A $60m tender. Ten bidders. Three finalists. One winner.

On Friday, the proposal was ranked 10 out of 10.

On Monday, wiithin 72 hours, a reshaped proposal with a different commercial premise was taken back to the client outside the original tender logic. The $60m opportunity was won. Tens of millions in assumed client losses were avoided.

Six weeks before a planned IPO, the existing strategy had failed to create sufficient direction or confidence across the newly separated downstream and retail business.

A strategy reset relaunched and completed the IPO at NOK 6 billion. Top 150 senior leadership across the Nordics, Baltics and Poland aligned around one coherent direction.

Acquired thirteen months later at NOK 15 billion valuation. With an additional carveout of NOK 6bn real estate for leaseback.

Five businesses experienced different commercial problems: weak weekday traffic, low-interest cinema releases, stalled car sales growth, challenged brand positioning, and promotional activity that lost money.

A 90 days strategy reset and unique collaboration campaign system was developed. Instead of solving five problems separately, they were connected into one system in which each participant created demand for the others: A recurring multi-party promotion that generated 1,000 convenience-store visits, filled a 1,000-seat cinema preview, put products directly in consumers' hands and generated 1,000 test drives of a new car model.

A 700-person offshore repair and decommissioning specialist was pushed from profitable all-inclusive contracts into detailed cost competition, threatening the value of its end-to-end responsibility model.

A swift 3 weeks turnaround followed by a 3 month rebuild changed the entire basis of competition. Exclusive client partnerships were developed around total client income economics rather than component savings: avoiding downtime and increasing revenue and total value through one-partner responsibility.

A dedicated innovation and problem-solving studio, testing facility and methodology was built at headquarter exclusively available for partnership clients.

The model restored category leadership, rebuilt preferred-partner relationships and rapidly created a $200m pipeline. It also served as the platform for new overseas expansion.

The company was subsequently acquired at an industry-record transaction multiple.

A new owner needed to translate its ownership strategy across a complex European organisation, markets and operating environments.

A clearer European platform for alignment, implementation and brand transformation.

Behind-the-scenes leadership support towards a European strategy and transition to a common Circle K brand and direction.

Facing global entrants, a smallest company of a national dairy company needed a new basis for growth in a mature market.

A 90-days assignment reconstructed the growth pipeline with new product categories, business models and strategic collaborations. Wingan one-to-one leadership support guided the further transition agenda.

Revenue increased from NOK 450 million to NOK 1.2 billion in the first 3 years, with significant continued contribution across the wider dairy group.

The Minister of Trade & Industry required an independent review of national hydropower enterprise strategy and its potential for internationalisation.

Organisation-wide strategic review across leadership levels, business areas and functions helped establish the strategic basis for international expansion.

The review informed strategic direction and execution. Two years later, the assignment was renewed to assess implementation with conclusion of 89% styrategic implementation.

A 25,000 employees oil & gas company experienced hundreds of unsolicited technology proposals clogging a central innovation desk. Review capacity collapsed, responses stretched towards a year, and promising suppliers went elsewhere. A previous consultancy-led fix had failed.

3 week intervention turned a rain of incoming arrows into 5 outgoing arrows. A follow-on 90 days assignment guided top management and leading experts to define five critical technology priorities. External announcements and calls for proposals were issued against those priorities, with dedicated technical and business review teams assigned in advance.

The central function shifted from overloaded reception desk to orchestrator of priorities, process, communication and review.

The pipeline moved from unmanaged incoming supply to targeted strategic demand. Management, experts and suppliers aligned around common priorities, improving focus, responsiveness and technology adoption across the organisation.

An AI-powered institute developing a global presence lacked clear vision, strategy, priorities and direction.

A clear executive mandate, decision structure and executable path.

Vision, mission, values, priorities, products, organisation model and execution plan developed and aligned.

A distressed industrial startup had lost strategic coherence, lacked a credible path to final investment decision and remained dependent on unresolved public and private funding.

A clearer investment case, defined FID conditions and a structured pathway for closing remaining funding, ownership and implementation dependencies.

Strategy remade, FID architecture reconstructed and the project aligned around a fundable structure combining public support, private capital, property financing and execution requirements.