M&A Integration · Industrial services
Two companies. Eleven countries. One hundred days.
No top-twenty customer lost; the synergy case landed a quarter ahead of plan.
Independent strategy & operations advisory
For decisions that have to hold.
We advise boards and leadership teams when strategy, operations and organisation have to move together. Small senior teams. Clear choices. Partners in the room.
London · Stockholm · Frankfurt
H&P / 1998—2026
00 — The firm
Independent by design. Close to the work by habit.
Founded in 1998, Halden & Partners is an independent partnership for consequential questions of strategy and execution — for listed and privately held companies, public bodies and foundations across Europe, and with our clients further afield.
28
years in practice
640+
engagements completed
180
consultants and researchers
26
partners
3
European offices
31
countries served in 2025
01 — The practices
Five practices. One operating question: what will make the strategy real?
Our practices work as one firm. We assemble the expertise the question requires, not the organisation chart.
01
Corporate strategy · Capital allocation · Growth and market entry · Strategic due diligence
Strategy
Where to compete, how to win and where to put capital.
02
Supply chain design · Manufacturing excellence · Procurement · Service operations
Operations
Supply chains, plants and service operations redesigned for cost, resilience and speed.
03
Data and AI strategy · Technology roadmaps · Process redesign · Adoption
Digital Transformation
Data, AI and technology programmes tied to the operating model, so pilots become the way the business runs.
04
Pre-close planning · Integration management · Carve-outs · Culture and retention
M&A Integration
Integration and separation planning that protects revenue and people while synergies are captured.
05
Operating model design · Leadership and succession · Governance · Culture and change
Organization
Operating models, leadership and governance that make a strategy executable.
02 — The model
Senior attention is not a ceremony. It is the model.
A named partner leads every engagement and works with the team in the room every week. Phases of eight to sixteen weeks, a fixed fee for each, and a decision point at every phase end.
Frame
Agree the decision, the evidence required and the people who must own it.
Work
A partner and three to six consultants work alongside the client team.
Decide
Evidence becomes explicit choices, with trade-offs visible to the people accountable.
Implement
About half our work continues into implementation with the client's own teams.
03 — Selected engagements
Work, seen through the decision it changed.
Client names remain confidential. Each engagement below is described as it happened; what changes depends on each client's situation and decisions.
Strategy · Building materials
Seven possible markets became two.
Nine weeks of research; two markets exited; one plan the board signed.
Operations · Food manufacturing
The analysis started on the night shift.
In this engagement, conversion cost came down 14% across six plants.
Digital · Specialty insurance
Twelve pilots became three.
Nine pilots stopped and three scaled; claims cycle time fell 31% fourteen months after the reset.
Organization · Logistics
An operating model that fits on one page.
Two management layers removed above the depot; nine months from design to go-live.
04 — The partners
The people accountable for the work.
Six of the firm's twenty-six partners, each leading a practice — and the standards behind every engagement.
- Founder & Chairman
- Johan HaldenFounded the firm in 1998; still chairs every quarterly engagement review.
- Managing Partner
- Clara LindqvistLeads Strategy and the firm's energy work, after corporate development at a Nordic utility.
- Partner, Operations
- David OkaforTwenty years redesigning supply chains and plants across Europe and West Africa.
- Partner, Digital Transformation
- Amelia RothwellBuilds data and AI programmes that survive contact with the operating model.
- Partner, M&A Integration
- Samuel BrandtHas led the integration office on more than forty transactions.
- Partner, Organization
- Eleanor VossAdvises chief executives on operating model, succession and governance.
05 — Client voices
Client voices
06 — A principle
Why we still put partners in the room
In 1998, the large consultancies were growing by adding layers. I believed serious decisions deserved something simpler: people who had done the work before, present every week and accountable for what followed.
Twenty-eight years later, that principle has not moved. We use small teams. We publish what we learn. And we measure ourselves by what clients achieve after we leave.
Johan Halden
Founder & Chairman
07 — In figures
A partnership built for proximity.
Figures describe Halden & Partners' own practice; what an engagement changes depends on each client's context and decisions.
5:1
consultants for every partner
50%
of our work is implementation
8–16
weeks in a typical engagement phase
08 — Where we work
European roots. Work that travels with the client.
From London, Stockholm and Frankfurt we work across Europe and, with our clients, in North America, the Middle East and Africa. London: 14 Carlisle Row, London EC2A 4NP · london@haldenpartners.example · +44 20 7946 0000.
09 — Practical questions
Before we begin.
10 — Start a conversation
Bring us the question before it becomes a programme.
“We measure our work by one test: is the client stronger, and more capable, a year after we leave?” — Clara Lindqvist, Managing Partner. Tell us briefly what is under consideration; every enquiry is read by a partner.
Halden & Partners, London14 Carlisle Row
London EC2A 4NPlondon@haldenpartners.example
Also in Stockholm and Frankfurt