Work that landed

• Post covid reset with a new chairman and management team, and a need to clarify the club's long term direction.
• Financial performance too dependent on unpredictable match results, with a need to reduce volatility through stronger, more consistent commercial revenue.

Define a simple ambition everyone could remember:

• Reach 700 MDKK in annual revenue
• Qualify for the Champions League group stage every second year
• Compete to win the domestic league every season.

• Co created the key strategic choices with the board and executive management.
• Involved middle managers, the head coach and player representatives in shaping the strategy and execution elements.
• Built a clear strategy house around a unifying club manifesto and launched it through internal, press and fan kick-offs.

• The revenue ambition was reached within the first two financial years after the strategy work began, with club revenues of around 900 MDKK in 2023 and operating profit more than doubled versus the previous year, based on the club's published annual reports.
• In the following year, revenues stayed above 500 MDKK despite lower European prize money, supported by record sponsorship renewals and higher transfer income, signalling a stronger and less volatile commercial engine.
• The strategy has been highlighted in management press interviews as one of the most broadly anchored plans in the club's history - from employees to owners.

• A serious accident in NCC's Nordic operations sharpened the focus on worksite safety.
• Accident levels on Danish sites were too high and safety was often seen as something driven centrally rather than owned on each site.

• Define a clear, simple ambition for Denmark: zero accidents.
• Build a practical roadmap and a small set of strategic pillars that could guide daily behaviour on every site.

• Developed a zero accidents roadmap with four core pillars for behaviour, processes and leadership.
• Involved around 50 construction workers in Denmark directly in the strategy process to co create both the approach and the concrete initiatives.
• Ran kick offs across Denmark, recruited local safety ambassadors on building sites and held regular follow up sessions to keep momentum.

• The number of accidents on Danish sites was halved within two months of launch.
• The approach was later highlighted in the trade press as an example of safety driven through engagement rather than compliance alone.

• A regional Kellogg's business covering around 70–80 markets across Mediterranean, Middle East and Africa, largely distributor led.
• The region was viewed internally as "no growth – high profit" and managed primarily for profit rather than as a strategic growth engine.
• New regional leadership wanted to change that narrative and unlock sustained top line growth.

• Set a clear ambition to reach around 500 MUSD in net sales within three years.
• Reframe the region from a profit pool to a cereal and snacks growth region in the global portfolio.
• Align markets, functions and distributors behind a small number of must win battles and growth pillars.

• Ran a structured strategy process: initial work sessions with the regional leadership team, followed by a management workshop to agree ambition, must win battles and strategic priorities.
• Engaged middle management in co creating the roadmap and concrete initiatives across categories, markets and capabilities.
• Involved key distributors early – using joint kick offs and café style sessions – to ensure they felt part of the ambition, understood what was in it for them and committed to execution.
• Supported roll out through employee and distributor kick offs and an ongoing engagement plan with progress meetings and communication touchpoints.

• The region grew from roughly 250 MUSD to around 500 MUSD within the strategy period, through a mix of organic growth and acquisitions.
• The region shifted from "manage for profit" to a recognised growth contributor in the global portfolio.