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.
Building or repairing the PMO, decision rights and reporting that leadership needs to steer with confidence.
Successfully managing complex programs, coordinating multi-site transformations, and implementing business strategies.
Independent diagnosis of where planning, inventory, or S&OP is creating operational or financial risk.
I build or repair the system leadership uses to steer: PMO mandate, decision rights, portfolio governance and reporting that supports decisions rather than describing activity. Delivered as an embedded or fractional engagement, on site, hybrid or remote-first.
A PMO with a written mandate and an operating model, built from zero or repaired, so it can steer delivery rather than just track it.
Clear decision rights and escalation paths across forums, so decisions are taken where they belong and stop circulating between meetings.
One portfolio view and a lean, decision-relevant KPI set, so executives and boards spend less time reading and more time steering.
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.
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.
