THE MANDATE

Originally recruited by VKR Holding to lead an aggressive ‘Build and Buy’ international growth strategy — targeting a scale-up of the Ventilation & Indoor Climate division (VICAP) from DKK 810 million to DKK 2 billion in revenue by 2015. Shortly after taking the helm, the owner’s strategic landscape shifted: VKR Holding transitioned from active industrial investor to passive financial investor. The mandate was completely redefined — prepare the division for total divestiture while resolving deep-seated organizational and leadership issues across four business units that had not been identified prior to arrival. The task was to maximize enterprise value before sale while stabilizing the organization through fundamental operational reform.

KEY INITIATIVES

RESULTS

Successful Divestiture from a Position of Strength

Despite a general market downturn in the second half of 2013, the turnaround results enabled a clean exit from a position of operational strength. At the time of sale, VICAP maintained a revenue of DKK 810 million and a normalized EBITDA of DKK 48 million. The restructuring and DKK 47 million in annual profit improvements delivered ensured VKR Holding achieved a high combined return on invested capital — with 70% of the group sold at an ROI exceeding 60%.

Outcome & Context

VICAP was transformed from a loosely unified group of acquisitions into a streamlined, profitable division ready for independent ownership. The ability to simultaneously manage a radical mandate shift — from aggressive growth to value-maximizing divestiture — while resolving deep organizational issues across multiple business units demonstrated the importance of operational agility at the group CEO level. The core lesson: the most valuable turnarounds are those that create optionality; by building a lean, profitable platform, a forced sale became a high-ROI exit.

SUMMARY OF IMPACT

Role:  Group CEO                            

Tenure: 2014 – 2018                                 

Industry:  Foam & Rubber Sealing Solutions / Industrial & Construction (Denmark / Europe / Asia / USA) 

THE MANDATE

DAFA, a Danish family-owned company with roots dating back to 1939, was a market leader in foam and rubber sealing solutions and at a strategic turning point. The third generation of the founding family chose to transition to professional management and pursue an international growth strategy. With revenues of DKK 430 million and 315 employees, the company was regionally strong but structurally unprepared for globalization. The mandate was clear: transition from family-led to professionally managed international group, build the global footprint, professionalize the organization, and grow revenues by more than 65% without margin dilution.

KEY INITIATIVES

RESULTS

Revenue Growth & Global Footprint

The four-year transformation delivered step-change results across all dimensions. Revenue grew by 65% to DKK 430 million and toward a growth trajectory exceeding DKK 500 million in subsequent years — through targeted market entries and operational scaling without margin dilution. Fully operational subsidiaries and sales/production structures were established in China, the USA, Germany (DACH), Sweden, Italy, and Poland/Central Europe.

Outcome & Context

By the end of tenure in 2018, DAFA had been transformed from a regionally rooted family business into a professionally managed, internationally active group. The strategic and organizational foundation built during this phase enabled continued growth to revenues in subsequent years. The core lesson: globalizing a family business requires a clear international roadmap, the right balance between tradition and professionalization, and a relentless focus on cash generation throughout the entire scaling process.

SUMMARY OF IMPACT

THE MANDATE

Elogic was a volume-driven manufacturer of control and distribution panels struggling with unprofitability, a lack of standardization, and poor cash flow discipline upon acquisition in 2021. The mandate was to lead a comprehensive turnaround and restructuring — pivoting the business model toward high-margin industrial segments, professionalizing operations, and leveraging a low-cost production footprint in Poland to drive competitiveness. Despite achieving significant operational success and nearly 700% EBIT growth, a legacy debt burden and external liquidity shocks ultimately led to insolvency in 2025.

KEY INITIATIVES

RESULTS

Financial Performance

The underlying financial health of the business improved drastically through disciplined management. EBIT grew from DKK 1.0m to DKK 7.9m — representing a 700% increase in a single year. With the operational model fully implemented, the business was on a clear trajectory to deliver DKK +30m EBITDA by 2024/25, equivalent to a 10x increase in Enterprise Value from the time of acquisition.

Context & Outcome

By 2025, Elogic had been professionalized to a level where its enterprise value could have increased drastically. However, the combined impact of financing disruptive material supplies post-COVID in 2022/23 (DKK 33m) and delayed payments from a major customer in 2024/25 (DKK 7m) created a DKK 40m financing gap that could not be bridged. At the time of insolvency, the company was in late-stage due diligence with a new investor — confirming that the market recognized the value of the restructured growth platform. The core lesson: a proven operational turnaround model cannot survive structural liquidity gaps created by external shocks, regardless of underlying performance trajectory.

SUMMARY OF IMPACT

Role:                              Managing Director / General Manager, Aalborg Portland Asia

Tenure:                                 2000 – 2005

Industry:                        White Cement Manufacturing / Building Materials (Malaysia / Southeast Asia / China)

THE MANDATE

Following the acquisition of a 60% stake in the white cement interests of Rock Chemical Industries (RCI) in 2000, the mandate was to transform a local Malaysian operation into a high-tech regional hub for Aalborg Portland. The primary challenge involved overseeing a major capacity expansion — from 50,000 to 150,000 tonnes per year — while simultaneously building a market presence in the highly competitive Asia-Pacific region. The task was to integrate the Malaysian business into the global Aalborg White strategy and establish a scalable platform for further growth into China and beyond, managing a DKK 230 million investment program while building commercial leadership across Southeast Asia.

KEY INITIATIVES

RESULTS

A Foundation for Regional Dominance

The successful transformation of the Malaysian operations provided Aalborg Portland with a critical competitive advantage in the East. The business secured its position as the sole white cement manufacturer in Malaysia and the dominant player in the wider region. By 2005, the Asian operations were a key contributor to the group’s global success, and the operational model built in Malaysia provided the blueprint for the subsequent expansion into China.

Outcome & Context

Establishing a regional industrial hub from a minority-stake acquisition in an emerging market requires simultaneous delivery across three dimensions: capital project execution, commercial market building, and cross-cultural partnership management. The Malaysian transformation succeeded because all three were pursued in parallel rather than sequentially. The core lesson: in emerging market expansion, the speed of commercial capability building must match the pace of industrial investment — production capacity without market access creates no value.

SUMMARY OF IMPACT

THE MANDATE

Joined Lafarge — at the time the world’s largest cement producer and top 3 in gypsum and concrete (76,000 employees) — to lead the White Cement global business unit. The mandate was to take full P&L responsibility for a global business that required significant strategic and operational overhaul. Operating within a large corporate matrix, the focus was on professionalizing the unit’s commercial approach and optimizing its international industrial footprint to drive immediate bottom-line results — while securing profitability through the financial crisis of 2008–2011.

KEY INITIATIVES

RESULTS

Streamlined, Profitable Business Unit

By the conclusion of the role in 2011, the White Cement business had been successfully restructured into a more agile and profitable component of the Lafarge Group. The strategic shift toward high-value segments resulted in a more robust and resilient bottom line. Professionalized management processes and an optimized industrial footprint were left in place for continued performance.

Outcome & Context

Delivering a successful turnaround within a global corporate matrix of this scale requires both commercial clarity and organizational influence. By securing profitability through one of the most severe economic downturns in recent history while simultaneously building a strategic roadmap for global market leadership, the White Cement unit was repositioned as a high-value, strategically significant business within the broader Lafarge portfolio. The core lesson: in large corporate environments, navigating the matrix is as critical as the operational turnaround itself — results require both performance delivery and internal stakeholder alignment.

SUMMARY OF IMPACT

Context: A leading multibillion-dollar global aerospace company required a VP, Head of Brand Experience, to oversee a team of over 80 multicultural communications professionals across various countries. The role was pivotal in shaping the company’s brand strategy, managing promotional activities, and leading major events. The position reported directly to an Executive Committee Member and was part of the executive leadership team in Communications.

Key Responsibilities:

• Define and implement strategies for brand experience.
• Manage brand evaluation and performance metrics.
• Lead and activate significant advertising campaigns.
• Oversee planning and execution of major company events and exhibitions.
• Cultivate creativity within the communications teams to innovate for business needs.

Candidate Qualifications:

• Extensive leadership experience (10-15+ years) in communications, marketing, or as an artistic director, preferably with international exposure.
• Deep expertise in brand management, with a plus for international event and exhibition management.
• Proven leadership in managing diverse teams in a matrixed, dynamic environment.
• Fluency in English, with proficiency in an additional language being advantageous.

CEO Worldwide’s Recruitment Process:

1. Candidate Sourcing and Screening:
   • Initial Pool: From an extensive pool, CEO Worldwide identified over 120 potential candidates.
   • Interest Confirmation: Conducted preliminary interviews with 40 interested candidates, narrowing down to 10 for the shortlist.
2. Company Interviews:
   • First Round: Six candidates from the shortlist underwent:
     • An operational video interview focusing on job-specific skills and experience.
     • An HR & Leadership video assessment to evaluate leadership qualities and cultural fit.
   • Final Round: Two top candidates were selected for final 4 interviews at the company’s headquarters.
3. Outcome:
   • Recruitment: The aerospace company successfully appointed their new VP, Head of Brand Experience within 6 months from initiating the search with CEO Worldwide.
   • Timeline: CEO Worldwide managed to provide a shortlist in 10 days to 3 months, whereas the internal selection process by the company took an additional 3 months.

Analysis and Feedback:

• Efficiency: CEO Worldwide demonstrated agility and efficiency in candidate selection, significantly reducing the time from search mandate signature to shortlisting.
• Quality of Candidates: The quality of candidates presented was noted as exceptional, particularly in matching the complex skill set and cultural fit needed for the role.
• Service Delivery: The support from CEO Worldwide was comprehensive, offering not just candidates but also strategic advice and logistical support throughout the hiring process.
• Client Satisfaction: The aerospace group expressed high satisfaction with CEO Worldwide’s services, appreciating the swift response, candidate quality, and the ongoing support which facilitated a successful recruitment in a 6-month complex administrative and operational process that involved several high level cross-functional stakeholders.

This case study illustrates how CEO Worldwide effectively navigated the challenges of finding a senior executive with a nuanced skill set for a multinational corporation. By providing a tailored, high-caliber candidate pool and maintaining engagement throughout the recruitment process, CEO Worldwide not only met but exceeded the expectations of their client, ensuring a strategic and cultural match for a critical leadership position.

Join us as we delve into the transformative journey of CEO Worldwide in successfully placing a Managing Director for Mersen UK, a leader in electrical power and advanced materials.

This compelling case study highlights the seamless collaboration between CEO Worldwide and Mersen, showcasing the strategic, efficient, and high-quality executive search process that culminated in this impactful leadership appointment.

Hear firsthand testimonials from Mersen’s leadership and the newly appointed Managing Director, emphasizing their shared experiences and the significant results achieved.

Discover how CEO Worldwide’s commitment to aligning exceptional leaders with organizational goals positions them as the ideal partner for your executive search needs! Ready to transform your leadership? Partner with CEO Worldwide for world-class executive search solutions.

A challenging recruitment mandate completed in the healthcare aseptic production sector within few weeks only

Novo Nordisk, a Danish stock market listed company is the world leader in Diabetes Treatment with 27.000 employees covering 179 countries.

The Managing Director of the French production facility in Chartres (700 staff) urgently looks for an Aseptic Production Director. Besides of being operational as quickly as possible, the candidate also needs to respond to the following criteria:

• Experience in the aseptic production in the pharmaceutical sector
• Medical or pharmacist education
• Management of more than 300 staff and executive committee experience
• International coordination of several production sites
• Bilingual English/French

The recruiting process and the associated timing

The reactivity of CEO Worldwide’s executive recruitment service in facts:

• 8 working days from Mandate validation by the client to the short list of 4 candidates submitted by CEO Worldwide
• 27 working days from the short list submitted by CEO Worldwide to the operational starting date of the selected candidate
• 35 working days between the search for this very specific profile and the operational star in the client company

A challenging COO recruitment in India (600 staff) in the industrial scale and weighing system sector. Only 6 working days from the client briefing to the submission of a selection of 5 candidates…

Avery Weigh-Tronix, headquartered in the UK, is one of the leading industrial scale and weighing system manufacturers in the world, a subsidiary of ITW, a $15bn revenue US conglomerate.

Peter Branston, Managing Director Europe, Middle East & Africa of Avery Weigh-Tronix contacted CEO Worldwide, to find urgently the new MD for his India operation (600 staff and 2 manufacturing plants), the former MD having taken retirement.

The recruitment criteria were:

• Managing director with significant experience in India and abroad, in the industrial equipments sector serving the manufacturing, construction or transportation sectors with more than 600 employees and multiple plants to manage
• University degree, possibly MBA
• Strong turnaround experience (kick-starting sales growth, implementation of modern manufacturing methodologies and increasing collaboration with the rest of the group)
• Bilingual Hindi-English

The key challenges: Urgent recruitment in India, in a very specific sector, for a senior international executive, with 5 time zones (UK, INDIA, USA, OMAN, FRANCE)

• Mandate briefing on the phone with client based in the UK
• Online CEO Worldwide mandate validation by the client
• 5 candidates short list submission to client (CV+pitch+references) in 6 working days
• Candidates telephone interviews set up with client (UK, US, India, Oman, France)
• 2 candidates face to face interviews set up with client in India (candidates traveling from Oman&India and client from the UK)
• Additional telephone interviews and online assessments with the candidate selected by the client based in Oman (mainly telephone and online communication due to problem issuing a visa to travel from Oman to the UK)
• Negotiation package support by CEO Worldwide taken into account both parties (client and candidate) interests
• Final selection & contract of employment submission by the client
• Signature of the employment contract and operational start

CEO Worldwide reactivity and right candidate match:

⦁ Only 6 working days from client briefing to the selection of 5 candidates
⦁ Final recruited candidate amongst the 5 candidates first selection

Overview

This case study outlines a comprehensive turnaround of a Supply Chain/Logistics and Manufacturing/Contract Packaging company during a major crisis. Faced with a sudden 65% revenue reduction from a major client, I implemented cost-cutting measures, digital transformation, and diversified revenue streams to stabilize operations and drive growth. By enhancing QA/QC, improving operational efficiency, and securing high- value clients, the company not only recovered but also set a foundation for long-term sustainable growth.

The Challenge

Upon joining, the organization faced an immediate crisis: our largest customer reduced business by 65%, cutting revenue from $22M to $8M. This jeopardized the logistics division, which was the primary net income driver for a group of seven companies and put immense pressure on the parent company, whose total revenue fell to $35M that year, barely breaking even.

In addition to leading the logistics company, I was responsible for six other core SMBs within the group and managing seven startup ventures. Many of these startups were family pet projects, adding layers of complexity as I navigated this landscape as a non-family member executive. The challenges were immense: stabilize the logistics company, manage operations across diverse businesses, and drive revenue growth for the entire group.

My Approach

The Results

• Revenue Recovery and Growth: Logistics revenue climbed back to $30M ARR, supporting the group’s revenue increase from $35M to $70M-$125M.
• Improved Operational Efficiency: Lean management principles boosted floor efficiency by 40%, doubled uptime on packaging lines, and increased asset lifespan by 35%.
• Enhanced Profitability: EBITDA increased by 90%, and Net Profit doubled, reaching record highs while operating leaner with less risk.
• Client Diversification: Secured five new Fortune 500 clients and three Fortune 50 clients, reducing dependence on our top two customers to 60% of revenue.
• New Revenue Streams: Developed transloading, temperature- controlled packaging, and IT consulting services, allowing us to diversify and capture new markets.
• Market Position Transformation: Our digital and operational advancements allowed us to compete effectively with larger industry players, solidifying our market position.

Key Takeaways

This case study highlights my ability to:

1. Execute comprehensive turnarounds and digital transformations in crisis settings.
2. Diversify revenue streams and reduce client concentration risk through innovative service development.
3. Lead multi-business growth while managing complex family dynamics as a non-family executive.

During this seven-year tenure, I not only stabilized the company but also transformed the entire group’s outlook, laying the groundwork for sustainable growth. This role was akin to earning a “Ph.D.” in building, transforming, and growing SMBs, showcasing my ability to drive substantial results across diverse business units. By investing in technology and emphasizing quality, I positioned the company as an industry leader, demonstrating how forward-thinking decisions can turn crisis into opportunity.