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Our deliveries
We are proud of what we deliver
We get things done, exceed expectations, never give up, and always lead by example.
Below, we present a selection of the value we’ve created.
Cost-saving initiatives for personnel-intensive operations
Setting up new business unit within vehicle maintenance
Business development in daily management and BI
Interim services within Business, Real Estate and Operational Managers
Project management of several takeovers in public transport
Development of new business areas in new geographies
Establishment of mission-critical reporting processes
Ownership of several work streams in a corporate merger of +500 FTE
Project management of procurement procedures within Facility Management
Successful positioning and capital raising for tech-scale companies
Full responsibility for development, implementation and HyperCare of EAM systems
Organizational transparency and initiative plan for company expansion
Data analysis and modeling of optimized pricing for service company
Improvement initiative of customer-oriented traffic information
Establishment of business processes in material supply
Roll-out of IT systems across most operations within the corporate group
Management of budget process and savings of +100m SEK
Full project management responsibility and sub-project manager within various tenders (5-50 billion SEK)
Cost Optimization
12 months
Responsible for budget workstream with +100mn SEK savings on an annual basis
From analysis to realized results - full responsibility for driving a comprehensive cost savings program towards target at a high pace, close collaboration with the line operations and with clear governance.
Full responsibility for budget and savings programs
Responsible for coordination and control of the budget process, cost-savings work and management reporting.
Operational project ownership from plan to forecast with:
- Clear structure for cost identification and responsibility
- Secured anchoring in the organization's key roles
Identification of concrete savings initiatives (130m SEK)
Close collaboration with the organization's key roles to identify cost drivers and improvement opportunities:
- +50 actions with measurable impact identified
- Validated initiatives based on impact, risk and implementation capacity
- Focus on quality before quantity and results before ambition
Implementation of follow-up model
Development and implementation of a governance model for monitoring savings initiatives and results delivery:
- Clear ownership structure and division of responsibilities
- Integrated into established budget and forecasting processes
- Regular reporting to management team and other stakeholders
Cost Optimization
3 months
Cost saving initiatives of 5-7% within a staff intensive operation
The customer aimed at increasing their internal efficiency and needed to identify concrete savings proposals within their tendering operations and across their customer portfolio. We were responsible for the following.
Full assignment responsibility and analysis management
Responsible for management and coordination of the analysis work which included: Data collection, development of key figures, analysis of submitted bids, and identification of deviations from actual outcomes.
Analysis and profitability improvement in FM companies
Analysis of customer portfolio and key figures at customer and object level, identification of low-performing contracts and improvement opportunities. Review of revenue and cost structure and comparison between actual outcomes and tender calculations.
Proposed measures and strategic recommendations
Development of concrete improvement proposals for increased profitability at the contract level, identification of incorrect calculation assumptions and support in further decisions regarding pricing, renegotiations and tender strategy.
Pricing
5 months
Data analysis to improve pricing and margins
The project's goal was to develop the company's new pricing and packaging of its various services through data analysis across several operations. We were responsible for the project and carried out the following.
Analysis of the customer base
To understand historical and future price sensitivity, price impact, profitability, churn, and the internal cost of supporting different customer types and segments.
Carrying out simulations
Simulations of revenue development and profitability per customer with current pricing model.
Update pricing model and service packaging
Based on the findings, the pricing model was updated with the correct price levels, and new offers, discounts, and commitment periods were developed.
Preparations for implementation
Current customers were mapped into the new model and structure. In addition, a legal evaluation of the model and agreement was also carried out.
Implementation and roll-out
The model and packaging were tested with selected customers in a pilot study. A full-scale roll-out including a communication plan, smaller pilots and larger key accounts was then prepared.
Process Development
3 months
Improvement initiatives for efficient and customer-centric traffic information
The customer requested a review of its handling of Traffic Information and Disruption Information to better provide its travelers with the right information, via the right channel, at the right time.
Customer journey review
With a focus on ensuring the target image to provide the right information, at the right time, through the right channel, to the right target group.
Transparency of IT, supporting systems and processes
A mapping of the complete IT map and all systems involved in traffic information from data in to communication to the customer. This also included a review of the operational processes.
Objective and plan
Development of a vision for both IT map, systems and processes to achieve the vision regarding the optimal customer journey. This included recommendations and implementation timelines.
Cost image
Preparation of a cost picture and the investments in software and hardware that the target picture included.
Internal communication
Presentation to management and selected operational staff regarding the current status and goals for both the customer journey, IT systems and processes to ensure full ownership ahead of full-scale implementation.
Process Development
6 months
Implementation of critical reporting and daily governance processes
The project delivered innovative and clear structures for improvement work and follow-up, as well as an established and implemented framework for reporting and daily management, including operation and handover of the area until the customer recruited its permanent employees.
Reporting
Establishment of all operationally critical reporting processes and reporting documents within Traffic and set up delivery of reports based on contractual requirements.
Daily management
Responsible for establishing working methods for daily management from production planning, service planning to operational traffic operations and depots, including set KPIs and follow-up, as well as methods for continued internal improvement work.
Interim management of the business
During the time structure and processes were developed, and during a transition period, interim responsible for daily data bases, data analyses, process development and reporting.
Process Development
Ongoing
Operational governance for scaling tech/SaaS company
The project acted as the right hand and sounding board for the operations manager in setting up internal processes and routines for follow-up in a fast-paced, tech-based, international environment.
Ongoing support to the operations manager
Coaching and sounding board for the operations manager in all areas (implementation, support, support functions, development).
Daily follow-up
Establishment of a follow-up model, meeting forum and escalation.
Implementation approach
Setting up the company's approach to winning more customers and shortening the implementation lead time.
Organizational change
8 months
Responsible for all HR-related work streams in a business merger of +500 FTE
Responsible for all HR-related work streams within the project with a strong focus on organizational change and change management.
Organization and staffing
Appointment and onboarding of new operational management organization and administrative functions, including redundancy/restructuring and recruitment, as well as staffing plan for approximately 500 shift employees (duplication).
Communication
Planning and implementation of employee meetings and implementation of an information portal for employees who change employers in connection with the establishment.
Competency mapping
Mapping of permissions/competencies and training needs for all roles in the organization as well as introduction of new system support and planning of training.
New collective agreement
New comprehensive local collective agreement that replaced four previously applied disparate agreements with great complexity, mainly concerning working hours and rest rules as well as salary and other remuneration. Training of managers and individuals in personnel management roles.
Personnel data
Quality assurance of personnel data for input into new payroll system, issuance of new employment contracts/confirmations and payment of correct salaries on time.
Operational Development
7 months
Right-hand man to the business director of a +800 FTE operation with a strong focus on follow-up and business development
We took the approach of acting as the right-hand man for the Business Manager and drove several initiatives to develop the business during an intensive implementation phase.
Management of the business
Daily support and right-hand man to the business manager in managing the business and structure for the management team, as well as dialogue and collaboration with the client.
Business plan
Development of a strategic business plan with a focus on collaboration, clear key figures and objectives for monitoring and joint development of the business.
Operational business intelligence
Continued development of established reporting structure and key performance indicators for operational management.
Model for monitoring operational projects
Initiation of a number of selected strategic initiatives within the business as well as project structure and delivery follow-up.
Project management of business expansion
Evaluate opportunities and risks, as well as the necessary conditions, to expand the business by +5% via an aggressive timeline.
Improve
Business Development
6 months
Responsible for the establishment of a completely new business and organization within vehicle maintenance
Full project responsibility for establishment of new vehicle maintenance organization. Operations went live according to plan, all processes and routines (ISO and ECM) in place, short and long-term maintenance plan secured, IT structure and systems implemented, supplier agreements in place and negotiated, and staff taken over and recruited.
Full project responsibility
Responsible for project plan, project organization with +25 FTE across +10 different work streams, risks and actions, and reporting to steering group.
Progression of work streams
Responsible for the delivery of all work streams including the project's main parts consisting of Process, Material Supply, Technology, Purchasing, EAM/System Support, IT, Reporting, HR and Communication.
Handover to operations
All activities documented and handed over via a structured approach, this included close collaboration with operations 2 months before takeover, close collaboration on site at go-live date, and next steps for each work stream defined and handed over to the recipient.
Business development
5 months
Mapping of organization, cost and initiative to form a decision regarding business expansion
For a company in public transport (bus), we were assigned to investigate the possibility of expanding from current business areas to new opportunities in a new geography.
Establishing the strategy
We validated, calibrated and established the strategy through internal and external interviews, as well as input from internal and external decision-makers.
End-to-end analysis of the complete organization
We conducted a complete current situation analysis of the organization's strengths, weaknesses, performance and key metrics, including IT systems, traffic, technology, HR and environment.
Identification of initiatives for a successful expansion
We identified across all departments within the organization the challenges and critical activities that would be required to successfully implement the new business. This included completely new strategies and approaches for most departments.
Financial calculation and FTE calculations
We conducted a bottom-up calculation including all revenues, costs and investments that the expansion was expected to entail, including an estimate of FTE numbers and staffing levels within all departments in the organization.
Tender
5 months
Full project management accountability of tenders of +10 billion SEK
From blank paper to submitted bid in under 5 months where we took full project responsibility through active leadership and follow-up, innovative solutions, and price-sensitive and competitive calculations. In addition, we also took sub-project responsibility for a work stream.
Full project responsibility and project management
Responsible for all work streams within tenders, detailing of project plans, daily management and control of the project group and internal experts, reporting to the steering group in Sweden and internationally, responsibility for validation and approval processes, in addition responsible for incentives, bonuses and penalties as well as effects and outcomes.
Tender structure and tender content
Responsible for the structure of quality and requirement annexes, development of solutions within the areas of the quality annexes, quality writer and development of text and language, annexes were adapted to the client's questions and evaluation model to ensure maximum quality points.
Subproject management Facility management
Responsible for the FM subproject including station and daily maintenance, development of solutions, selection of supplier, negotiation, price pressure.
Tender
6 months
Assistant project manager for tender of +5 billion SEK
We took on the role of right-hand man to manage the tender and led several other initiatives and streams.
Assistant Project Manager
Partly responsible for managing work streams within tenders, detailing project plans, daily management and control of the project team and quality review, reporting to the steering group in Sweden and internationally, responsibility for validation and approval process. Also responsible for model for incentives, bonuses and penalties as well as effects and outcomes
Subproject management Operation
Responsible for the subproject Operation including traffic operation and operations management, traffic production, traffic information and disruption information, disruption management and replacement traffic (incl. procurement of external supplier), onboard service and mapping of the customer journey, visa and revenue security, as well as full responsibility for customer service
Project manager development of disturbance app
Responsible project manager at the Customer for the development of an app for information sharing to travelers in planned situations and in case of disruption. Responsibility for developing and specifying requirements, progressing development together with an external supplier, and testing and validating the product
Tender
7 months
Workstream lead in tenders of +8 billion SEK
We took on the role of sub-project manager for most work streams and responsible for bonuses, penalties and efficiency improvements within the calculation.
Subproject management Operations
Responsible for the Operations sub-project including traffic operations and operational management, traffic production (duty, train drivers and driving, preventive measures for stops, delays and cancellations) and traffic information as well as on-board service, visa and revenue security, customer service (including escort and lost property) and internal service (including customer surveys, mystery riders and similar initiatives).
Subproject management Operational development
Responsible for the Operations development sub-project including innovation, quality and development of all solutions within all other sub-projects, as well as the areas of management by objectives, reporting and collaboration.
Responsibility Organization
Detailing and optimization of organizational structure, roles, job descriptions and responsibilities, including central resources and SLAs.
Responsibility bonus, fine and streamlining
Responsible for bonuses and penalties as well as calculated effects and outcomes, as well as costs for power, IT costs, efficiency improvements and overhead costs.
Tender
5 months
Sub-project manager within tenders of +50 billion SEK
We took on the role of sub-project manager and senior advisor within the tender.
Subproject management Operations
Responsible for the Operations sub-project, detailing of the sub-project plan, daily management and control of a multinational sub-project group and experts with up to 10 FTE, reporting to a separate steering group in Sweden and internationally, as well as internally to experts and managers in the area, the area included traffic operations, traffic productions including detailing of organization, roles and SLA.
Tender structure and tender content
Responsible for a quality appendix and a requirement appendix, including structure, workshops and development of solutions within the areas of the quality appendix, quality writer which involved development of text and language, appendices were adapted to the client's questions and evaluation model to ensure maximum quality points.
Senior Advisor
Responsible advisor for all sub-projects and all proposed solutions within the entire tender. Ensured that each sub-project received the sounding board and validation required to quality assure solutions and tender text.
Anbud
3 månader
Delprojektledare workstream Operations
Vi tog uppdraget som delprojektledare för arbetsströmmen Operations i ett pågående anbud inom kollektivtrafik. Vi satte upp en satte en tydlig plan och samlade en engagerad grupp, med fokus på att skapa konkurrenskraftiga lösningar och möta beställarens krav.
Projektledning och daglig styrning
Vi etablerade en tydlig projektplan och tog ansvar för daglig styrning, uppföljning och rapportering inom Operations-området. Genom strukturerade arbetsmöten, nära samverkan i teamet och tydliga prioriteringar höll vi hög takt och leveranssäkerhet under hela processen.
Organisation, arbetssätt och lösningar
Vi utvecklade trafikuppdragets organisationsstruktur och resursplan, anpassad för att både möta uppställda skallkrav och stärka anbudets konkurrenskraft. Arbetssätt och lösningar utformades med fokus på effektiv etablering, tydlig ledning och ett engagerat medarbetarskap.
Kalkyl, incitament och riskanalys
Vi ansvarade för att ta fram underlag och input till kalkylen utifrån delprojektets ansvarsområden, inklusive resurssättning, organisation och arbetssätt. Arbetet omfattade även framtagning av lösningar kopplade till kvalitetsincitament samt genomförande av riskanalys för att säkerställa ett genomtänkt och hållbart anbud.
Bilagor, etableringsplan och kvalitetssäkring
Vi var drivande i arbetet med anbudets SKA-bilagor för organisation, ledning, etablering, arbetssätt och medarbetarengagemang. Utöver det tog vi fram en konkret etableringsplan och bidrog med både input och granskning av kvalitetsbilagor, för att säkerställa ett heltäckande, kvalitativt och konkurrenskraftigt anbud.
Capital Raising
2 months
Positioning, capital raising and equity story for FinTech company
Ahead of the company's capital raising round, we were tasked with conducting a due diligence and repositioning of the company to secure a good valuation but also set the right direction and strategy going forward.
Data analysis
Transparency and restructuring of historical data (sales, product, product usage).
Product positioning
Updating the product portfolio positioning to take the offering from individual functionality to end-to-end platform.
Presentation materials
Complete reconstruction and new production of all sales materials, sales manuals, investment materials and the company's equity story.
Pricing
Transparency of the company's pricing and recommendations for adjusting the current approach for the enterprise and long-tail segments.
Financial model
Building a financial model for a 5-year horizon including historical data to be used as a baseline during ongoing capital raising.
Capital Raising
2 months
Positioning, capital raising and equity story for a CleanTech company
We were tasked with driving the company's capital raising round including repositioning the company given its recently updated product portfolio.
Data analysis
Transparency and restructuring of historical data (sales, product, product usage).
Financial model
Building a financial model for a 5-year horizon including historical data to be used as a baseline during ongoing capital raising.
Corporate positioning
Updating the company's positioning to take the offering from three products to a comprehensive offering.
Presentation materials
New production of all sales materials, investment materials, pitch decks and the company's equity story.
Grow
IT and AI
4 months
Responsible for the implementation of a new EAM system for vehicle maintenance
The project delivered the development, adaptation, implementation and testing of the new vehicle maintenance system (EAM) on time and according to the safety and mission-critical functionality requirements required by the operation. The system was handed over to the operational operation including training and a detailed backlog for the system's next steps.
Full project responsibility for the system implementation
Of all work streams and deliveries within the project, project team consisting of +5 FTE excluding participants from various system suppliers and operations.
Requirements gathering
Development of use cases and business requirements.
Testing
Implement UAT (testing) and system integration tests.
Data validation
Data export, import, validation, and migration preparations.
Training
Training of experts, super users, and other administrative personnel.
Backlog and handover
Including proposed prioritization for system development.
IT and AI
6 months
Management of process and structure for optimized system support after a system implemenation
After the implemention a new enterprise IT-system, we ensured optimal operation and continued development of areas for improvement by actively being the business's spokesperson for continued development and support of the system.
Ensuring process and structure
We ensured that work steps in the business system had fully documented processes and that working methods were clearly communicated to the business and established as habits and routines.
Optimize system support and operational support
Responsible for optimizing system roles and ensuring that all authorized persons had access to the right type of information. In addition, we acted as the contact person for the business for all issues regarding the maintenance system.
Prioritize future development areas
Continuous prioritization through close contact with operations and the development project of the areas that would continue to be developed and implemented to optimize ROI and business benefit.
Communicate to operations and management
Setting up a communication plan and channels between the business, administration and the development project during all phases (development, start-up, administration) with the aim of being the voice of the business and ensuring optimal operation of vehicle maintenance vis-a-vis the system.
In addition, we reported on weekly progress within the maintenance system and system development for the management team.
IT and AI
6 months
Further development of an implemented system and further rollout across multiple operations
The project's goal was to further develop and roll out an existing vehicle maintenance system across multiple operations in a larger public transport group, where close collaboration between the system supplier, the current operation and the new operation was of utmost importance. We were responsible for the following within the project.
Expanded requirements gathering for the new business
Responsible for all requirements gathering via interviews, workshops and close collaboration with the business. Detailing of requirements and functionality including development of test cases.
Prioritizing development focus
Based on the expanded requirements gathering, the needs of the current business, and the system supplier's capacity, plans, priorities, and a roadmap were created.
Secure delivery speed between the system supplier and the business
Management and coordination of development progress and ensuring that all work streams between the system supplier and the business progressed effectively.
Implementation of testing and sign-off
Responsible for performing all tests within the project such as functional tests, UAT and system integration tests in close collaboration with users and the system supplier.
System expertise and support for the business
Training and introduction to the administration prior to and during implementation and ongoing support during the HyperCare phase.
Go Live
Planning and implementation of Go-live including preparations and phase of HyperCare, including extensive on-site presence in the business.
Takeovers and Mobilization
6 months
Full project responsibility for the mobilisation of regional trains
From strategy to operational – full responsibility for establishing train traffic with a focus on safety, process integration and business continuity.
Project ownership and coordination
Project management of operational takeover with responsibility for planning, coordination and implementation of all sub-projects up to traffic start. Daily management of work streams within traffic, vehicles, maintenance, IT, material supply, safety and communication.
Follow-up, risk management and clear decision-making structure with frequent steering group reporting.
Security and compliance
Ensuring permits, procedures and governance according to legal requirements and contract terms.
Personnel takeover
The takeover of just over 80 employees was carried out, including recruitment.
System integration and business support
Establishment of several business-critical systems including maintenance planning (EAM). Requirements capture, testing and distribution of responsibilities prior to operation. Securing data flows and authorization structure.
Internal communication and information structure
Development of a communication plan and ensuring information channels between projects, operations and internal stakeholders.
Publishing relevant information via intranet, including your own business page.
Ongoing support
Support to line organization in the transition to operations.
Takeovers and Mobilization
8 months
Responsible for all traffic-related work streams at traffic mobilisation with 150,000 passengers per day
The project delivered full responsibility for all traffic-related work streams during the start-up of track operations within public transport.
Traffic operations - Traffic responsibility
Balancing/optimizing traffic and personnel planning to achieve efficiency and robustness when starting up tram and rail traffic. Designing work shifts and schedules for traffic personnel and assessing resource and skill needs.
Traffic management - Traffic responsibility
Transparency and adaptation of all routines and processes to ensure compliance with traffic and information management requirements in the new contract.
Reporting
Reporting progress to the client during the establishment phase and designing routines, processes and templates based on the new conditions that, according to the new assignment agreement, apply from the start of traffic.
System support
Procurement and adaptation of a new traffic and personnel planning system, as well as a reporting system, including interfaces to vehicle maintenance systems.
Requirements
Setting requirements for other work streams that included purchasing (e.g. environmental requirements for radio cars) and Traffic Safety (routines for alcohol and drug testing).
Takeovers and Mobilization
6 months
Project management for operations, operations management and facility management prior to start of traffic
We took responsibility for the following areas within the startup.
Traffic operations center
Responsibility for building a completely new operations management center including premises, hardware and software, training, organization and recruitment of personnel.
Planning Department
Advisory role in setting up and taking over the planning department including premises and system change, training, process development, organization and recruitment.
Facility Management
Responsibility for the complete FM takeover regarding processes, routines, working methods, purchasing, organization, planning and inspections.
Head office and other properties
Responsibility for negotiation and management of planning, furnishing and moving to new headquarters as well as taking over all premises within the operation.
Operational operations
Responsibility for taking over the operational organization which included managers, drivers and train attendants.
Business development and analysis
Responsibility for takeover, restructuring and building the business development team including skills provision.
Takeovers and Mobilization
5 months
Responsible for all Facility mgmt. related work streams within a public transport mobilization
We took full responsibility for all work streams within Facility Management in the mobilization of tram operations within public transport.
Project management of the mobilization
Project management of the Facility Management work stream within the takeover which included cleaning, graffiti removal and property maintenance. The assignment also involved taking over all personnel in the area. The customer passed the first INSTA measurement and property maintenance in phase with the given plan.
Establishment of a new office for the business
Project manager and executor of the initiative from premises proposal, negotiation, premises fitting, and purchase of equipment (4-5 procurements).
Agreement and negotiation regarding rental contracts
Preparation of all agreements for the takeover of leases as well as negotiations and renegotiations between all parties.
Purchase
Procurement and purchasing of various different areas, such as firefighting, cleaning, assembly and moving assistance, architect and furniture supplier.
Project Management
2 months
Project management of a procurement procedure including support during its implementation
The customer requested project management responsibility during a procurement process as well as support during the initial start-up period.
Project management of procurement for cleaning and graffiti removal
Including preparation of procurement documents, process for inviting and evaluating suppliers, preparation of agreements and negotiation and price pressure against suppliers on the short list.
Implementation of the start-up of selected suppliers
Full responsibility for the start-up to provide conditions for the new/selected suppliers to succeed, which included status inspections, action plans, planning and deliveries of materials, and invoicing. The initiative included phasing out the current supplier in a good way.
Project management of the procurement of consumables
The assignment was expanded to include a similar approach for purchasing consumables. The initiative was implemented with a cost savings of 40% compared to the current supplier.
Interim
2 months
Management interim as Business Manager & Traffic Manager
The customer requested strong and present leadership over a period of just over two months where both operational operations and improvement projects required constant progress.
Scope Business Manager
Involved overall responsibility for the delivery of operations (approx. 800 employees), customer relations, follow-up and reporting and results responsibility, in addition to leading a management team of 8 people.
Scope Traffic Manager
Involved overall responsibility for operations management and all employees in operations, including both drivers and train attendants, as well as planning and business development within the department.
Leadership on site
Active and present leadership on site at the client by a senior consultant, covering two leadership roles for an agreed period of time.
Short start-up
Thanks to extensive experience in the industry and from similar challenges that the company faced, the roles were taken over at short notice and without any gaps in delivery.
Continued improvement
Established plans were reviewed, updated and followed up, leading to continued improvement of the takeover and continued seamless delivery.
Interim
7 months
Management interim as Head Facility Management
The customer lacked the necessary expertise and leadership and requested an interim position with the power to act until a permanent resource was recruited, as well as support during their introduction.
Leadership on site
Active and present leadership as responsible Facility Management (including follow-up and improvement of premises maintenance, cleaning and graffiti removal) on site at the customer by a senior consultant with expertise in Facility Management, procurement, purchasing and premises issues. All premises were security classified which required special expertise.
Energy efficiency
Initiated and project manager for energy efficiency projects within all properties for the assignment.
Renegotiation of rental contracts
Identified cost-saving potential and implemented renegotiation of lease contracts including break rooms.
Property management improvement project
Several initiatives included locks, alarms and security (security-classified premises due to traffic).
Construction and handover
Building an efficient and lean organization as well as documentation and handover to operations.
Implement
Cost Optimization
Responsible for budget workstream with +100mn SEK savings on an annual basis
12 months
From analysis to realized results - full responsibility for driving a comprehensive cost savings program towards target at a high pace, close collaboration with the line operations and with clear governance.
Full responsibility for budget and savings programs
Responsible for coordination and control of the budget process, cost-savings work and management reporting.
Operational project ownership from plan to forecast with:
- Clear structure for cost identification and responsibility
- Secured anchoring in the organization's key roles
Identification of concrete savings initiatives (130m SEK)
Close collaboration with the organization's key roles to identify cost drivers and improvement opportunities:
- +50 actions with measurable impact identified
- Validated initiatives based on impact, risk and implementation capacity
- Focus on quality before quantity and results before ambition
Implementation of follow-up model
Development and implementation of a governance model for monitoring savings initiatives and results delivery:
- Clear ownership structure and division of responsibilities
- Integrated into established budget and forecasting processes
- Regular reporting to management team and other stakeholders
Cost Optimization
Cost saving initiatives of 5-7% within a staff intensive operation
3 months
The customer aimed at increasing their internal efficiency and needed to identify concrete savings proposals within their tendering operations and across their customer portfolio. We were responsible for the following.
Full assignment responsibility and analysis management
Responsible for management and coordination of the analysis work which included: Data collection, development of key figures, analysis of submitted bids, and identification of deviations from actual outcomes.
Analysis and profitability improvement in FM companies
Analysis of customer portfolio and key figures at customer and object level, identification of low-performing contracts and improvement opportunities. Review of revenue and cost structure and comparison between actual outcomes and tender calculations.
Proposed measures and strategic recommendations
Development of concrete improvement proposals for increased profitability at the contract level, identification of incorrect calculation assumptions and support in further decisions regarding pricing, renegotiations and tender strategy.
Pricing
Data analysis to improve pricing and margins
5 months
The project's goal was to develop the company's new pricing and packaging of its various services through data analysis across several operations. We were responsible for the project and carried out the following.
Analysis of the customer base
To understand historical and future price sensitivity, price impact, profitability, churn, and the internal cost of supporting different customer types and segments.
Carrying out simulations
Simulations of revenue development and profitability per customer with current pricing model.
Update pricing model and service packaging
Based on the findings, the pricing model was updated with the correct price levels, and new offers, discounts, and commitment periods were developed.
Preparations for implementation
Current customers were mapped into the new model and structure. In addition, a legal evaluation of the model and agreement was also carried out.
Implementation and roll-out
The model and packaging were tested with selected customers in a pilot study. A full-scale roll-out including a communication plan, smaller pilots and larger key accounts was then prepared.
Process Development
Improvement initiatives for efficient and customer-centric traffic information
3 months
The customer requested a review of its handling of Traffic Information and Disruption Information to better provide its travelers with the right information, via the right channel, at the right time.
Customer journey review
With a focus on ensuring the target image to provide the right information, at the right time, through the right channel, to the right target group.
Transparency of IT, supporting systems and processes
A mapping of the complete IT map and all systems involved in traffic information from data in to communication to the customer. This also included a review of the operational processes.
Objective and plan
Development of a vision for both IT map, systems and processes to achieve the vision regarding the optimal customer journey. This included recommendations and implementation timelines.
Cost image
Preparation of a cost picture and the investments in software and hardware that the target picture included.
Internal communication
Presentation to management and selected operational staff regarding the current status and goals for both the customer journey, IT systems and processes to ensure full ownership ahead of full-scale implementation.
Process Development
Implementation of critical reporting and daily governance processes
6 months
The project delivered innovative and clear structures for improvement work and follow-up, as well as an established and implemented framework for reporting and daily management, including operation and handover of the area until the customer recruited its permanent employees.
Reporting
Establishment of all operationally critical reporting processes and reporting documents within Traffic and set up delivery of reports based on contractual requirements.
Daily management
Responsible for establishing working methods for daily management from production planning, service planning to operational traffic operations and depots, including set KPIs and follow-up, as well as methods for continued internal improvement work.
Interim management of the business
During the time structure and processes were developed, and during a transition period, interim responsible for daily data bases, data analyses, process development and reporting.
Process Development
Operational governance for scaling tech/SaaS company
Ongoing
The project acted as the right hand and sounding board for the operations manager in setting up internal processes and routines for follow-up in a fast-paced, tech-based, international environment.
Ongoing support to the operations manager
Coaching and sounding board for the operations manager in all areas (implementation, support, support functions, development).
Daily follow-up
Establishment of a follow-up model, meeting forum and escalation.
Implementation approach
Setting up the company's approach to winning more customers and shortening the implementation lead time.
Organizational change
Responsible for all HR-related work streams in a business merger of +500 FTE
8 months
Responsible for all HR-related work streams within the project with a strong focus on organizational change and change management.
Organization and staffing
Appointment and onboarding of new operational management organization and administrative functions, including redundancy/restructuring and recruitment, as well as staffing plan for approximately 500 shift employees (duplication).
Communication
Planning and implementation of employee meetings and implementation of an information portal for employees who change employers in connection with the establishment.
Competency mapping
Mapping of permissions/competencies and training needs for all roles in the organization as well as introduction of new system support and planning of training.
New collective agreement
New comprehensive local collective agreement that replaced four previously applied disparate agreements with great complexity, mainly concerning working hours and rest rules as well as salary and other remuneration. Training of managers and individuals in personnel management roles.
Personnel data
Quality assurance of personnel data for input into new payroll system, issuance of new employment contracts/confirmations and payment of correct salaries on time.
Operational Development
Right-hand man to the business director of a +800 FTE operation with a strong focus on follow-up and business development
7 months
We took the approach of acting as the right-hand man for the Business Manager and drove several initiatives to develop the business during an intensive implementation phase.
Management of the business
Daily support and right-hand man to the business manager in managing the business and structure for the management team, as well as dialogue and collaboration with the client.
Business plan
Development of a strategic business plan with a focus on collaboration, clear key figures and objectives for monitoring and joint development of the business.
Operational business intelligence
Continued development of established reporting structure and key performance indicators for operational management.
Model for monitoring operational projects
Initiation of a number of selected strategic initiatives within the business as well as project structure and delivery follow-up.
Project management of business expansion
Evaluate opportunities and risks, as well as the necessary conditions, to expand the business by +5% via an aggressive timeline.
Improve
Business Development
Responsible for the establishment of a completely new business and organization within vehicle maintenance
6 months
Full project responsibility for establishment of new vehicle maintenance organization. Operations went live according to plan, all processes and routines (ISO and ECM) in place, short and long-term maintenance plan secured, IT structure and systems implemented, supplier agreements in place and negotiated, and staff taken over and recruited.
Full project responsibility
Responsible for project plan, project organization with +25 FTE across +10 different work streams, risks and actions, and reporting to steering group.
Progression of work streams
Responsible for the delivery of all work streams including the project's main parts consisting of Process, Material Supply, Technology, Purchasing, EAM/System Support, IT, Reporting, HR and Communication.
Handover to operations
All activities documented and handed over via a structured approach, this included close collaboration with operations 2 months before takeover, close collaboration on site at go-live date, and next steps for each work stream defined and handed over to the recipient.
Business development
Mapping of organization, cost and initiative to form a decision regarding business expansion
5 months
For a company in public transport (bus), we were assigned to investigate the possibility of expanding from current business areas to new opportunities in a new geography.
Establishing the strategy
We validated, calibrated and established the strategy through internal and external interviews, as well as input from internal and external decision-makers.
End-to-end analysis of the complete organization
We conducted a complete current situation analysis of the organization's strengths, weaknesses, performance and key metrics, including IT systems, traffic, technology, HR and environment.
Identification of initiatives for a successful expansion
We identified across all departments within the organization the challenges and critical activities that would be required to successfully implement the new business. This included completely new strategies and approaches for most departments.
Financial calculation and FTE calculations
We conducted a bottom-up calculation including all revenues, costs and investments that the expansion was expected to entail, including an estimate of FTE numbers and staffing levels within all departments in the organization.
Tender
Full project management accountability of tenders of +10 billion SEK
5 months
From blank paper to submitted bid in under 5 months where we took full project responsibility through active leadership and follow-up, innovative solutions, and price-sensitive and competitive calculations. In addition, we also took sub-project responsibility for a work stream.
Full project responsibility and project management
Responsible for all work streams within tenders, detailing of project plans, daily management and control of the project group and internal experts, reporting to the steering group in Sweden and internationally, responsibility for validation and approval processes, in addition responsible for incentives, bonuses and penalties as well as effects and outcomes.
Tender structure and tender content
Responsible for the structure of quality and requirement annexes, development of solutions within the areas of the quality annexes, quality writer and development of text and language, annexes were adapted to the client's questions and evaluation model to ensure maximum quality points.
Subproject management Facility management
Responsible for the FM subproject including station and daily maintenance, development of solutions, selection of supplier, negotiation, price pressure.
Tender
Assistant project manager for tender of +5 billion SEK
6 months
We took on the role of right-hand man to manage the tender and led several other initiatives and streams.
Assistant Project Manager
Partly responsible for managing work streams within tenders, detailing project plans, daily management and control of the project team and quality review, reporting to the steering group in Sweden and internationally, responsibility for validation and approval process. Also responsible for model for incentives, bonuses and penalties as well as effects and outcomes
Subproject management Operation
Responsible for the subproject Operation including traffic operation and operations management, traffic production, traffic information and disruption information, disruption management and replacement traffic (incl. procurement of external supplier), onboard service and mapping of the customer journey, visa and revenue security, as well as full responsibility for customer service
Project manager development of disturbance app
Responsible project manager at the Customer for the development of an app for information sharing to travelers in planned situations and in case of disruption. Responsibility for developing and specifying requirements, progressing development together with an external supplier, and testing and validating the product
Tender
Workstream lead in tenders of +8 billion SEK
7 months
We took on the role of sub-project manager for most work streams and responsible for bonuses, penalties and efficiency improvements within the calculation.
Subproject management Operations
Responsible for the Operations sub-project including traffic operations and operational management, traffic production (duty, train drivers and driving, preventive measures for stops, delays and cancellations) and traffic information as well as on-board service, visa and revenue security, customer service (including escort and lost property) and internal service (including customer surveys, mystery riders and similar initiatives).
Subproject management Operational development
Responsible for the Operations development sub-project including innovation, quality and development of all solutions within all other sub-projects, as well as the areas of management by objectives, reporting and collaboration.
Responsibility Organization
Detailing and optimization of organizational structure, roles, job descriptions and responsibilities, including central resources and SLAs.
Responsibility bonus, fine and streamlining
Responsible for bonuses and penalties as well as calculated effects and outcomes, as well as costs for power, IT costs, efficiency improvements and overhead costs.
Tender
Sub-project manager within tenders of +50 billion SEK
5 months
We took on the role of sub-project manager and senior advisor within the tender.
Subproject management Operations
Responsible for the Operations sub-project, detailing of the sub-project plan, daily management and control of a multinational sub-project group and experts with up to 10 FTE, reporting to a separate steering group in Sweden and internationally, as well as internally to experts and managers in the area, the area included traffic operations, traffic productions including detailing of organization, roles and SLA.
Tender structure and tender content
Responsible for a quality appendix and a requirement appendix, including structure, workshops and development of solutions within the areas of the quality appendix, quality writer which involved development of text and language, appendices were adapted to the client's questions and evaluation model to ensure maximum quality points.
Senior Advisor
Responsible advisor for all sub-projects and all proposed solutions within the entire tender. Ensured that each sub-project received the sounding board and validation required to quality assure solutions and tender text.
Anbud
Delprojektledare workstream Operations
3 månader
Vi tog uppdraget som delprojektledare för arbetsströmmen Operations i ett pågående anbud inom kollektivtrafik. Vi satte upp en satte en tydlig plan och samlade en engagerad grupp, med fokus på att skapa konkurrenskraftiga lösningar och möta beställarens krav.
Projektledning och daglig styrning
Vi etablerade en tydlig projektplan och tog ansvar för daglig styrning, uppföljning och rapportering inom Operations-området. Genom strukturerade arbetsmöten, nära samverkan i teamet och tydliga prioriteringar höll vi hög takt och leveranssäkerhet under hela processen.
Organisation, arbetssätt och lösningar
Vi utvecklade trafikuppdragets organisationsstruktur och resursplan, anpassad för att både möta uppställda skallkrav och stärka anbudets konkurrenskraft. Arbetssätt och lösningar utformades med fokus på effektiv etablering, tydlig ledning och ett engagerat medarbetarskap.
Kalkyl, incitament och riskanalys
Vi ansvarade för att ta fram underlag och input till kalkylen utifrån delprojektets ansvarsområden, inklusive resurssättning, organisation och arbetssätt. Arbetet omfattade även framtagning av lösningar kopplade till kvalitetsincitament samt genomförande av riskanalys för att säkerställa ett genomtänkt och hållbart anbud.
Bilagor, etableringsplan och kvalitetssäkring
Vi var drivande i arbetet med anbudets SKA-bilagor för organisation, ledning, etablering, arbetssätt och medarbetarengagemang. Utöver det tog vi fram en konkret etableringsplan och bidrog med både input och granskning av kvalitetsbilagor, för att säkerställa ett heltäckande, kvalitativt och konkurrenskraftigt anbud.
Capital Raising
Positioning, capital raising and equity story for FinTech company
2 months
Ahead of the company's capital raising round, we were tasked with conducting a due diligence and repositioning of the company to secure a good valuation but also set the right direction and strategy going forward.
Data analysis
Transparency and restructuring of historical data (sales, product, product usage).
Product positioning
Updating the product portfolio positioning to take the offering from individual functionality to end-to-end platform.
Presentation materials
Complete reconstruction and new production of all sales materials, sales manuals, investment materials and the company's equity story.
Pricing
Transparency of the company's pricing and recommendations for adjusting the current approach for the enterprise and long-tail segments.
Financial model
Building a financial model for a 5-year horizon including historical data to be used as a baseline during ongoing capital raising.
Capital Raising
Positioning, capital raising and equity story for a CleanTech company
2 months
We were tasked with driving the company's capital raising round including repositioning the company given its recently updated product portfolio.
Data analysis
Transparency and restructuring of historical data (sales, product, product usage).
Financial model
Building a financial model for a 5-year horizon including historical data to be used as a baseline during ongoing capital raising.
Corporate positioning
Updating the company's positioning to take the offering from three products to a comprehensive offering.
Presentation materials
New production of all sales materials, investment materials, pitch decks and the company's equity story.
Grow
IT and AI
Responsible for the implementation of a new EAM system for vehicle maintenance
4 months
The project delivered the development, adaptation, implementation and testing of the new vehicle maintenance system (EAM) on time and according to the safety and mission-critical functionality requirements required by the operation. The system was handed over to the operational operation including training and a detailed backlog for the system's next steps.
Full project responsibility for the system implementation
Of all work streams and deliveries within the project, project team consisting of +5 FTE excluding participants from various system suppliers and operations.
Requirements gathering
Development of use cases and business requirements.
Testing
Implement UAT (testing) and system integration tests.
Data validation
Data export, import, validation, and migration preparations.
Training
Training of experts, super users, and other administrative personnel.
Backlog and handover
Including proposed prioritization for system development.
IT and AI
Management of process and structure for optimized system support after a system implemenation
6 months
After the implemention a new enterprise IT-system, we ensured optimal operation and continued development of areas for improvement by actively being the business's spokesperson for continued development and support of the system.
Ensuring process and structure
We ensured that work steps in the business system had fully documented processes and that working methods were clearly communicated to the business and established as habits and routines.
Optimize system support and operational support
Responsible for optimizing system roles and ensuring that all authorized persons had access to the right type of information. In addition, we acted as the contact person for the business for all issues regarding the maintenance system.
Prioritize future development areas
Continuous prioritization through close contact with operations and the development project of the areas that would continue to be developed and implemented to optimize ROI and business benefit.
Communicate to operations and management
Setting up a communication plan and channels between the business, administration and the development project during all phases (development, start-up, administration) with the aim of being the voice of the business and ensuring optimal operation of vehicle maintenance vis-a-vis the system.
In addition, we reported on weekly progress within the maintenance system and system development for the management team.
IT and AI
Further development of an implemented system and further rollout across multiple operations
6 months
The project's goal was to further develop and roll out an existing vehicle maintenance system across multiple operations in a larger public transport group, where close collaboration between the system supplier, the current operation and the new operation was of utmost importance. We were responsible for the following within the project.
Expanded requirements gathering for the new business
Responsible for all requirements gathering via interviews, workshops and close collaboration with the business. Detailing of requirements and functionality including development of test cases.
Prioritizing development focus
Based on the expanded requirements gathering, the needs of the current business, and the system supplier's capacity, plans, priorities, and a roadmap were created.
Secure delivery speed between the system supplier and the business
Management and coordination of development progress and ensuring that all work streams between the system supplier and the business progressed effectively.
Implementation of testing and sign-off
Responsible for performing all tests within the project such as functional tests, UAT and system integration tests in close collaboration with users and the system supplier.
System expertise and support for the business
Training and introduction to the administration prior to and during implementation and ongoing support during the HyperCare phase.
Go Live
Planning and implementation of Go-live including preparations and phase of HyperCare, including extensive on-site presence in the business.
Takeovers and Mobilization
Full project responsibility for the mobilisation of regional trains
6 months
From strategy to operational – full responsibility for establishing train traffic with a focus on safety, process integration and business continuity.
Project ownership and coordination
Project management of operational takeover with responsibility for planning, coordination and implementation of all sub-projects up to traffic start. Daily management of work streams within traffic, vehicles, maintenance, IT, material supply, safety and communication.
Follow-up, risk management and clear decision-making structure with frequent steering group reporting.
Security and compliance
Ensuring permits, procedures and governance according to legal requirements and contract terms.
Personnel takeover
The takeover of just over 80 employees was carried out, including recruitment.
System integration and business support
Establishment of several business-critical systems including maintenance planning (EAM). Requirements capture, testing and distribution of responsibilities prior to operation. Securing data flows and authorization structure.
Internal communication and information structure
Development of a communication plan and ensuring information channels between projects, operations and internal stakeholders.
Publishing relevant information via intranet, including your own business page.
Ongoing support
Support to line organization in the transition to operations.
Takeovers and Mobilization
Responsible for all traffic-related work streams at traffic mobilisation with 150,000 passengers per day
8 months
The project delivered full responsibility for all traffic-related work streams during the start-up of track operations within public transport.
Traffic operations - Traffic responsibility
Balancing/optimizing traffic and personnel planning to achieve efficiency and robustness when starting up tram and rail traffic. Designing work shifts and schedules for traffic personnel and assessing resource and skill needs.
Traffic management - Traffic responsibility
Transparency and adaptation of all routines and processes to ensure compliance with traffic and information management requirements in the new contract.
Reporting
Reporting progress to the client during the establishment phase and designing routines, processes and templates based on the new conditions that, according to the new assignment agreement, apply from the start of traffic.
System support
Procurement and adaptation of a new traffic and personnel planning system, as well as a reporting system, including interfaces to vehicle maintenance systems.
Requirements
Setting requirements for other work streams that included purchasing (e.g. environmental requirements for radio cars) and Traffic Safety (routines for alcohol and drug testing).
Takeovers and Mobilization
Project management for operations, operations management and facility management prior to start of traffic
6 months
We took responsibility for the following areas within the startup.
Traffic operations center
Responsibility for building a completely new operations management center including premises, hardware and software, training, organization and recruitment of personnel.
Planning Department
Advisory role in setting up and taking over the planning department including premises and system change, training, process development, organization and recruitment.
Facility Management
Responsibility for the complete FM takeover regarding processes, routines, working methods, purchasing, organization, planning and inspections.
Head office and other properties
Responsibility for negotiation and management of planning, furnishing and moving to new headquarters as well as taking over all premises within the operation.
Operational operations
Responsibility for taking over the operational organization which included managers, drivers and train attendants.
Business development and analysis
Responsibility for takeover, restructuring and building the business development team including skills provision.
Takeovers and Mobilization
Responsible for all Facility mgmt. related work streams within a public transport mobilization
5 months
We took full responsibility for all work streams within Facility Management in the mobilization of tram operations within public transport.
Project management of the mobilization
Project management of the Facility Management work stream within the takeover which included cleaning, graffiti removal and property maintenance. The assignment also involved taking over all personnel in the area. The customer passed the first INSTA measurement and property maintenance in phase with the given plan.
Establishment of a new office for the business
Project manager and executor of the initiative from premises proposal, negotiation, premises fitting, and purchase of equipment (4-5 procurements).
Agreement and negotiation regarding rental contracts
Preparation of all agreements for the takeover of leases as well as negotiations and renegotiations between all parties.
Purchase
Procurement and purchasing of various different areas, such as firefighting, cleaning, assembly and moving assistance, architect and furniture supplier.
Project Management
Project management of a procurement procedure including support during its implementation
2 months
The customer requested project management responsibility during a procurement process as well as support during the initial start-up period.
Project management of procurement for cleaning and graffiti removal
Including preparation of procurement documents, process for inviting and evaluating suppliers, preparation of agreements and negotiation and price pressure against suppliers on the short list.
Implementation of the start-up of selected suppliers
Full responsibility for the start-up to provide conditions for the new/selected suppliers to succeed, which included status inspections, action plans, planning and deliveries of materials, and invoicing. The initiative included phasing out the current supplier in a good way.
Project management of the procurement of consumables
The assignment was expanded to include a similar approach for purchasing consumables. The initiative was implemented with a cost savings of 40% compared to the current supplier.
Interim
Management interim as Business Manager & Traffic Manager
2 months
The customer requested strong and present leadership over a period of just over two months where both operational operations and improvement projects required constant progress.
Scope Business Manager
Involved overall responsibility for the delivery of operations (approx. 800 employees), customer relations, follow-up and reporting and results responsibility, in addition to leading a management team of 8 people.
Scope Traffic Manager
Involved overall responsibility for operations management and all employees in operations, including both drivers and train attendants, as well as planning and business development within the department.
Leadership on site
Active and present leadership on site at the client by a senior consultant, covering two leadership roles for an agreed period of time.
Short start-up
Thanks to extensive experience in the industry and from similar challenges that the company faced, the roles were taken over at short notice and without any gaps in delivery.
Continued improvement
Established plans were reviewed, updated and followed up, leading to continued improvement of the takeover and continued seamless delivery.
Interim
Management interim as Head Facility Management
7 months
The customer lacked the necessary expertise and leadership and requested an interim position with the power to act until a permanent resource was recruited, as well as support during their introduction.
Leadership on site
Active and present leadership as responsible Facility Management (including follow-up and improvement of premises maintenance, cleaning and graffiti removal) on site at the customer by a senior consultant with expertise in Facility Management, procurement, purchasing and premises issues. All premises were security classified which required special expertise.
Energy efficiency
Initiated and project manager for energy efficiency projects within all properties for the assignment.
Renegotiation of rental contracts
Identified cost-saving potential and implemented renegotiation of lease contracts including break rooms.
Property management improvement project
Several initiatives included locks, alarms and security (security-classified premises due to traffic).
Construction and handover
Building an efficient and lean organization as well as documentation and handover to operations.