I
Operating model redesign
An organisation had grown through local improvisation, leaving hand-offs between commercial and delivery teams unclear.
The full account
Chief Operating Officer · Europe · Global perspective
CamilleBergstrom
Turning enterprise ambition into dependable execution.
I help organisations deliver on the promises they make to customers.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
97.6%
On-time delivery
Up from 81% across the network
₹1,150 Cr
Cost removed
Without reducing service quality
64
Sites run
Plants, warehouses and service centres
−48%
Safety incidents
Over three operating years
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.
Camille Bergstrom
Chief Operating Officer
Areas of stewardship
Where accountability has been mine.
- IOperating model design
- IIService delivery
- IIISupply chain resilience
- IVPerformance improvement
Selected work
Decisions, and what they changed.
II
Delivery reliability
Delivery teams were responding to recurring exceptions as if each were new.
The full accountIII
Productivity and quality
A productivity programme risked moving costs from one function to another without improving the customer outcome.
The full accountIn the boardroom
Stewardship beyond the executive role.
Harrow & Vale Industries
Independent Director
Operations & Safety (Chair) · Risk
2023 — Present
The Manufacturing Skills Council
Advisory Board Member
Workforce Development
2020 — Present
In the words of others
Trusted by those who appoint.
Turns ambition into an operating system people can actually run.
Safety, service and cost improved together. I had not seen that before.
The journal
Perspective, set down with care.
The hand-off is often the operating problem
Functions can meet their own targets while customers experience delay between them.
Read the essayCapacity is a commercial conversation
Demand commitments and delivery capacity belong in the same discussion.
Read the essayProductivity without a quality blind spot
A local cost improvement can create rework elsewhere or move effort to the customer.
Read the essayRecognition
Honours
- Operations Leader of the YearThe Operations Excellence Awards2024
- Supply Chain Resilience AwardCapital & Governance Quarterly2022
On record
As featured in
The Operations Excellence Journal · 2025
“From 81% to 97% on-time without a single new plant”
The Boardroom Review · 2024
“What boards should see in an operations review”
The Leadership Ledger podcast · 2023
“Episode 109 — Keeping the promise to customers”
An invitation
The most consequential work begins with a conversation.
For board, advisory and leadership conversations where operating model design matters.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@camillebergstrom.example