Precision Scheduled Railroading is production system redesign — aligning assets, crews, corridors, and governance around disciplined flow.
“One of the most comprehensive changes in the company in many years… a structural foundation for long-term competitiveness.” — Henrik Dahlin, CEO Green Cargo
National turnaround — trust, structure, performance restored together
CEO MANDATE · MARGIN & CULTURAL RESET
SITUATION
Loss-making
Weak financial control
Declining customer metrics
Low engagement, fragmented leadership
RESULTS
€1.6m EBIT improvement in 12 months
Global KPI targets restored
Engagement >90%
Financial control re-established
Turnaround restores trust, structure, and performance — simultaneously.
“Shad came in at a turbulent time and addressed the fundamentals first — restoring trust through empathetic leadership, empowerment and clarity.” — Atli Einarsson, CEO DHL Express Denmark
Demerger and international rebuild — accountability made explicit
COO / CFO MANDATE · SEPARATION & NETWORK RESET
SITUATION
Blurred accountability
Service decline
Cost inefficiency
Market share erosion
RESULTS
Formal SLA separation
Standalone organisation (+200 FTE)
Five facility upgrades
New air route launched
Integration succeeds when accountability is explicit.
Last-mile parcel redesign — growth with cost discipline
COO MANDATE · PARCEL LAST MILE · SCALABLE B2C MODEL
SITUATION
B2C e-commerce growing 20–30% a year inside a cross-border express network built for B2B — low density, premium service, the hardest B2C economics
Conventional pickup-and-delivery model; failed home deliveries driving unit cost
Legacy IT unable to support consumer delivery choice
WHAT WAS BUILT
Three service tiers — next-day, plus-one-day, remote-area — priced to true cost to serve
Out-of-home network: a ~1,400-point partner service-point network and parcel lockers as the default B2C drop
Multi-tier partner model — own couriers, franchise-style hauliers, subcontractors — each tier contracted to its segment
SLA governance between operations, sales, service points and partners
Self-regulating control layer: recorded digital checkpoints as the management mechanism; contractor self-billing from scan data on a stop fee plus parcel adder
Delivered on the systems of 2010–12; tools adopted beyond Sweden
RESULTS
Unit delivery cost down more than 20% over three years
B2C growth sustained at 20% rising to 30% a year
Customer satisfaction up
DHL Express global “Operations Country of the Year” 2012
Growth without cost discipline destroys value. The last mile is where it is won or lost.