20+ years turning operations into an advantage. into momentum. into a scalable engine. into what matters for your customers. into what drives profit. into your single source of truth. into meaningful insights. into your trusted capability.
Hi, I'm Kenneth. For more than two decades I've worked across operational complexities; bringing your outdated Ops Excel sheets to an AI-era speed framework, and freeing up time and attention for what actually matters.
I thrive where I can build robust frameworks, drive operational excellence, and support businesses as a fractional COO or adviser. I like getting my hands into the machinery, but I take just as much pride in shaping the bigger strategy so day-to-day execution and long-term direction always move together.
How I can help
No retainers, no lock-in; just the help you need, when you need it.
I support the delivery of sustainable operations: frameworks designed to grow with the business, not ones that quietly ossify around how things were done last year. That's meant taking organisations from zero structure (or the chaos of rapid growth) to a governed, functioning operation, building an operating organisation from a whiteboard to 165 people across 8 European markets, and scaling a Danish operation from 4 to 35 people while supporting the wider Nordic business. It's also brought direct market entry experience: sites, facilities, supply chain, suppliers, risk, business cases, and the implementation frameworks that take a new market from decision to delivery.
If your operating model is still solving last year's problems, or you're entering a market with nothing to build on, I design and evaluate frameworks built to keep working as the business changes.
I build platform-agnostic automation flows for operational teams, across both asset-heavy and asset-light organisations: automation that works with the systems you already have, not ones that lock you into a single vendor's stack. SOPs sit at the centre of that: properly built and actually followed, they're what lets automation and operational growth compound instead of colliding, rather than sitting in a folder nobody opens. Where things break down most visibly is the operations centre itself, especially for 24/7, always-on services. I look at what's genuinely failing in those setups (unreliable handoffs, monitoring that only catches problems after the fact, SOPs nobody follows) and fix the mechanism, not just the symptom.
If your automation only works with one vendor's tools, your SOPs exist but nobody follows them, or your operations centre can't reliably hold a 24/7 service together, that's exactly where I start.
Operational excellence isn't a slogan, it's the discipline of making the same resources produce more, consistently, without burning out the team doing it. That starts with budgeting: how you allocate resources is also how you set priorities, whether that's said out loud or not, so the budget has to reflect the strategy rather than last year's numbers rolled forward. And it only works cross-functionally. I've led a transformation across roughly 700 software developers, 70 project managers, and 10 field technicians, shifting an entire organisation from project-driven to product-driven delivery, and connected commercial strategy directly to operational execution as a country leader. Operations isn't a line item alongside Sales, Finance, Field Services, R&D, and Legal, it's the thing that makes what those departments commit to actually possible.
If your strategy isn't landing operationally, or Operations is treated as an afterthought by the departments it enables, I turn it into an executable, measurable programme, and make sure the rest of the business treats it as the asset it is.
Let's talk
Have an operations challenge you'd like a second opinion on? Reach out.
I read every message and reply personally, usually within a few hours.