Supplier structure
Consolidating and structuring the supplier base through clear agreements, renegotiated terms and payment conditions, so supplier relationships support liquidity and market position rather than work against them.
Understand your business.
Find the potential.
Improve what matters.
Business development does not have to be complicated.
You can bring me in to work on one specific area – or use Companyscan to get a structured view of the whole business and identify where attention will create the greatest value.
In 10–15 minutes, Companyscan highlights strengths, development potential and the areas most worth exploring further.
From there, we can prioritise what matters most and turn it into practical improvements – step by step.
What I optimise
Six disciplines. One bottom line.
Structure, pricing discipline and commercial flow are not separate projects. They are different perspectives on the same business – and they need to work together. Product strategy is equally important. A well-structured portfolio can reinforce the entire commercial model, while unnecessary complexity, historical product choices or conflicting priorities can quietly erode profitability and focus.
Pricing architecture & channels
Building strong channel strategies without unnecessary cannibalisation, supported by a coherent pricing structure across sales channels, so the commercial model makes sense for the manufacturer, partners, customers and the business itself.
Customer agreements
Structuring customer agreements around clear commercial principles, so discounts, terms and special conditions create value for both parties rather than becoming permanent concessions simply because they have always been there.
Cash flow & growth
Creating a better balance between growth and working capital by looking at inventory, payment terms, purchasing patterns and the way the business is financed through its own operations. The objective is not simply more liquidity, but enough commercial flexibility to support the growth the company actually wants.
Product strategy & flow
Creating a more deliberate relationship between core products, entry products, add-on products and strategic products, so the portfolio supports both the customer journey and the company's commercial priorities. The right balance between commercial and more technical products can make a substantial difference to margins, complexity, cross-selling and day-to-day execution.
Individual development programme based on a Companyscan
The process can start with one – and preferably several – people in the company completing Companyscan. This provides an initial structured picture of where the business appears strong, where there may be untapped potential and where different people in the organisation may see the company differently. From there, we agree which areas are worth investigating further, what should be prioritised and how a practical development process should be organised.
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“Intelligent margin architecture – not simply higher prices.”
Approach
Focus on one area at a time.
The know-how to improve it.
Profitability and efficiency often disappear through small, perfectly understandable decisions and routines that have developed over time: a discount given to secure an order, a supplier agreement that was never revisited, inventory that was never optimised, an overly complex product portfolio or old habits within the sales organisation. I bring these elements together and create a clear picture of where it makes most sense to focus first – simply and transparently.
- Diagnose before intervention
- Simply understanding where the opportunities and challenges lie can create momentum – even before anything is changed. We therefore start by establishing a clear picture of what deserves attention first, what requires further investigation and what may already work well enough to leave unchanged. Companyscan can be used as the first structured input to that conversation. We then look at execution in the context of the company's overall strategy, followed by implementation, where I can contribute at different levels depending on the need.
- Structure rather than campaigns
- Quick fixes may work quickly, but often only briefly. Structural improvements continue to create value next month and usually make the organisation easier and more efficient to operate.
- Implementation matters
- I am typically involved from analysis and decision-making through to implementation of what we agree. I can act as the anchor, drive the process, work directly in the implementation – or leave execution entirely with management. It depends on how the company wants to organise the work and how much internal time and capacity is available.
About me
Henrik Høyer
For more than two decades, I have worked with the commercial mechanics of trading and manufacturing businesses – purchasing, pricing, agreements, working capital, product structures, sales channels and sales. My approach is operational rather than academic. I work with the numbers, the agreements, the processes and the situations where the real commercial decisions are made. For the same reason, I developed Companyscan: to make it easier to establish a structured overview and start improving a business without turning the process into an unnecessarily complicated consulting exercise.
I take on a limited number of engagements at a time and work closely with each company. You get a hands-on business partner who asks the important – and sometimes surprisingly simple – questions and stays involved until the agreed work is completed, including implementation and execution when required.
Contact
Ready to look at where your business can improve?
Tell me briefly about your situation. I will get back to you within 48 hours with a suggestion for when we can meet and discuss it. The first conversation is exploratory and free of charge. From there, we can identify whether there are concrete opportunities worth working on.
Not ready for a meeting yet? Start with Companyscan.
Or write directly to hh@henrikhoyer.dk