Business Transformation Partner

Stefan leverages 30+ years of experience in converting strategic objectives into actionable plans for sustainable business growth. As a seasoned business management consultant, he specializes in transforming digital journeys into enduring solutions. 

His proven track record in helping organizations translate strategies into actionable, long-lasting opportunities makes him your ideal partner for lasting transformation.

Relevant roles:

• CIO / CTO
• Programme Manager
• Project Manager
• Change Manager
• Business Coach

As a Strategy Review Consultant and together with the company owners, Stefan led the assessment of their strategic direction and recommended adjustments to enhance the overall value of the company. These focal areas included the integration of Agenda 2030 goals, the cultivation of a culture centred on continuous improvement and waste reduction, and the strategic advancement of digitalization within the company. By working closely with the management team, it led to the identification of a concrete, actionable, and measurable set of activities aimed at driving the execution of their strategic vision.

As a Transformation Business Partner (Project Manager) for “Cross Process Issues”, Stefan enhanced organisational efficiency and cost-effectiveness by leading a cross-functional global transformation project, encompassing various initiatives across the global organisation:

• Optimizing the processing of blocked invoices.
• Increasing awareness and educating relevant parties within the organization.
• Minimizing the risk of erroneous vendor payments.

As part of Stefan´s concurrent assignments, he was entrusted with the responsibility of coaching executive leaders to successfully execute their strategic programs, ultimately achieving Tetra Pak´s business goals with excellence.

World-class M&A Process

In Stefan's role as a Programme Manager, he embarked on a mission to optimize Tetra Pak's M&A (Merger and Acquisition) process. This endeavour led to the development and execution of a robust M&A framework, with the primary component named Lean PrISP (Process & Information System Platform). Within this framework, a systematic method and a carefully selected set of tools were introduced to expedite business mergers, resulting in increased efficiency and cost-effectiveness. An integral part of this framework involved deploying processes and the global ERP platform to acquired companies, significantly facilitating their seamless integration into the Tetra Pak ecosystem.

ONE Continuous Improvement

Additionally, in Stefan's dual role as a Programme Manager and CI Process Driver, he spearheaded an initiative aimed at unifying global continuous improvement methodologies. This strategic effort yielded several significant benefits, including streamlined processes, reduced redundancies, lower maintenance costs, and enhanced organizational capabilities. The scope of this comprehensive endeavour extended from entire systems down to detailed procedures, encompassing methodologies such as World-Class Operations Management (leveraging the 12-step Kaizen), Problem-Solving Methodologies, and Plan-Do-Check-Act procedures.

Stefan had to assume control of a project that had deviated from its intended track, exceeded its budget, and failed to deliver on its initial scope. By empowering, giving trust, and accountability to the project team, it only took 4 weeks to get back on track. Only minor changes had to be made in the operational management team.

World-class E-Procurement and Supply Chain Solution

As the Head of the Global Supplier Management Transformation Programme, the primary goal was to elevate procurement and supplier management to a world-class standard. This involved a comprehensive approach that streamlined and automated Supplier Management functions and processes, resulting in cost reductions and the promotion of secure and responsible sourcing practices.

A pivotal aspect of this transformation was the successful implementation of a global e-procurement and supply chain solution. Deployed across a network of over 24,000 users spanning more than 100 countries, this initiative empowered Tetra Pak to leverage the world's largest B2B procurement network for the management of both Direct and Indirect materials on a global scale.

This program was of the highest priority on the Tetra Laval Board's agenda, with a strategic focus on mitigating risks associated with Tetra Pak's historically time-consuming process for demonstrating compliance with EU intracommunity transports. Stefan was tasked with taking the helm of a program that lacked a predefined method for securely designing a solution that would have a global impact on Tetra Pak's business operations.

As Head of this Programme I had to focus on addressing the risks and potential fines first which yielded two distinctive projects:

• Risk Reduction and Cost Avoidance: Significantly reducing risk and achieving cost avoidance amounting to €100 million, the program fortified Tetra Pak's capacity to promptly demonstrate Value Added Tax (VAT) compliance. Simultaneously, it heightened operational efficiency. Previously, validating VAT compliance could span several months. With these enhancements, this task can now be accomplished within minutes. It's worth noting that this improved approach was globally implemented, benefiting the entire enterprise by enhancing efficiency.
• Global Trade Flow Realignment: The program led to the realignment, standardization, and automation of all Capital Equipment global trade flows including freight handling by Geodis Wilson.

The combined result of these initiatives included the release of 12 Full-Time Equivalents (FTEs), allowing them to redirect their efforts toward more value-added tasks. Moreover, Tetra Pak now experiences minimal requests for proof of compliance, underscoring the program's resounding success in achieving its objectives.

Stefan was asked to assume control of a project that failed to get traction. By introducing a new way of leading the project, the team got the empowerment, trust, and accountability needed to get back on track.

The programme aimed to elevate Tetra Pak's perceived value in the eyes of customers by substantiating the superior monetary benefits of Tetra Pak´s offerings compared to competitors, underpinned by objective evidence.

In Stefan´s role as the programme manager, he led the programme from Tetra Pak's Head Office in Lausanne, Switzerland. It focused on creating a new and innovative sales process based on the Customer Value Management method. This led to a significant increase in global sales. It was achieved by taking the following steps:

• Streamlining the sales process to enable a rapid assessment of customer value relative to competitors.
• Encouraging a change in Tetra Pak´s sales team's mindset to focus on giving customers compelling reasons to choose Tetra Pak´s products over other options.
• Introducing a comprehensive value proposition methodology and tools, including Opportunity Management & Sales and the Product Portfolio Configurator.

As part of the strategy for change, the final phase involved transitioning program responsibility to a Managing Director of a Market Company, a sales and marketing expert pivotal in completing the transformation.

These enhancements fortified Tetra Pak's value-based sales process, resulting in a remarkable surge in sales performance.

In Stefan´s role as the Head of the Global Service Desk, he undertook a pivotal mission: Transform Tetra Pak´s IT service desk into a world-class organization. 

This transformation encompassed several key initiatives:

Centralization: By streamlining the operations by consolidating 13 previously dispersed service desks into three core hubs.

Expanded Support Hours: By shifting from a 24/5 support model to a 24/7 operational framework, ensuring round-the-clock assistance to the global user base.

Optimized Staffing: Through rigorous analysis and restructuring, the operational efficiency was improved, reducing the staffing levels from 64 to 47 Full-Time Equivalents (FTEs).

Standardisation: Introducing standardised greetings and closings for customer interactions, fostering consistency and professionalism in all service interactions.

Mentorship and Team Support: Implementing a mentorship system, enabling senior agents to provide guidance and support to junior agents, nurturing professional growth and knowledge sharing.

KPI Relevance: Key Performance Indicators (KPIs) transitioned from the individual to the group level, emphasizing collective team success.

The outcomes of these strategic actions were truly remarkable:

• A staggering 54% reduction in "Cost per handled ticket" underscored our improved operational efficiency.
• User satisfaction soared to an impressive 4.0 on a scale of 1-5, reflecting a significant enhancement in service quality and user experience.
• Achieving a 27% reduction in overall headcount, demonstrating cost-effectiveness without compromising service excellence.
• The "Cost per handled ticket" came in 14% lower than Gartner's global average, affirming our commitment to cost efficiency.
   

As a result, Tetra Pak´s IT Global Service Desk remains an in-house service, proudly standing as a beacon of excellence. They provide world-class, 24/7 support to over 24,000 employees worldwide, exemplifying the success of the Global Service Desk´s transformational journey.

In Stefan´s role as an on-site programme manager, he held responsibility for overseeing the ERP (SAP) implementation. The strategy for ensuring a successful transformation revolved around four key pillars:

People, Processes, Systems & Data.

All projects were executed on time, within the defined scope, and remained on or under budget.

The comprehensive approach extended to encompass all company processes, spanning Market Companies, Factories, Product Companies/Business Units (including R&D), and Trading Companies.

Throughout this endeavour, Stefan had the privilege of working across various countries and markets, including Sweden, Denmark, Germany, Turkey, Netherlands, Italy, Switzerland, the USA, Singapore, China, Inner Mongolia, Russia, and Ukraine.

As the Head of Global ERP Development, Stefan held the responsibility of establishing and managing a Tier 3 Advanced ERP Development Centre. This centre operated with global teams located in Sweden, the United States, and Singapore, providing worldwide support for Tetra Pak. The team played a vital role, especially during periods when the ERP supplier’s main development centre (in Waldorf) faced challenges in delivering satisfactory solutions.

The team efficiently addressed issues and gaps through the use of Kanban boards and daily stand-up meetings.

(It's worth noting that this approach predated the publication of the first Scrum Guide in 2010).

As a Project Manager, Stefan assumed responsibility for the design of global processes and the development of an ERP solution within the Capital Equipment business domain. His role encompassed facilitating workshops, collaborating with industry leaders such as Gartner and other best-practice suppliers, and overseeing the project team. The collective efforts were dedicated to the design, documentation, and development of world-class solutions aligned with the business strategy. This comprehensive approach also entailed addressing organisational design, training, and implementing change management strategies critical for successful transformation.

This endeavour spanned multiple countries, including Switzerland, Germany, Italy, Netherlands, Singapore, and Sweden.

Responsible for marketing all Tetra Pak Distribution Equipment and Machines in the Nordic Market.