Jes Anker Batting

I am brought in to take responsibility when businesses face situations where development, performance or stability are under pressure – and where technical and commercial choices are complex, with real consequences. I work on the inside of the organisation with a mandate to prioritise, make decisions and drive progress in practice.

This typically occurs when organisations are technically strong but commercially challenged – or when they have high commercial ambitions without sufficient technical and operational anchoring. In both cases, a gap emerges between decisions and real‑world execution, where responsibility and momentum tend to fragment. This is the space in which I take responsibility.

My assignments arise in situations characterised by high complexity and limited room for manoeuvre – for example in major transformation engagements, industrialisation and scale‑up phases, or turnaround situations where control and progress must be re‑established. What these situations have in common is that there is no room for parallel hypotheses or prolonged clarification: clarity must be established, choices made, and execution driven consistently.

I work in mandate‑driven roles, typically with direct anchoring at CEO level and, where relevant, the board. Assignments are cross‑functional and focused on overall progress rather than local optimisation. My responsibility is to create alignment between technical decisions, economic consequences and commercial objectives – and to maintain direction and momentum in execution.

These are the types of assignments I am typically brought in to take responsibility for:

• Turnaround and stabilisation
  (financial performance, governance, delivery capability and leadership structure)
• Commercial performance uplift
  (sales, pricing structures, value capture and commercial governance)
• Cost reduction and total cost optimisation
  (engineering‑ and commercially driven, with focus on economic trade‑offs)
• Industrial scale‑up and design one – build many
  (replicability, risk, time‑to‑market and through‑life performance)
• Megaprojects and technical‑commercial governance
  (interface responsibility, contract structures and decision speed)
• Cross‑functional transformations
  (behaviour, decision logic and operating rhythm)

My focus is execution under realistic conditions. This means taking responsibility for choices, structure and consequences – and for moving the organisation from uncertainty to stable progress. I work hands‑on and personally drive execution in close interaction with leadership and key teams.

My experience spans both industrial environments and software and technology‑driven businesses. The common denominator is situations where organisations must either regain control – or build something that will endure.