Selected leadership work / 01
Operating model redesign
An organisation had grown through local improvisation, leaving hand-offs between commercial and delivery teams unclear.
Read the case studies ↗Chief Operating Officer China · Global perspective
Yan Wang
Turning enterprise ambition into dependable execution.
Open to Board appointments · Advisory roles · Speaking invitations
Start a conversation
- On-time delivery
- 97.6%
- Up from 81% across the network
- Cost removed
- ₹1,150 Cr
- Without reducing service quality
- Sites run
- 64
- Plants, warehouses and service centres
- Safety incidents
- −48%
- Over three operating years
A considered point of view.
Operations should make dependable delivery repeatable. I make ownership and constraints visible, listen to frontline evidence and improve the whole workflow rather than optimise one function at another's expense.
The leadership record
Trusted with consequential decisions.
In the boardroom
- Harrow & Vale IndustriesIndependent Director · 2023 — Present
- The Manufacturing Skills CouncilAdvisory Board Member · 2020 — Present
Recognition
- Operations Leader of the YearThe Operations Excellence Awards · 2024
- Supply Chain Resilience AwardCapital & Governance Quarterly · 2022
In conversation
- “From 81% to 97% on-time without a single new plant”The Operations Excellence Journal · 2025
- “What boards should see in an operations review”The Boardroom Review · 2024
- “Episode 109 — Keeping the promise to customers”The Leadership Ledger podcast · 2023
Turns ambition into an operating system people can actually run.
An invitation
The most consequential work begins with a conversation.
For board, advisory and leadership conversations where operating model design matters.
- Board appointments
- Advisory roles
- Speaking invitations
office@yanwang.example