I step in as an interim or fractional executive when supply chain and operations transformations stall — restoring governance, accountability, and momentum in complex, multi-site environments.
I am Aleksander Sosnowski — an interim and fractional executive specializing in supply chain and operations transformation.
I am brought in when programs have lost momentum, governance has stopped supporting decisions, or execution control is slipping.
With 20+ years embedded in complex, multi-site environments — including Moderna, Cobham Satcom, Volvo, and Solaris — I restore clarity, accountability, and forward motion.
I work between advisory and line leadership, staying long enough to make the change stick.
A transformation program is moving — but not arriving
Governance and reporting exist, but executives still can’t steer with confidence
Interim leadership is needed during periods of instability or transition
Accountability across functions is blurred and no one is truly in charge
The program has budget, people, and intent — but results keep drifting
I support organizations as an advisor and interim leader when supply chain and operational transformations move beyond strategy and require disciplined execution.
My work typically begins where the strategy deck ends — when complexity, scale, or organisational friction stops plans from translating into results.
My approach is straightforward: identify inefficiencies, drive process improvements, and align business operations with strategic goals.
Successfully managing complex programs, coordinating multi-site transformations, and implementing business strategies.
Short, remote or hybrid interventions that restore execution control without launching another full programme.
Independent diagnosis of where planning, inventory, or S&OP is creating operational or financial risk.
I step into complex, stalled, or high-risk transformation programmes as an embedded executive — taking ownership of delivery, governance, and stakeholder alignment until results are back on track. I stay long enough for the change to hold after I leave, not just long enough to hand over a plan.
Overseeing end-to-end programs that achieve tangible results by delivering each phase on time, within scope, and aligned with strategic objectives.
Building governance that actually supports executive decisions — decision rights, escalation paths, and reporting that lets leadership steer, not just watch.
Building effective cross-functional teams, enhancing collaboration, and managing transitions to ensure that changes are adopted sustainably across all levels.
Short, remote or hybrid interventions — typically two to four weeks — for organisations where execution is drifting but a full transformation isn’t the answer. Each one is scoped tightly and delivered fast, so you get a clear read on what’s slipping without committing to a long programme.
A rapid review of how decisions are actually being made, where escalations block progress, and what needs to change to restore executive visibility and control.
An objective assessment of an ongoing programme's health, governance, and delivery risks — with prioritised recommendations you can act on immediately.
When dashboards multiply but clarity drops, a focused redesign of reporting and metrics so executives spend less time reading and more time steering.
Where twenty years in supply chain and operations still applies — independently diagnosing where planning, inventory, or S&OP is quietly creating operational or financial risk. The value is in naming the causes that are actually fixable, so limited effort goes where it genuinely changes the outcome.
An independent read on why forecasting, S&OP maturity, or cross-functional alignment is underperforming — and where the fixable causes actually sit.
Identifying where excess, slow-moving, or misplaced inventory is tying up capital, and the policy changes that address it at the root.
Shaping how the end-to-end supply chain should be structured and owned, so responsibility is clear before tools or headcount are added.
Practical analysis on transformation governance, PMO mandate, and what actually happens when execution loses grip.
Recent articles cover topics like:
If your transformation is moving but not arriving — or if execution control is slipping before anyone has named it as a problem — that’s exactly the right moment to talk.
