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Kenneth Winther

Senior Interim Executive · Special Situations · Strategy Reset · Transformation & Turnaround · Growth Execution · Venture & Industrial Build

Kenneth Winther is brought in by owners, boards and CEOs when something important is stuck, must be reset or must be built from scratch — and the organisation needs experienced operating capacity to create direction, alignment and execution.

This mandate menu outlines 7 typical ways Kenneth can be engaged. It is designed for situations where the organisation needs more than advice. The common need is senior capacity to diagnose, structure, align and mobilise execution.

1. Executive Situation & Build-Readiness Review

When to Use

For owners, boards or CEOs who need a fast, senior-level diagnosis before deciding on a larger intervention.

Relevant when:

  • The situation is unclear, stuck or under pressure
  • Performance, growth or execution is deteriorating
  • Leadership has different views of the problem
  • The board or owner needs an independent executive assessment
  • A new growth platform, venture, business model or industrial initiative must be built
  • The organisation lacks the internal experience, structure or capacity to build what is needed next
  • The company needs a practical 90-day action plan

Typical Scope

  • Rapid situation diagnosis
  • Stakeholder and leadership mapping
  • Identification of strategic and execution bottlenecks
  • Review of current priorities, risks and decision structures
  • Assessment of capability and structure gaps
  • Build-readiness assessment
  • Assessment of what must change or be built first
  • Recommended 90-day action plan

Typical Output

  • Executive diagnosis
  • Key risks and value blockers
  • Capability and structure gaps
  • Build-readiness assessment
  • Immediate priorities
  • Stakeholder map
  • 90-day action plan
  • Recommendation for further mandate, if relevant

Typical Duration

Crisis Review: 72 hours. Situation Review: 3–4 weeks.

2. A 90-Day Strategy Reset

When to Use

For companies where strategy has failed, lost credibility, become unclear or not translated into execution.

Relevant when:

  • The company has had a strategy process but no real movement
  • Leadership is not aligned
  • Priorities are unclear
  • The organisation lacks execution direction
  • Investors, owners or the board need a credible path forward
  • A new direction must be translated into practical execution

Typical Scope

  • Strategic diagnosis
  • Reset of direction and priorities
  • Leadership and stakeholder alignment
  • Execution roadmap
  • Governance and decision rhythm
  • Mobilisation of first execution wave

Typical Output

  • Clarified strategic direction
  • Prioritised execution agenda
  • Leadership alignment
  • Implementation architecture
  • Decision and governance model
  • First 90–180 day execution roadmap

Typical Duration

90 days.

3. Transformation / Turnaround Lead

When to Use

For companies that need interim executive capacity to drive real change, stabilisation, rebuild or turnaround.

Relevant when:

  • Execution is stalled or fragmented
  • Performance is under pressure
  • Confidence is weakening
  • The organisation needs stronger operating rhythm
  • A major change programme must be driven hands-on
  • The CEO, board or owner needs senior capacity inside the situation
  • The situation requires more than advisory input

Typical Role Fit

  • Interim CEO
  • Interim COO
  • Chief Transformation Officer
  • Turnaround Lead
  • Rebuild Lead
  • Special Situations Lead

Typical Scope

  • Stabilisation and prioritisation
  • Operating model and governance reset
  • Leadership mobilisation
  • Stakeholder alignment
  • Execution rhythm and reporting
  • Delivery of critical transformation workstreams
  • Board/owner reporting

Typical Output

  • Restored direction and momentum
  • Clearer priorities and accountability
  • Stronger execution structure
  • Reduced complexity and decision drag
  • Visible progress on critical issues
  • Credible path toward steady-state operation or next value event

Typical Duration

90 days phases over 3–12 months.

4. Growth Execution Lead

When to Use

For companies that have strong assets, customers, technology, market position or brand — but need new growth beyond business-as-usual.

Relevant when:

  • Growth has plateaued
  • Core business is not enough
  • Innovation activity is not converting into results
  • New products, categories, markets or business models are needed
  • The company needs structured commercial acceleration
  • The organisation must build a new growth platform outside its current operating rhythm

Typical Scope

  • Growth diagnosis
  • New product/category/market opportunities
  • Business model development
  • Partnership and channel strategy
  • Growth portfolio design
  • Execution structure for selected initiatives
  • Scale-up roadmap

Typical Output

  • Growth thesis
  • Prioritised growth platforms
  • Business cases
  • Partner and market logic
  • Execution roadmap
  • Operating structure for growth initiatives

Typical Duration

90 days phases over 3–9 months.

5. Corporate Venture Studio / New Business Build

When to Use

For corporates, investors or founders that need to build several new ventures, business platforms or NewCos in parallel.

Relevant when:

  • The company wants new growth outside core operations
  • Several venture opportunities must be developed systematically
  • Internal innovation lacks commercial discipline
  • The organisation needs a repeatable venture-building model
  • Investors or owners want structured portfolio development
  • New business areas must be built outside the organisation's current experience base
  • There is a need for stop/go discipline, capital logic and governance before scaling

Typical Scope

  • Venture thesis and opportunity domains
  • Venture studio model
  • Screening and stop/go logic
  • Business design and validation
  • Founder/team model
  • Capital and governance structure
  • Partner and commercialisation strategy
  • NewCo/SPV options

Typical Output

  • Venture studio architecture
  • Venture pipeline
  • Qualification criteria
  • Portfolio governance
  • Development roadmap
  • Capital and ownership logic
  • First venture build plan

Typical Duration

90 days phases over 6–18 months.

6. Industrial Build / FID & Capital Architecture

When to Use

For industrial, infrastructure or circular economy projects that need to move from concept to investable, financeable and execution-ready structure.

Relevant when:

  • The industrial concept is promising but not yet investment-ready
  • Site, technology, feedstock, offtake and capital must be aligned
  • Public funding or grant-readiness is required
  • Multiple stakeholders must be coordinated
  • The project needs a clear FID path
  • The company must create a credible structure for investors, banks, public bodies and operating partners
  • The initiative is outside the organisation's current industrial, financing or project-development experience base

Typical Scope

  • Project and value-chain structuring
  • Site and infrastructure qualification
  • Feedstock and offtake logic
  • Technology/EPC alignment
  • CapEx/OpEx and project economics
  • Public funding and grant-readiness
  • OpCo/PropCo/FlowCo structure
  • Capital architecture
  • CP list and FID roadmap
  • Governance and execution planning

Typical Output

  • Investment-ready project structure
  • Stakeholder and partner map
  • Commercial logic
  • Public funding logic
  • Capital and ownership architecture
  • OpCo/PropCo/FlowCo model
  • FID roadmap
  • Execution governance

Typical Duration

90 days phases over 3–12 months.

7. Board / Owner Advisory for Special Situations and New Build

When to Use

For owners, boards or investors who need a senior external perspective before, during or after a critical change, rebuild, turnaround, growth or new-build situation.

Relevant when:

  • The board needs independent challenge and structuring
  • Owners need clarity before intervention
  • Management needs a sparring partner with operating experience
  • A portfolio company is underperforming
  • A transaction, turnaround or transformation requires sharper execution logic
  • A new strategic initiative must be built but the board is unsure whether management has the required experience, structure or capacity

Typical Scope

  • Strategic challenge and review
  • Situation diagnosis
  • Owner/board/CEO alignment
  • Transformation, turnaround or new-build logic
  • Value creation agenda
  • Capability and structure gap assessment
  • Mandate design for management or interim team

Typical Output

  • Board-level assessment
  • Key risks and opportunities
  • Value creation agenda
  • Build-readiness assessment
  • Recommended intervention model
  • Decision support for owners or board

Typical Duration

Ongoing advisory, board-cycle support or defined review mandate.

In Short

Kenneth combines strategic diagnosis with hands-on execution structure. He is most effective where the organisation needs:

  • Speed
  • Senior judgement
  • Clarity under pressure
  • Stakeholder alignment
  • Practical execution architecture
  • Operating capacity
  • Capability gap diagnosis
  • Build-readiness assessment
  • Measurable progress

Typical Buyers

  • Owners
  • Boards
  • CEOs
  • CFOs
  • PE and active owners
  • Family offices
  • Executive search and interim partners
  • Corporate strategy and transformation leaders
  • Industrial project owners
  • Venture and new business builders
  • Public-private industrial development actors

Kenneth Winther helps owners, boards and CEOs move from uncertainty, misalignment, stalled execution or unbuilt opportunity to clear direction, structured action and measurable results.

He is brought in when something important is stuck, must be reset or must be built from scratch — and the organisation needs senior operating capacity to make it happen.