Yulia V.-Transformation | TMO / PMO | Value Creation & Portfolio Management | Strategy Execution

Independent advisory practice for strategy, organisational transformation, M&A / investor work and AI/data-enabled change.

• Short-term diagnostic and problem-solving mandates: rapid strategic and organisational assessments for leadership teams and Boards, translated into recommendations and transformation roadmaps.
• Organisational redesign and AI governance for an international group of approximately 1,500 employees: structure, mandates, decision rights and interfaces; AI-readiness and data-maturity assessment; vendor evaluation and selection; capability building.
• Design of a centralised Strategy Execution / Results Delivery Office for an industrial client: mandate, governance, portfolio steering, KPI logic, decision forums and implementation roadmap.
• Selected part-time mandate with SPARS GmbH (as a Business Development and Investments Director): developed M&A pipelines, assessed targets for strategic fit and synergy potential, led commercial due-diligence workstreams and investor / partner engagement.

Boutique strategy, investment and transformation advisory for family offices, corporate clients and startups.

• Led portfolio and asset-strategy mandates for family offices and private investors across agrifood, FMCG and industrial businesses, covering growth, transformation, M&A and investment cases.
• Conceptualised and led a large-scale soy and corn irrigation / crop-production programme across Russia and Kazakhstan, from feasibility and scenario design through PPP structuring, financing, government and consortium alignment and first-stage launch (25k ha operational fields, 250k ha consolidated land); broader scale concept up to 1M ha.
• Led food-sector M&A, PMI and expansion work, including integration of B2B food businesses, cross-border expansion / sale of a confectionery business and go-to-market strategy for a plant-based protein producer.
• Led commercial and organisational transformation for an industrial client, redesigning the commercial model, processes and governance and delivering efficiency improvement of up to 15%.
• Providing funding and managing investor relations for selected agritech / foodtech startups.

Managing Company for a diversified group with US$3B assets in agriculture, food, ingredients & branded FMCG & industrial manufacturing

• Held group-level responsibility for strategy, investments, portfolio management, transformation, M&A and major strategic programs, worked directly with the principal shareholder, Group CEO, portfolio-company CEOs; held Board mandates across portfolio companies and led a team of 12+.
• Represented Managing Company/principal Shareholder in external negotiations.
• Built the managing company and corporate-management system as the group scaled: corporate strategy, investment governance, budgeting and portfolio reviews, Strategy & Transformation Office, performance management, executive committees and decision processes.
• Developed and drove a group-wide growth and transformation strategy covering portfolio assets exit/growth decisions, organizational restructuring, new capability and business-unit setup, commercial and product initiatives, M&A, technology and operational improvement in portfolio companies. Personally led or steered major projects including manufacturing-footprint optimization, logistics and supply-chain redesign, new-plant construction and launch, make-or-buy decisions, operational-excellence programs based on Lean & Kaizen, digital transformation, and the setup of new strategic businesses and capabilities. The combined portfolio supported approximately 120% revenue growth in 2.5 years and around 25% operational-efficiency improvement.
• Transformation Office and portfolio governance: Established and led the Group Strategy & Transformation Office with central governance and embedded PMO capability across approximately 40 subsidiaries and 12 plants; governed 500+ strategic, operational and transformation initiatives with prioritization, resource allocation, risk management, KPIs, benefit tracking and executive escalation.
• Operating-model and restructuring programs of portfolio companies: Led organization assessments and redesign using structured transformation methodologies, including reorganization of independent businesses into divisional structure, span of control reorganizations, legal structure simplification and alignment to the strategic agenda, redesign of corporate functions, unit carve-outs, RACI redesign for core processes and changes to management routines and interfaces. Set up a Shared Service Center for one of the group’s largest FMCG businesses, centralizing selected legal, procurement and administrative activities, standardizing workflows and strengthening service quality, visibility and control.
• Agrifood platform build-out & vertical integration: Developed and scaled an agricultural platform to c.200k ha through M&A and consolidation and integrated production with oilseed processing, oils & fats / ingredients, branded B2B/B2C food, agri-logistics and infrastructure. Led production-footprint choices, new-plant / site decisions, seaport-terminal development and creation of a dedicated agricultural transport business.
• Led strategy and transformation of one of the region's largest oils and fats businesses across B2B and B2C: portfolio and commercial strategy, processing assets, manufacturing footprint, agricultural land, logistics, seaport infrastructure and operating-model development.
• Turnaround and distressed assets: responsible for distressed-asset restructuring, turnaround and exit strategies, bankruptcy cases, combining strategic, financial, operational and governance perspectives (executed several divestments and business closures).
• Led strategic transactions across agrifood and industrial businesses, including acquisitions, JVs, divestments, carve-outs and post-merger integrations representing US$600M+ in transaction value.
• Led the carve-out of a B2C food business and merger with a competitor into a 50/50 JV, owning transaction concept, negotiations and execution, target operating model, Separation and Integration Offices, manufacturing arrangements, Day-1/100-day planning, IT/finance integration, leadership retention and commercial integration.
• Buy-Build-Sell Programs: Led multiple buy-and-build and divestment programs across business divisions to execute group strategy, including acquisition integration, scaling, performance improvement and exit readiness.
• Culture and organizational change (from family-run to family-owned and investor-run cultures): Led a multi-year culture, leadership and employee-engagement program combining leadership alignment, communication, change interventions, capability building, incentives and adoption management; contributed to approximately +12 pp employee engagement and positive transformation adoption across about 90% of divisions.
• Digital transformation & governance: Co-led ERP, BI, CRM and cloud transformation with IT; chaired the Strategy & Technology Committee and connected business priorities with technology and innovation investment.
• Innovation and new capabilities: Created a corporate venture and innovation unit focused on sustainable technologies and new business opportunities, building an ecosystem with startups, funds and research institutions and translating selected ideas into pilots, partnerships and investment cases.

International management consulting.

• Delivered strategy, transformation, business-process re-engineering and SAP-enabled change programmes for multinational industrial and consumer businesses.