SV Execution Partners

SV Execution Partners Imagine a flock of birds flying in a V-formation, traveling thousands of miles together against the resistance of the wind.

SV Ex*****on Partners helps enterprise MDs and leadership teams turn strategy into ex*****on by translating vision into clear objectives, owners and operating rhythms, so the team drives the business without everything depending on the leader. Have you ever wondered why they do this and how this could possibly be relevant to your business? The brilliance of the V-formation is that synchronized movements allow each bird to ride the windbreak of the other birds in front of them. or in the case of your team, people work together, leveraging each individual’s unique skills, to move efficiently towards a common goal. ScaleUp Valley can help you to get your disgruntled teams back in alignment.

14/10/2026

Maersk estimates that a $100 change in average container freight rates can move annual EBIT by around $700 million, all else equal.

That sensitivity matters when a market average hides very different realities. Between 3 and 24 September, Drewry’s global container index was almost flat. Yet Shanghai–Los Angeles rates rose while Shanghai–Rotterdam fell sharply. For operators exposed to both corridors, the relevant questions concern their actual route mix and how much pricing is locked into contracts.

The Q2 results reveal another distinction: which earnings improvements can be repeated?

DHL benefited from operational improvements, alongside a temporary boost from air freight capacity constraints. DSV increased EBIT before special items by 32.5%, while higher activity, rates and fuel costs increased working capital requirements. Higher profit does not automatically mean more cash.

These differences should shape Q4 decisions. Temporary pricing strength offers little justification on its own for adding capacity. Sustained productivity gains may support investment. Additional volume creates value only when customer economics and cash requirements make sense.

At SV, we examine the assumptions behind the result, the operational conditions needed to sustain it and the evidence that should precede the next commitment.

As 2027 budgets take shape, which deserves greater weight: current profitability or evidence that the improvement can last?

*****on

In mobility, transport and logistics, decisions made today can shape business performance for years. Fleets, warehouses,...
13/10/2026

In mobility, transport and logistics, decisions made today can shape business performance for years. Fleets, warehouses, technology and customer contracts commit capital, while demand, regulation and labour availability keep changing the economics behind those decisions.

In H1 2026, EU registrations of electrically chargeable trucks grew 47.7%, yet represented only 4.8% of new trucks. The IRU also estimates around 502,000 unfilled truck driver positions in Europe. The sector has opportunities to invest in new capabilities while still facing constraints in the operations that generate today's revenue.

A new service may improve growth and customer value while demanding assets and working capital. Higher fleet utilisation can strengthen margins but leave less flexibility to serve changing demand. Technology only delivers a return when people, processes and capacity are ready.

At SV Ex*****on Partners, we work on the outcomes these choices need to produce, including revenue growth, operating margin, cash flow, productivity and capital efficiency. We help business leaders identify where value can realistically improve and assess which opportunities or existing Group priorities justify resources.

We start with a concrete picture of the future business and work backwards. What must become true in three years? What should be in place in one year? Which conditions must move this quarter, and which decisions need attention now?

The answer determines the support required. An Ex*****on Blueprint can clarify the path; business-linked OKRs, leadership team work and ex*****on cycles help implement it where relevant. Every engagement is shaped around the business decision and the team's operating reality.

We stay involved as plans meet day-to-day operations, helping resolve dependencies and adjusting decisions when evidence changes. As the team gains the ability to run and improve the system, our role reduces.

The measure of our work is the performance the business can sustain and the capability that remains when SV steps out.

*****on

4 ways to grow the margin when the price will not move.2 loads, 1 driver. When you go electric, let the maker carry the ...
12/10/2026

4 ways to grow the margin when the price will not move.

2 loads, 1 driver. When you go electric, let the maker carry the risk. Choose your customers. Automate the office before the cab.

Somebody in Europe is already doing each one. Which of the 4 is your company already doing?

We explain all four in the latest episode of the Strategy Ex*****on Series on our profile.

*****on

One truck costs €170,000 a year to run, according to Spain’s transport ministry. €54,000 goes on diesel. €55,000 goes to...
09/10/2026

One truck costs €170,000 a year to run, according to Spain’s transport ministry. €54,000 goes on diesel. €55,000 goes to the driver. At a 3% margin, that leaves €5,000.

Every 30 days your customer takes to pay ties up €14,000 of your cash per truck. Our arithmetic. Tell us we’re wrong.

Watch the latest episode of the Strategy Ex*****on Series on our profile to hear four ways to grow your margin.

*****on

Germany’s electric share reached 45.3%. Foreign orders fell 16%.That combination matters because it shows how quickly a ...
08/10/2026

Germany’s electric share reached 45.3%. Foreign orders fell 16%.

That combination matters because it shows how quickly a market can move in one direction while the economics facing individual businesses remain uneven.

BEV registrations almost doubled year on year and domestic orders for electric models from German manufacturers also rose strongly. At the same time, vehicle production remains lower year to date and export demand is weaker.

For a country MD or business unit leader, these signals do not translate into one obvious priority. A faster shift to electric vehicles may create commercial opportunity, but the investment response depends on where the change will actually appear in the business.

For one company, the immediate issue may be product availability or customer acquisition. For another, the constraint may sit in supplier capability, aftersales, capacity or the economics of supporting a portfolio that is changing faster than the operating model behind it.

This is where market data stops being enough. A 45.3% electric share tells leadership that customer behaviour is changing. It does not tell the business which commitment should move next.

That requires a second question: where should the effect appear in the P&L? If the thesis is revenue growth, management needs to know which customers and products will create it. If the case depends on margin, the economics need to hold once the mix, pricing and cost-to-serve are included.

Then comes authority. Product allocation, technology investment or supplier decisions may sit partly with Group, while the local business remains accountable for the result. Ex*****on therefore starts by making the assumptions visible, separating local decisions from Group dependencies and deciding what evidence is needed before more capital is committed.

The German market is moving. The more useful management question is which assumption in the business has changed enough to justify changing the investment plan.

*****on

What is left of every €100 in sales at 15 of the largest transport and logistics groups in Europe?DHL keeps €7. DSV, €8....
07/10/2026

What is left of every €100 in sales at 15 of the largest transport and logistics groups in Europe?

DHL keeps €7. DSV, €8. Kuehne+Nagel, €5. STEF, €3. GXO, €2. The 60 largest companies in the sector in Portugal, €3.50. In Spain, €2.80.

Which figure surprised you most?

P.S. Watch the latest episode of the Strategy Ex*****on Series on our profile.

*****on

07/10/2026

If we asked our CEO, Miguel Dias, whether he would invest in transport and logistics, his answer would be clear: definitely yes. The sector will keep growing. Just look at ecommerce.

Would he pay a good price for one of these companies? Probably not. The margins are still too thin for the level of risk.

Geopost, the owner of DPD and Seur, delivered 5% more parcels in 2025 and earned €160 million less. Miguel reviewed the accounts of 15 of the largest transport and logistics groups in Europe to understand why.

What he found is a difficult economic reality: in this market, price tends to follow cost. When a company saves, the next tender often absorbs part of that saving. Doing the same things cheaper is unlikely to be enough to materially improve margin.

In five minutes, Miguel looks at where the industry is heading, what remains from every €100 of revenue, the economics of one truck, and four possible ways to improve margin, each with a European company already pursuing it.

Which of the four is your company already doing?

*****on

A Group electrification target can be clear long before the local investment case is.For a country operation, the first ...
06/10/2026

A Group electrification target can be clear long before the local investment case is.

For a country operation, the first decision is where electrification can enter the fleet without weakening the economics of the service. A route that looks attractive in a business case can behave very differently once charging has to fit around dispatch, vehicle availability begins to affect the timetable and additional depot investment enters the equation.

This is what makes the first routes strategically important. They replace assumptions with operating evidence. Costs that were modelled become observable, the charging model is tested against the service window and management can see whether the expected economics survive normal operating conditions.

That evidence should determine the next investment decision.

If the economics are promising but the operation still relies on temporary arrangements, adding more vehicles may simply reproduce the same constraint. Capital may be better directed towards the conditions that are preventing the model from working reliably, whether those sit locally or require a decision from Group.

A stable operation with weaker-than-expected economics points somewhere else. In that case, the business has learned that the route, contract or operating model needs to change before another commitment is justified.

Managed this way, fleet electrification becomes a sequence of investment decisions rather than a vehicle deployment plan. Each route should remove a meaningful uncertainty from the business case and make the following commitment easier to judge.

Over time, the country operation builds something more useful than a growing electric fleet: a portfolio of routes where the economics have been observed, the operating conditions are understood and the unresolved dependencies are visible.

For a local MD, this is how a Group ambition becomes an investable programme inside the reality of the business. Ex*****on protects the investment when each commitment improves the evidence behind the next one.

*****on

Four roads for a dealer group's Monday.1. Keep selling cars: back the brands leading in electric, and the territories ou...
05/10/2026

Four roads for a dealer group's Monday.

1. Keep selling cars: back the brands leading in electric, and the territories outside the city where people will keep buying.

2. Sell smaller fleets for the brands you represent. Lucid sells 25,000 cars directly to Bolt. Who sells fifty to a city council?

3. Operate the depot: run the base for someone else's fleet, paid per car per month.

4. Own the fleet: a hundred cars, three years, one customer, under contract.

Which road already has a name on it in your group?

Watch the latest episode of the Strategy Ex*****on Series, where we look at what autonomous fleets could mean for dealer groups and the four strategic roads available to them.

A private car in Europe drives about 11,000 kilometres a year. A Waymo in Phoenix has been reported at around 200 kilome...
02/10/2026

A private car in Europe drives about 11,000 kilometres a year. A Waymo in Phoenix has been reported at around 200 kilometres a day. That is roughly the annual mileage of seven private cars in one.

So Bolt's 25,000 cars could cover the same annual mileage as about 166,000 private cars. That does not mean all of those kilometres would replace privately owned cars, but the scale is worth thinking about.

The arithmetic is simple. The implications are less so.

For a dealer group, that could point to a very different economics: fewer new cars sold into the city, several times more after-sales activity per vehicle, and a five-year-old used car with 400,000 kilometres on the clock whose residual value nobody has had to price before.

Who is writing the residual value of 2030 in your group today?

Watch the latest episode of the Strategy Ex*****on Series, where we explore what this shift could mean for the businesses expected to execute it.

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