Case Study

Large‑scale P&L turnaround and cost reset (2 years)

Context
A global, publicly listed telecommunications company with operations across regions and global service centres.

Situation
The organisation was running a highly fragmented service delivery model that was structurally unprofitable and misaligned across regions.

My role
Member of the business area executive team with ownership of a ~$3bn P&L, leading an organisation of approximately 10,000 direct reports and a further 10,000 in matrix.

Core challenge
The core problem was an operating model designed as a regional “box business”, resulting in high cost, low transparency, and poor global leverage.

What I did

• Unified regional and global service delivery operating models

• Realigned incentives and accountability across the organisation

• Drove a large‑scale cost reduction programme, delivering approximately €440m in savings within 12 months

• Executed changes globally while maintaining operational continuity

Outcome
The service delivery organisation moved back to profitability with a significantly lower and more transparent cost base.

Why this case matters
This case demonstrates my ability to operate decisively at scale, leading complex, high‑pressure transformations with real financial accountability.