Turnaround in 19 months of 3 companies, of which one had been loss-giving for 19 years. In one company we reduced our asset base with 25%, while increasing volumes. Among others by a complete network overhaul. In another company we reduced headcount by 60%, while we only decreased volumes by 25-30%. In the last company we grew by 15-20% with the same staff, only by focusing more on sales and customer relationships.
Volume and revenue growth above market by increasing our performance in the industrial verticals. Strong performance in both automotive, healthcare and chemicals. String impact on the drive to win more medium sized customers with higher margins.
Transformation of the company from an organisation used to report to an owner, to a ´normal´ organisation reporting into a hired CEO. Large transformation projects on terminals and IT were implemented. At the same time the company grew more than any other Freight Forwarder based on winning small and medium sixed customers.
Turnaround in some very challenging years for the industry. Delivering growth and profit improvement while reducing 25% og headcount.
Implementation of completely new strategy for the companys core business. New and simplified organization was the result. Faster decisions, more customer contact and lower cost were the key drivers together with a much more proces oriented organization. 3.000 Staff were made redundant. After the strategy was implemented the company moved from being in the poorest quartile within container shipping to be the leader in terms of profitability.