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Turn group strategy into local execution and the mandate you carry into the business you intend to be known for.

SV works with Enterprise Managing Directors and Business Unit Leaders to create clear priorities, accountable ownership and an OKR-based execution rhythm their leadership teams can run. We start with the future business you intend to build, work backwards to Monday, and stay in the room until the number lands.

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We are your STRATEGY EXECUTION PARTNER.

Your team becomes autonomous, and execution continues long after we step out.

For more than 20 years, CEOs and Enterprise Leaders have trusted us to implement execution systems that survive leadership changes, market cycles and growth phases. Driving Strategy Execution in Iberia and the Nordics.

The Enterprise Execution Gap

Poor execution is the most expensive problem in the enterprise.

We close the gap between the strategy and the number.

The gap between group strategy and local execution is carried by the Managing Director.

Group priorities enter a business already balancing local targets, functional agendas and operational commitments. Authority, resources and decisions are distributed across the organisation, while accountability for the result remains with one leader.

When the strategy is not fully translated into the local business, dependencies remain unresolved, functions move to different agendas and progress returns to the Managing Director: reconnecting the organisation, unlocking decisions and restoring momentum.

The cost goes beyond delayed results. It consumes strategic attention, keeps the leadership team dependent on escalation and makes the mandate the leader was appointed to deliver harder to prove.

Group Strategy

The direction is clear at headquarters.

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Local Translation

Priorities enter an existing operating reality.

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Functional Agendas

Resources, incentives and commitments compete.

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Unresolved Dependencies

Ownership exists without enough authority to act.

→

Managing Director

Decisions, blockers and momentum return to one person.

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The Number

Progress slows and credible evidence arrives late.

The execution system shapes three outcomes at once: the number the business delivers, the team the leader builds and the mandate they become known for.

See how The Execution Blueprint closes the gap →

SV working session with a leadership team

Who We Work With

The moments that define the business also define the leader carrying the mandate.

SV works with Enterprise Managing Directors and Business Unit Leaders when a new appointment, group priority or visible transformation raises the stakes of execution. At these moments, the business result, the strength of the leadership team and the leader's professional reputation are being built at the same time.

01

New to the role

Create early movement, build credibility, assess the leadership team and establish an execution rhythm before inherited complexity becomes the operating norm.

02

Carrying a new group mandate

Turn strategic direction into local priorities, resource choices, decision rights and business-linked outcomes that the leadership team can own.

03

Leading a visible transformation

Coordinate growth, AI, integration, efficiency or portfolio change across functions that do not share the same priorities, authority or incentives.

04

Execution under pressure

Restore movement when targets are missed, headquarters needs credible evidence, or existing OKRs and reviews report activity without changing decisions.

Different moments. The same requirement: a leadership team capable of carrying the mandate from strategy to number.

Find the right starting point →

The Mandate Behind the Number

Your mandate is measured in numbers. Your career is shaped by what the business becomes under your leadership.

A strategic mandate carries more than a target. It asks you to translate group direction into a stronger business, build a leadership team capable of sustaining it and create progress that headquarters can trust.

SV begins with a concrete future scene: the moment when the business result is visible, the team operates with greater ownership and your contribution to the organisation is unmistakable.

From there, we work backwards to the conditions, decisions and commitments that make that future executable.

The number proves the result. The business you leave behind proves the mandate.

Discover The Execution Blueprint →

2036

the entry conditions
fall into place, one
by one, in reverse

Monday

The Execution Blueprint

From your 2036 scene, back to Monday.

The Execution Blueprint turns a strategic mandate into a sequence the leadership team can act on. We begin with the future already made visible, then work backwards through every condition that must become true. Each condition receives an owner, a date and a clear view of the risk that could stop it. The process lands on the first decision, conversation or commitment that proves the future has already begun.

The Scene → The Entry Conditions → Monday

One line of sight from the mandate you carry to the next move the business must make.

Explore The Execution Blueprint →

The Execution Blueprint — from future scene to Monday

How We Work

One ladder. Four steps. Enter where you are ready.

The work begins with the Managing Director, expands to the leadership team and moves into the operating rhythm of the business.

Each step produces a concrete output, carries the work already completed into the next level and leaves the organisation more capable of sustaining execution.

Each engagement builds on the one before it. When a client progresses to the next level, the previous step is credited in full towards the next engagement.

01

Enterprise Managing Director · One Working Morning · On Site

Managing Director Execution Blueprint

One focused working morning to define the future business scene, work backwards through the entry conditions and identify the first Monday commitment.

The result is a one-page Execution Blueprint connecting the mandate, the critical conditions required to deliver it and the first decision or action that moves the business forward.

One-Page Execution Blueprint · Delivered Within 48 Hours

02

Leadership Team Up To 8 · One Full Day · On Site

Leadership Team Execution Blueprint

One full day with the leadership team to compare how each leader sees the future, surface the collisions between functions and agree on the conditions required to make the strategy executable.

Every critical condition leaves the room with clear ownership and a date, creating one shared execution path for the leadership team.

Aligned Team Blueprint · Delivered Within One Week

The Managing Director Blueprint becomes the starting point for this engagement and is credited in full towards it.

03

90-Day Execution Cycle · Fortnightly Cadence

Execution Cadence

The annual entry conditions are translated into a business-linked OKR architecture on one page, with clear owners, measurable outcomes and a disciplined 90-day execution cycle.

SV facilitates the fortnightly cadence, keeps progress visible and brings blockers into the room with the owner present, so decisions are made before execution loses momentum.

One-Page OKR Architecture · 90-Day Cycle · Fortnightly Execution Rhythm

04

Quarterly Continuity · Recurring · No Lock-In

Quarterly Execution Partnership

SV remains in the room from one cycle to the next, preserving the discipline while the priorities, risks and operating reality of the business evolve.

Each quarter begins with a renewed execution architecture and continues through the same rhythm of ownership, decisions and blocker resolution until the leadership team can operate the system independently.

Renewed Quarter By Quarter · No Long-Term Lock-In

Define the future. Align the team. Implement the rhythm. Transfer the system.

Discuss the right starting point →

What Changes

The strategy reaches the number. The leadership team learns to carry the distance.

The Execution Blueprint creates a shared line of sight from the group mandate to the local business result. Priorities become fewer and sharper, authority moves closer to the decisions that matter, and dependencies surface early enough to be resolved before they return to the Managing Director. The leader remains accountable and in control, while the organisation becomes increasingly capable of sustaining execution when their attention moves elsewhere.

The business gains

Focus

A limited number of shared outcomes connected to the P&L.

The team gains

Authority

Owners can make decisions and resolve dependencies before escalation.

The leader gains

Altitude

The Managing Director can lead the mandate without becoming the operating system behind every priority.

We close the gap between the strategy and the number by making execution a capability of the organisation.

Why SV Execution Partners

We do not leave you with a framework. We stay until execution is working in the business.

Every engagement is senior-led, built around a defined business priority and connected to a measurable result. SV works inside the leadership team's real operating rhythm to clarify ownership, resolve the decisions that hold execution back and turn the Blueprint into a system the organisation can sustain.

The objective is clear from the beginning: implement the system, prove the movement and transfer the rhythm to the team.

Miguel DiasFounder, SV Execution Partners

Define the scope. Implement the system. Transfer the rhythm.

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20+

Years alongside CEOs and leadership teams

18 months

For one client to reach its three-year vision after building an autonomous leadership team around the Blueprint cadence

BAYER · ZENSAI · LEAPWORK · FORCEMANAGER (SAGE)

YEAR 3

brought into

YEAR 1 + YEAR 2

Selected Case Study · Zensai

A three-year vision moved into Year 1 and Year 2.

When the new CEO joined, the vision was clear. What was missing was an execution system capable of turning it into predictable weekly movement across an international leadership team.

SV built the operating rhythm from the ground up, connecting the three-year direction to one-year priorities, 90-day outcomes and weekly execution. Ownership moved from the CEO to the leadership team, while Denmark, the US, Poland and Australia began working through one shared cadence.

Year-3 outcomes achieved during Year 1 and Year 2.

3+ years laterThe execution rhythm was still running.

One global cadenceDenmark, the US, Poland and Australia operating through the same weekly rhythm.

The clarity of the vision, priorities and progress also supported a successful VC raise. Read the Zensai case study →

Proven impact across global leadership teams.

For more than 20 years, CEOs, Enterprise Leaders and leadership teams have trusted us to install execution systems that survive leadership changes, market cycles and rapid growth — long after we step out. Here are some of their testimonials.

"I would highly recommend SV for any company that wants to get in control of their OKRs or build an OKR structure. Mike Dias and the SV team were incremental in the build up of both the structure as well as running the cadences until the team was ready to take over. In the process, Mike Dias served as sounding board to both me as CEO as well to all members of the management team."

Christian Brink FrederiksenChief Executive Officer, CEO at Leapwork

"It has been my pleasure and a deeply transformative experience to work with Mike Dias and his team at SV. Our entire organization has changed structure, direction, and focus to help us achieve effective execution with a tailor made OKR system. Mike is precise and exacting in his feedback, balancing the delivery of critical and brutally honest advice with steadfast promotion and emotional intelligence."

John ThanCEO at Appficiency

"Mike helped us set the direction from 2022 to 2026, he was instrumental in helping the team understand what was a priority now and later. Mike and I have had a fantastic collaboration. Even after the project, Mike stays in touch with a lot of the business and still helps out. I think there is a mutual interest, Mike was inspired by the business and the business continues to be inspired by Mike."

Rasmus HolstCEO at Zensai

"Mike and the SV team has expertly guided the Zensai's executive team and leadership groups in our departments on how to better leverage the Objectives and Key Results framework (OKR). We used the OKRs to decompose the strategic steps we need to take across our organization, to effectively move us towards our big strategic ambition. Mike is a good, empathic and pragmatic operator who combines solid knowledge of the OKR framework with experience from working with many SaaS businesses. He is good at spotting the areas for improvement on each individual leader's level, and very clear and direct in how we can establish clarity of vision and world class execution. I can recommend SV for both OKR executive group leadership coaching as well as OKR coaching on an individual leader level."

Flemming GoldbachProduct and Technology Leader

"Working with SV has been a game-changer. After over 20 meetings, their insights have been invaluable in navigating the challenges of running my 60+ employee company. I highly recommend them to anyone looking to level up their business and implement OKRs."

Pontus LenellCEO at Webtec

"SV provides strategic guidance and thoughtful feedback that helps leaders sharpen decision-making, enhance team dynamics, and drive accountability by leveraging the power of OKRs. Their insights are invaluable for any leadership team seeking clarity and structure. Being coached by Mike over the past six months has been a transformative experience for our senior leadership team. His transparent and open approach, coupled with his ability to address challenges head-on, fostered honest and constructive discussions that elevated our collaboration."

Patrick SchädlerVP of Customer Success at Frontify

"Working with Mike has always been a motivating experience. His ability to bring clarity into complex situations and turn strategic vision into concrete execution makes him a highly trusted partner for any leader driving growth. The Mid-Market Mastery reflects both his practical wisdom and his people-focused leadership - a must-read for leaders who want to scale sustainably while keeping people at the center."

Marc Ferre HausmannPartner at Deloitte

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Insights & Execution Library

Thinking for the decisions ahead. Tools for the work that follows.

Explore SV's latest thinking on enterprise strategy execution or access practical resources designed to help leadership teams turn priorities into movement.

Insights

Strategy execution, examined from inside the leadership room.

Articles, enterprise cases and perspectives on the decisions, ownership and operating rhythms that move strategy forward.

Explore Insights →

Execution Library

Practical resources for turning strategy into execution.

Access tools, templates, assessments and working packs developed to help leaders clarify priorities, strengthen ownership and improve the execution rhythm.

Explore the Execution Library →

The Next Step

Let us read the strategy before we meet.

Tell us which company, market or business unit you lead. SV will prepare a first Execution Blueprint hypothesis using public information, connecting the group direction to the conditions, ownership and first commitments that could move it forward locally. You will see the method applied to your business from the first conversation, rather than presented through a generic framework.

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