Work & Cases

COMPLEX PROJECTS

Development, Complex procurements, delivery & Asset Management. Techonology & Infrastructure

• Acting in an interim management role and trusted advisor to develop procurement strategy and business model in a PPP set-up for the worlds first Energy Island that, together with large scale offshore wind farms and transmission equipment forms a visionary +25 bnEUR investment programme designed to deliver renewable energy to Northern Europe from 2033.
• Initiate, scope and execute procurement of 2,5 bn EUR new train fleet, a highly technology-driven infrastructure, with emphasis on minimizing operational- and commercial risks while improving cost efficiency, 80mEUR annual savings, and a 70% reduced performance ramp up time.
• Develop market- & technology strategy for a 2 bn EUR world leading transformation programme automating a major suburban mass transit system, changing organization structure, operating model and introducing new high value assets and cutting edge technology – all without impacting operating performance.
• 60 % improved performance in portfolio of asset and technology investment projects. Introducing dashboard overview and clear governance procedures requiring steering group action at early-warning stage.
• Initiate & introduce Asset Management as a business critical function to reduce risk and create transparency in a 1,5 bn EUR highly diverse asset base.
• Client responsible for 650m EUR technology development contract establishing management processes and leading contract management, compliance and stakeholder management proces.
• Acting in a multiple role as business responsible supplier, end-user and sub supplier towards RailNet Denmark and its multibillion signalling programme; a large scale technology- and business change programme rolled out in a live, brown field environment.

BUSINESS DEVELOPMENT

New markets, Strategy & Partnering

• Build strategy and rationale for partnering model outsourcing large scale operational services as means to improve performance and 25% OPEX reduction. Define and evaluate various go-to-market strategies and fall back plans.
• Ensured strategic ownership of major business areas at risk for being transferred to 3^rdparties; development of governmental decision reports based on intense market intelligence, analysis and best practice documentation.
• Franchise bidding primarily in UK and SE in Joint Venture with industrial partners for large service-concessions typically involving transfer of staff, operational efficiency improvements and initiatives to improve operational performance & customer satisfaction. Improvement of operating model, bid staffing and pipeline selection lead to a market leading hit rate of 56% and 250 mEUR new business.
• Drive development of corporate strategy in close corporation with executive- and top management group; identification of themes, major initiatives, market analysis and consolidation and subsequent break down into business-unit strategies, roll out sequence and governance processes. EBITDA improved by 130 mEUR.