Let's Talk

Interim CEO & Board Director

Executive
LeadershipOn Demand.

A leadership vacuum. A board that needs weight. A transformation that will not move. These are not problems a recruitment process solves in time — they need an executive who arrives ready, immerses fast, and carries the decision from week one. Someone who has run the operation, not only advised on it.

72H
To First Board Briefing
15+
Years Executive Leadership
4
Fluent Languages Incl. Danish

Resilience is the foundation. Leadership is caring about the others. Skin in the game — always.

— Janis Vilums

The Mandate

Two Seats.
One Executive.

The Decision-Maker

Interim
CEO

Full executive authority when the business cannot wait for a permanent hire. I hold the seat — chairing the management team, facing investors, and owning the decisions that carry consequence. And because I have run the operation myself, the strategy I set is one the business can actually execute.

  • Sudden or planned CEO departure
  • Founder or ownership transition
  • Transformation that needs a personal owner
  • Crisis demanding decisiveness first
The Independent Voice

Board
Director

A non-executive seat that does more than attend. Governance, risk, and real challenge to management — from a director who reads the operation as well as the report, and knows which numbers a board is being shown and which it is not.

  • PE-backed and family-owned boards
  • Governance build-out while scaling
  • Independent challenge to management
  • Chair of transformation or audit agenda

Where I Create Value

Six Mandates.
One Standard.

01

Interim CEO

Full executive authority through leadership gaps, transitions, and crises.

02

Board Director

Non-executive seat with governance weight and independent challenge.

03

Change Management

Owning structural and cultural transformation personally, at CEO level.

04

Physical Due Diligence

On-site assessment before acquisition or investment. Beyond the financial statements — capacity, condition, and team capability, judged with an operator's eye.

05

Operational Turnaround

Underperformance diagnosed where it actually occurs, then resolved. Systematic diagnosis before decisive action.

06

Governance & Risk

Building the reporting, controls, and board discipline that scale demands.

The Method

Four Phases.
Never Skipped.

Days 1–14

Deep Immersion

On-site from day one. Structured interviews at every level, the numbers reviewed, the operation walked in person. No diagnoses — only information gathered.

Week 3

Diagnosis

An unvarnished assessment to the board. Priorities ranked. A 90-day plan agreed.

Months 1–N

Execution

Full leadership of the agreed priorities. The work is done — not overseen.

Final Month

Handover

A structured transition to permanent leadership, with stronger managers than I found.

Contact

The Right Time
To TalkIs Now.

Leadership problems do not improve with time. An initial conversation costs nothing.