Consolidated four operating entities into a single holding with clean board lines.
- Client
- Owner-led Nordic industrial group
- Sector
- Industrial holdings
- Geography
- Denmark · cross-border DE/SE exposure
- Duration
- 9 months
Challenge
Four entities had grown organically since 2011, each with its own board, auditor and statutory reporting cycle.
Inter-company invoicing had become opaque and the principal owner could no longer obtain a consolidated P&L without a six-week reconciliation effort.
A generational transition was scheduled for 2027 — the structure was incompatible with a clean transfer of control.
Approach
01
Structural diagnostic
Mapped legal entities, board composition, signature rights and inter-company flows over four weeks. Output: a single decision-rights matrix.
02
Target architecture
Designed a single Danish holding with three operating subsidiaries and one dormant brand vehicle. CVR filings prepared in parallel.
03
Sequenced execution
Mergers staged across three quarters to avoid VAT disruption and preserve continuity of customer contracts. Auditor changes synchronised.
04
Governance handover
New board charter, audit committee and quarterly reporting cadence anchored before the engagement closed.
Results
4 → 1
Operating entities
−63%
Statutory reporting hours
0
Customer contract disruptions
9 mo
End-to-end execution
“Six weeks to read our own numbers became two days. The board now sees what it should always have seen.”
Mandate stack
- Selskabsloven §242–254 (mergers)
- CVR filings via virk.dk
- Erhvervsstyrelsen liaison
- ISO 31000 risk framework
- ESEF reporting alignment
Other case studies
Market Entry
Nordic entry, foreign capital
Agile
Multi-tier transformation
Compliance