Andrea Moreau Folcker
Contact

Making the impossible possible for C-level leaders since 1995

Strategic initiatives no one inside can own or deliver.I step in, get it done, and build the capability to last.

Let's discuss the initiative that needs to move now
Andrea Moreau Folcker portrait

01

Problems I solve

  • Strategic priorities that do not move.
  • Transformation programs without traction.
  • Leadership teams that are not aligned.
  • Projects that deliver outputs but not adoption.
  • Capabilities missing inside the organization.
  • Unclear culture.

The role I play

I work with you a CEO, COO, CHRO, CMO, CDO, Head of Transformation, Head of Strategy and Change or Business Unit Leader carrying a strategic initiative that no one inside currently owns or has the capability to deliver. I'm the trusted senior partner who steps in, gets it done, and builds the capability into the organization — so you keep delivering it long after I've gone.

Where I've done this

Ericsson company logo — client of Andrea Moreau FolckerTele2 company logo — client of Andrea Moreau FolckerRed Hat company logo — client of Andrea Moreau FolckerNetmore company logo — client of Andrea Moreau FolckerHolmgrens Bil company logo — client of Andrea Moreau FolckerTeradata company logo — client of Andrea Moreau FolckerAssa Abloy company logo — client of Andrea Moreau FolckerNordea company logo — client of Andrea Moreau Folcker

02 WHERE I CREATE VALUE

  • Transformation
  • AI adoption
  • Change capability
  • Operational efficiency
  • Executive alignment
  • Turn strategy into simple execution
  • Culture development and implementation

Most people deliver the thing and take the capability with them. I leave it behind.

A programme manager hands you an outcome and walks out with the know-how. I do the opposite. I deliver the outcome and build the muscle inside your team — the process, the people, the operating model — so the result holds after I'm gone. That's the whole point.

03 — PROOF

Different organizations, same pattern.

I drive it — then leave the capability behind.

Netmore

Culture Definition
Situation

Netmore had grown into a global IoT operator of around 200 people across 12 countries and done several acquisitions, but had no shared, articulated culture to hold it together as it scaled.

What I did

A culture mapping & development built from the ground up: deep interviews, surveys, and a five-workshop series with 21 Culture Ambassadors across 6 countries, turning real employee voices into a single, owned way of working together.

What stayed

The Netmore Way: core values and behaviors, a value framework, and leadership principles, plus a 21-ambassador network across 6 countries that carries the culture forward.

Tele2

Change Capability
Situation

Tele2 wanted projects to deliver real business value — not just land on time and budget — which meant building change capability into how the company actually worked.

What I did

A dedicated Change Management function with clear roles and mandate, tools built for Tele2, and the “Tele2 Way” rollout — embedding change management into the project model, the leadership profile and the values training.

What stayed

Change-management maturity moved from level 1 to level 5, 80–90% of business cases realized, and change became a natural part of every training — an organization that embraces change rather than just managing it.

Red Hat

Executive Program
Situation

Red Hat had deep trust at the IT level and wanted to carry that into strategic, C-level conversations with its telco customers.

What I did

The “Open Organization DNA” executive program — thought-leader workshops and roundtables built as open conversations rather than product pitches, using Red Hat's own open culture as the differentiator. Piloted in Stockholm, 2018.

What stayed

A repeatable, scalable model Red Hat could run across its customer base to reach Leadership Teams and CXOs — and deeper, trusted relationships at the executive level.

Holmgrens Bil

Strategy Development
Situation

Sweden's second-largest multi-brand car dealership group, 15 locations and around 650 people, had ambition but no shared roadmap, every site making its own calls.

What I did

A four-workshop series with the board and leadership team in 2016, turning scattered ambition into Pole Position 2020, a named strategic roadmap and digital transformation with hard targets and a governance model.

What stayed

A board-owned roadmap that ran the company through 2020 and spun out more than 20 change projects across pricing, IT, customer experience and people. When the team named why it worked: clear direction from leadership, real commitment and alignment at every level, clear mandate and accountability, and a steady cycle of thinking, designing, and implementing, not just planning.

Holmgrens Bil

PMO Build
Situation

Pole Position 2020 had spun out 20+ change projects, but they had to be led by people inside the business with no project management background and no shared method.

What I did

A PMO built from scratch: a project model, a P0–P5 gate system, and governance across four workstreams, plus training and coaching for every project leader and sponsor in project management, the sponsor role, and leading change.

What stayed

The project model, governance and a trained bench of project leaders and sponsors, still running the portfolio today, including a BMW systems rollout to every location.

Ericsson

Marketing Transformation
Situation

Marketing & Communications was fragmented and reactive across the group.

What I did

A group-level transformation — twelve connected sub-projects spanning strategy, process, IT measurement and culture.

What stayed

A new operating model with 600+ professionals reclassified, a new professional model and Marketing Academy, Processes, IT platform and a marketing operations department.

Ericsson

Product Catalogue
Situation

Product information was scattered across every business unit, with no single source of truth.

What I did

Ericsson's first official online product catalogue — ~100 people across all business units, 600+ products.

What stayed

One standardized, current, reliable source. In the Head of Strategy's words, “a huge step towards becoming one Ericsson.”

04 — How I work

I work two ways. Either way, it's built to last.

  • —I take one critical initiative and drive it to a finished outcome your team can own without me.
  • —Or I build the missing capability so they can execute faster on their own. No ongoing embedded roles.

05 ABOUT ME

I've sat on every side of the table

Before I ever advised anyone, I spent 17 years inside Ericsson. I know what it's like to carry a mandate inside a large organization — not just consult on one.   Then I built from zero on my own account. I founded EQFIVE, my consultancy, and co-founded and led YOYPR, a venture-backed startup — I built it, launched it, and closed it when the second round didn't come.  So I've sat on every side: the employee carrying it internally, the partner brought in to execute, the founder carrying the whole thing. I'm a doer. To me, nothing is impossible.

06 — TESTIMONIALS

In their words

“Andrea brought a rare combination of seniority, energy and execution power to our work at Netmore. She quickly understood the business, became a trusted part of the team and helped turn important but complex strategic work into something concrete and actionable. She is constructive, well prepared and goal-focused — someone who creates clarity, builds momentum and gets things done.”
Ove Anebygd portrait
Ove Anebygd
CEO, Netmore Group AB
“Andrea was instrumental in shaping and driving our strategic roadmap and digital transformation at Holmgrens Bil. As chairman of the board, and later as CEO, I worked closely with her through both the boardroom and the execution. She has a rare ability to bring structure to ambiguity, build genuine commitment across leadership and the wider organization, and turn a transformation plan into something that actually gets delivered. The capability she built, the PMO, the governance, the people, is still running the business today.”
Göran Strandberg portrait
Göran Strandberg
Chairman of the Board, later CEO, Holmgrens Bil AB
“Andrea's expertise helped me navigate the complexities of change beyond just frameworks and processes. She brings clarity, energy, and a deep understanding of how to engage stakeholders in a way that drives real impact. Working with her has strengthened my ability to lead change effectively in large, complex programs.”
Eva K. portrait
Eva K.
Senior Advisor, TeamaAB
“Andrea played a key role in building and embedding our Enterprise Change Management capability at Tele2. She not only introduced processes and tools that gave us structure, but also made sure that all our project leaders and managers developed the skills and mindset needed to lead change effectively.”
Jens Petterson portrait
Jens Petterson
Head of Business Change, Tele2
““We called her "Miss Mission Impossible". As Director of Global Marketing Operations Andrea brought exceptional energy, structure and commitment as she led our global Marketing Transformation Program at Ericsson. She was able to navigate complexity, engage stakeholders across the organization and turn strategic intent into practical execution. Her strength lies in combining business understanding with communication, people engagement and a strong drive to get things done.””
Johan Bergendahl portrait
Johan Bergendahl
CMO, Ericsson AB
“At a time when I was in great need of advice and coaching to move past my fears and through imagined obstacles Andrea was a great support and provided guidance, advice and new perspectives. Thanks to her I managed, in a few weeks, to force barriers that had been stopping me from developing my business and taking control over my sales process for years.”
Anna-Josefina Mattmann portrait
Anna-Josefina Mattmann
Founder & CEO, Mattmann Consulting AB

07 — Contact

Let's talk.

If there's a priority on your plate that has no internal owner, write to me directly. I'm based in Stockholm and Alicante and work with leaders across Europe and beyond — wherever the work is.

Let's discuss the initiative that needs to move now
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