up at team level
- Improvement projects with a clear financial target
- Making sure work performed is actually invoiced
Many assignments start with a short on-site review: two days and a written summary of prioritised improvements.
Example: 36% more billable hours captured at a technical service company.
Supply chain
Purchasing, planning and inventory decide how much cash the business ties up and how reliably it delivers to customers. I start with the actual data: lead times, stock levels, delivery performance and purchase prices. From there we decide what to change first.
I have worked with supply chains in industry and as a consultant, at Alfa Laval, Danaher and Deloitte, in Europe and the Americas.
Typical work
- Lower inventory and better replenishment rules
- Sales and operations planning (S&OP)
- Purchasing strategy and supplier consolidation
- Delivery performance to key customers
Sustainability
Requirements such as CSRD, Scope 3 and supply chain due diligence end up in operations: in purchasing, in production and in data from subsidiaries. I help companies set this up so the reporting is reliable and the numbers hold up when the auditor reviews them.
Typical work
- Double materiality assessment
- ESG data and Scope 1–3 emissions according to the GHG Protocol
- Writing the sustainability report
- Circular economy and material efficiency in operations
Example: Two CSRD-aligned reports delivered in parallel for a Swedish industrial group. Auditors rated the quality strong.
Programmes
Some initiatives are too important to run on the side. I step in as programme lead or interim manager, set a plan that matches operational reality and make sure decisions get made on time.
PMP® certified. I have led organisations of up to 65 people with full P&L responsibility.
Typical work
- Programme lead for transformations, relocations and system rollouts
- Interim manager in operations or supply chain
- Restarting projects that have stalled
Example: Three companies consolidated into shared premises, with 60+ people moved without disrupting operations.