An initially six-month interim mandate that turned into more than four years.
Context
Joined as an interim manager on a six-month brief. The brief grew into four years of operational responsibility for the pan-European data, voice, and video network — more than 600 sites across several countries and offshore installations.
Contribution
Restructuring of a previously unclear organisational and decision-making set-up. A deliberate break with the Vattenfall IT norm: consistent delegation, ownership, and accountability as leadership principles. The team was run differently from comparable units in the group environment — and this paid off operationally.
Design and execution of a 150-million-euro outsourcing programme across four countries. Strategic rationale: IT network operations are necessary infrastructure for Vattenfall, but not core business — and therefore belong with a specialised partner. A substantial part of the in-house team transferred to the receiving provider as part of the outsourcing, carrying the prior ownership culture across the boundary. Leading the IT carve-outs in Poland, Finland, and the Netherlands to support asset divestments as part of Vattenfall’s portfolio realignment.
Stepped out once the team was running independently — the declared goal of the mandate. Run primarily out of Berlin and Stockholm, with regular on-site presence at the other locations in Amsterdam, Hamburg, and Gliwice.