Strategy Reset · Transformation · Turnaround · Growth Execution · Venture & Industrial Build

Kenneth Winther is a senior interim executive and special situations leader 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.

Brought in by the CEO and CFO when the IPO strategy process had failed, leaving fragmented direction across geographies and high execution risk before market exposure.

Kenneth led a full strategy reset and execution design across the Nordics, Baltics and Poland, with senior executives travelling repeatedly to his Oslo office for structured orchestration and alignment.

Outcome: Successful IPO at approximately NOK 6bn valuation. Acquisition by Alimentation Couche-Tard within 13 months at approximately NOK 15bn, around 2.5x value uplift. Mandate extended post-transaction to support acquiring owner strategy and European rebranding towards Circle K.

Engaged to conduct an enterprise-wide strategic review and contribute to defining international positioning and direction for Norway's leading hydropower company, linked to the Norwegian Minister of Trade and Industry.

Kenneth reviewed the organisation across divisions and functions, conducted extensive stakeholder and leadership interviews and contributed to strategic direction for international expansion.

Outcome: Strategy adopted and implemented. Statkraft transitioned towards a more international operating model. Kenneth was re-engaged approximately two years later to evaluate execution progress.

Brought in to lead growth strategy and development for a TINE business unit facing increasing competitive pressure from international players.

Kenneth developed new product categories, business models and partnerships, and helped scale proof-of-concept work into multiple parallel portfolio programmes across TINE Group.

Outcome: Revenue grew from approximately NOK 450m to approximately NOK 1.2bn over about three years. Work expanded into triple parallel portfolio development across TINE Group, with approximately NOK 3.6bn cumulative top-line impact within about seven years.

Founded and led Moonwalk as a venture studio and innovation system for developing multiple technology startups, growth concepts and new business opportunities across Scandinavia and London.

Kenneth's roles included founder, CEO, chair, venture architect and innovation methodology developer. Work included opportunity identification, business design, team formation, capital raising, investor processes, governance, due diligence, commercialisation and exits.

Outcome: Multiple startups, funding processes, due diligence processes and exits. Development of proprietary innovation tools and systems used over two decades in corporate innovation and venture building.

Developed and contributed to entrepreneurship, innovation and R&D programmes for Norwegian, Nordic and UK institutions, including the Norwegian Government, the Nordic Council of Ministers and HM Government of the United Kingdom.

Work included programme architecture, innovation capability development, entrepreneurship systems, growth logic, internationalisation and public-private programme design.

Outcome: Contribution to programmes and advisory work aimed at strengthening entrepreneurship, innovation capability, commercialisation and growth across companies, regions and institutions.

Founded and developed RE+CIRCLE and RETYRA-related industrial venture structures to build circular value chains and industrial recycling platforms.

Kenneth has worked across OpCo/PropCo/FlowCo structuring, site qualification, feedstock/offtake logic, public grant processes, technology/EPC alignment, investor logic, governance, conditional financing, execution planning and stakeholder coordination.

Outcome: Structured industrial project models, investor and support logic, stakeholder frameworks, capital architecture and FID-oriented development pathways for complex circular infrastructure initiatives.

Brought in to design strategy, operating model and rollout plan for a high-value AI / institute venture with global ambition, requiring strategic clarification and alignment between CEO and owner.

Kenneth led a structured process with the CEO, including vision, mission, productisation, organisational model, strategic framing and top-level alignment.

Outcome: Execution-ready strategic foundation, secured owner/CEO alignment and clear path for implementation and scaling.

Across these cases, Kenneth's recurring value is the ability to: