Management consulting

for danish business unit


Interim management


Daily management until divestment

The client is a leading global energy group with a dominant market share within its products and services. A business unit to be directed towards a divestment has for a period lacked a general manager while more stable operations are requested.


Interim management for a

Danish business unit



The business unit is missing a general manager who can support the divestment process and guide the business towards the development and roll-out of a major IT solution, including an operating model focused on operational stabilization. 


Tom Elberling was interim manager for a 20-man large business unit consisting of the company’s employees and external consultants.



Intensive onboarding of the interim manager, who then took a central role in the further development of the company and its employees, as well as a new billing solution and associated operating model. The organization continued as a standalone, cloud based, start-up with ties to corporate management. The day-to-day responsibilities included management of staff and external consultants (hiring and firing), organizational design including team composition, budget responsibility and building an administrative function with focus on financial management, reporting, preparation of sales material and ongoing alignment of priorities with group management and other partners.


The way forward for the energy group was partly to simplify the product portfolio and partly to go with the unusual model of establishing an independent startup that implemented a new IT system and migrated close to 1 million customers. In addition, the business unit managed to maintain daily software releases, develop team composition, create stable operations while at the same time having fun at work. The business unit was sold together with other parts of the group for a larger billion DKK amount.