Transformation COE- Patric
Patric is an independent transformation executive and founder of a Management Consulting boutique. With more than 25 years of experience in finance leadership, operational transformation and performance improvement, he supports Private Equity investors and internationalcorporates in complex change situations.
Patric typically works with portfolio companies during value creation phases, carve-outs, integrations and performance improvement programs, taking on roles such as Transformation Lead, Performance Office Head, Interim CFO or Programme Director.
His focus is on translating strategy into measurable operational impact, improving cost structures, strengthening performance transparency and ensuring disciplined execution of transformation initiatives.
Q. How do you describe your consulting offering and the typical focus of your work?
My work is focused on value creation through transformation execution.
Most of the situations I support involve companiesthat are already in a strategic transition,for example following a Private Equity acquisition, a carve-out from a larger group, or a major performance improvement initiative.
In these situations, there is usually a clearambition around improving profitability, accelerating growth or building a morescalable operating model. The challenge is often less about defining the strategy and more about translating it into disciplined execution across the organisation.
I typically work in roles such as Transformation Lead, Performance Office Head or Interim CFO, focusing on areas like:
- enterprise-wide performance improvement programs
- Corporate transformations and restructuring
- SG&A and cost transformation
- operational efficiency and governance improvements
- post-merger integration and carve-out execution
The core of my work is always implementation and measurable results, not just analysis.
Q. What are the specific benefits that you, as an independent, offer?
Independent transformation leaders bring a number of advantages, particularly in Private Equity environments where speed and execution are critical.
First, there is immediate availability and senior experience. Companies can bring in someone who has already managed similar situations without going through lengthy hiring processes.
Second, independents bring a high degree of objectivity. In transformation situations, difficult decisions around cost structures, organisational design or accountability often need to be addressed quickly and transparently.
Third, and perhaps most importantly, independents are usually brought in to execute change rather than analyse it.
My own value lies in combining strategic perspective with operational depth — working directly with executive teams and investors, while also engaging closely with the operational layers of the organisation to ensure that transformation initiatives actually translate into measurable business impact.
Q. Transformation is a very broad term. Where do you start the conversation?
In Private Equity situations the starting point is always value creation clarity.
Transformation discussions can easily become abstract. I therefore start by focusing on three very practical questions:
- Where is the biggest performance gap today?
- Which operational levers can realistically close that gap?
- How will we measure progress month by month?
This typically leads to defining a clear value bridge, identifying the key initiatives that will drive improvement and establishing the governance structure to manage them.
In many cases this means setting up a TransformationOffice or Performance Office, which ensures that initiatives are tracked, ownership is clear and financial impact is transparent.
Once that structure is in place, transformation becomes far more tangible and manageable.
Q. Why do transformation projects work - and where do they go wrong?
The organisations that succeed are those that create structure, transparency and accountability around implementation.
Successful transformation programmes usually share three characteristics
- Clear leadership ownership
- Transparency on financial impact
- Disciplined execution governance
Where many transformation efforts struggle is in the gap between strategy and operational execution.
Typical pitfalls include:
- too many initiatives without clear prioritisation
- unclear financial targets
- insufficient leadership alignment
- weak tracking of progress and accountability
In my experience, transformation is much less about designing the perfect concept and much more about consistent execution discipline over time.
The organisations that succeed are those that create structure, transparency and accountability around implementation.
Q. How do you prepare a client to sustain the success of your work?
A successful transformation should not depend on external support in the long term. The goal is always to build internal capability and momentum. To achieve that, I focus on three elements early in the programme:
1. Organisational capability
Processes, reporting structures and decision frameworks must be embedded within the organisation.
2. Talent and governance
Transformation often requires adjustments in leadership roles, accountability structures or organisational setup.
3. Performance management discipline
The organisation must develop routines around KPI tracking, initiative governance and management review cycles.When these elements are in place, the transformation becomes self-sustaining, and the organisation can continue improving performance after the programme ends.
Q. Describe a recent assignment in terms of success and outcomes.
In a recent assignment I supported an international manufacturing group during a broad corporate transformation programme following a Private Equity acquisition.
The company had grown through acquisitions and operated with fragmented structures across functions and regions. While the investment thesis was clear, the organisation lacked the governance and transparency required to execute a coordinated value creation programme.
My role was to establish and lead a Transformation/ Performance Office, acting as the central orchestration point across functions such as operations, procurement, finance and commercial teams.
Key elements of the programme included:
- defining a clear value creation roadmap linked to EBITDA improvement
- identifying and structuring cross-functional operational initiatives
- establishing transparent KPI reporting and initiative tracking
- implementing governance routines to ensure execution discipline
Within the first phase of the programme the company successfully implemented a portfolio of operational initiatives that delivered substantial improvements in the cost base and strengthened operational performance transparency.
Equally important was the cultural shift:management decisions became more data-driven, initiative ownership became clearer, and the organisation developed stronger execution discipline.
A key learning from the assignment was that most organisations already have many of the ideas needed for improvement - what is often missing is a structured framework that connects strategy, accountability and financial impact.
What advice would you give to someone starting an independent consulting career?
The most important advice is to focus on delivering real value rather than building a title or positioning narrative.
Clients ultimately engage independents because they expect experience, reliability and results. Three principles have guided my own path:
- Develop deep expertise in a specific problem area
- Be prepared to take responsibility in complex situations
- Build a reputation for execution and delivery
Independence offers a great deal of professional freedom, but long-term success depends on credibility, trust and consistent performance. Over time, the goal is to become someone clients call when the situation is complex and execution really matters.
Q. Finally — what do you like to do when you’re not working?
Transformation and value creation programmes - particularly in Private Equity environments - can be very demanding. Spending time with my family is therefore the most important way for me to recharge and maintain balance.
I also place a strong emphasis on sports and staying physically active. Regular training and outdoor activities help me maintain the energy, resilience and discipline required in high-intensity transformation environments.
Beyond that, I enjoy travelling and discovering new places, which often provides fresh perspectives beyond the professional environment.
For me, the combination of family time, sports and new experiences creates the balance that allows me to stay focused and perform consistently in demanding transformation situations.