Interim and fractional leadership
Senior responsibility for the part of the business that is not moving.
I take senior responsibility for a defined part of the business, without the company making a permanent executive hire. I own the outcomes and stay close enough to the work to make sure decisions turn into action.
What an engagement looks like
- ScopeThe whole business, one region, or a single department that needs to be built, fixed or turned around.
- LengthFrom one month to a year.
- TimeOne to three days a week, or full time for a period.
- Who I work withFounder CEOs, regional MDs and leadership teams of companies headquartered anywhere, with teams in Asia Pacific and Europe.
Recent fractional and interim engagements
- Operating performanceReorganised the Asia Pacific sales and client service function. Client satisfaction (NPS) rose from 30 to 55.
- Relocation and transitionMoved all functions to the Athens office. Grew the team from 60 to 115 in five months and raised productivity by 25%.
- Due diligencePre-acquisition due diligence for a Dutch professional services firm.
- European expansionA scale-up based in Asia, looking to grow in Europe. Hired to set up and build the sales team.
Right hand to the CEO
Some engagements are less about one function and more about the person at the top. I work next to the chief executive and take ownership of what is stuck between teams. The CEO keeps the direction, and I make sure the organisation actually moves towards it.
Where this comes from
- DealogicOpened the India, China, Singapore and Sydney offices, and grew Asia Pacific from two offices to six.
- GuidepointEstablished three new offices and ran Asia Pacific across seven countries, growing revenue more than threefold.
“Håkan is the type of leader the modern company demands. One who makes the hard calls when he must, yet balances that with great kindness and care for the large global teams he manages. Over the years I’ve admired his ability to thrive and grow the business in situations that were volatile, uncertain, and complex. He is a remarkable generalist, equally skilful in product, sales, research, and human resources, and especially masterful in people management.”
What happens next
Three steps to getting started.
Not sure yet what you need? Start with the Bottleneck Sprint: two weeks, five sessions, and a one-page plan you keep.
- A first call Thirty minutes on what is happening in the business and what needs to be different.
- A short proposal Within 48 hours: the scope, what I will own, the days each week and the fee.
- A start date Most engagements begin within a week or two.