REFERENCES AND RESULTS
Experience in change
that shows in
the results.
A career of more than 25 years in logistics and international business has ranged from hands-on operations to sales, business development, executive management and responsibility as Managing Director.
Turnaround and
profitability
Sales and
operations
Management structure
and responsibilities
From plan
to execution
References and results
Results that matter.
25+ years
Leadership experience in logistics and international business
€2.0M+
Businesses turned profitable after cumulative losses
≈ 1.5 years
Average time required to turn a loss-making business profitable
Several
Successful turnaround, change and leadership assignments
Selected achievements from my career
Results are not created by a single decision.
Throughout my career, my responsibilities have ranged from hands-on freight forwarding to sales, business development, executive management and Managing Director roles.
The companies and situations have varied, but successful change has repeatedly relied on the same fundamentals: financial visibility, clear responsibilities, practical leadership and consistent execution.
01
As Managing Director in a demanding transformation
Turnaround and rebuilding the business
When I started as Managing Director of the Finnish operations of an international freight forwarding company, I was asked one question:
“Can you turn this around?”
I said I could—not by promising miracles, but by analysing the numbers, defining a clear direction and carrying it through with determination.
Starting point
- Several years of loss-making performance.
- Unprofitable activities and a heavy cost structure.
- Cooperation between sales, operations and finance needed greater clarity.
- Management and reporting needed to support faster decision-making.
What was done?
- The business was reviewed from a profitability perspective.
- Loss-making activities were discontinued or reduced.
- Procurement, the cost structure and sales direction were revised.
- A clearer model was built for management, monitoring and cooperation.
Result
During the first full year, the financial direction improved substantially and the business was brought close to break-even. The company was prepared for a sound financial performance the following year, while a more stable foundation was built for profitable operations in the future.
02
As Business Director for Road operations
Turning a loss-making business unit profitable
I took responsibility for a Road transport business unit that had operated at a loss for several years, together with teams in Vantaa and Turku. The challenge could not be solved with a single cost-cutting measure; profitability had to become visible in everyday work.
Core of the transformation
- A clearer model for daily management and monitoring.
- Making profitability visible at assignment level.
- Strengthening pricing discipline and capacity utilisation.
- Clarifying responsibilities and decision-making.
Commercial development
- Reducing loss-making assignments.
- Increasing international cooperation and triangular transport solutions.
- Using transport capacity more efficiently between countries.
- Developing new transport concepts.
Result: the business unit under my responsibility was turned profitable and developed into a commercially stronger operation.
03
A new operation from plan to practice
Building a new air freight operation
During an organisational change, I was responsible for building an air freight operation in a new operating environment. The new unit was created practically from the ground up as part of a broader Air & Sea organisation.
The assignment included
- Designing the operating model and processes.
- Coordinating the launch of operations.
- Building the team, responsibilities and ways of working.
- Building customer solutions and operational activities.
Industry-specific requirements
- Building the capabilities required for IATA Cargo Agent status.
- Preparing for Regulated Agent approval.
- Implementing security and training requirements.
- Integrating regulatory requirements into daily operations.
Result: a fully operational air freight unit was taken from planning through regulatory readiness into day-to-day operations.
04
Sales supporting profitable business
Developing sales and commercial operations
In several roles, my responsibilities have included developing sales teams, customer relationships and commercial operations. The objective has not simply been to increase sales, but to ensure that sales support profitable business that can also be delivered operationally.
Sales and customer relationships
- Developing and expanding sales teams.
- Clarifying objectives, responsibilities and monitoring.
- Identifying customers’ broader logistics needs.
- Developing long-term customer relationships.
New solutions
- Building new service concepts.
- Strengthening cooperation between sales and operations.
- Making use of international partner networks.
- Developing cross-border transport solutions.
Career path in brief
From hands-on logistics to Managing Director responsibility.
Experience from different organisations provides perspective on both daily operations and leading the business as a whole.
01 · Hands-on logistics
The career began in warehouse and operational freight forwarding roles.
02 · Sales and customer relationships
Responsibilities expanded into sales, customer relationships and international transport solutions.
03 · Air & Sea
Business and leadership responsibilities across air and sea freight operations.
04 · Road
Leading road transport operations, turnarounds and the development of new concepts.
05 · Executive management
Leading business, sales and operational functions.
06 · Managing Director
Overall responsibility for company direction, results, people and implementing change.
What does this mean for the client?
Experience is not brought to the table merely as advice.
Financial understanding. I identify where profitability is leaking and where management attention should be focused.
Practical leadership. I build clear ownership, monitoring and an execution rhythm around the objectives.
Connecting sales and operations. Commercial objectives are aligned with actual delivery capability.
Execution capability. When needed, I take active responsibility for carrying the change through.
The achievements described on this page are based on Ville Sulonen’s previous operational, leadership and development roles in several companies. Company-specific confidential information or identifiable customer information is not published.
Next step
Does your business need clearer direction or an experienced person to make it happen?
In a quick Teams chat, we can identify what matters most in your situation and what the most sensible next step would be.
Leadership. Development. Execution.
Services
Interim Management
External Development Manager
Maintenance and Back-Office Support
Standalone Projects
Lectures and Speaking Engagements
Contact Details
ville@sulonensolutions.fi
Vantaa, Finland
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