Lotta Carlsson

Vice President Procurement

Arjo

Lotta Carlsson joined Arjo in 2023 after nearly 20 years at Ericsson, where she held leadership roles across sourcing, category management, and operational efficiency. At Arjo, she leads a global procurement organisation of around 100 people, with a focus on building clarity around roles, competencies, and structures that enable the team to deliver on what matters most to the business.

From Diagnosis to Alignment: A Leadership Perspective on Reshaping Procurement

How do you set up a procurement organization so that everyone can deliver on what matters most to the business – and keep it that way as demands evolve? Lotta has spent the past two years reshaping procurement at Arjo, bringing clarity to how roles are defined, what competencies they require, and how structures support the way work actually needs to get done. It’s not about fixing what’s broken – it’s about creating alignment so people can be empowered to act, and future-proofing the organization for what’s coming. The harder part isn’t building the framework – it’s enabling teams to move forward when the ground keeps shifting.

Dilip Nair

Procurement Transformation

A.P. Moller – Maersk

Evolving Operating Models: A Leadership Perspective on What’s Actually Changing

Dilip Nair has spent nearly 24 years at Maersk, leading everything from global equipment operations to his current role driving operational excellence and innovation in procurement. He’s seen operating models evolve many times – and his view is that what’s happening now is a fundamental shift, not just a technology upgrade. The human role is moving from transaction processing to insight translation. That demands different talent, different training, and leaders willing to ask harder questions about where the real competitive edge lies. AI is part of the picture, but the leadership challenge is broader: how do you prepare teams – and yourself – for work that looks fundamentally different?

John Everett

CPO / VP of Global Procurement

Novonesis

From Complexity to Clarity: AI Powering Procurement’s Internal Interactions

John Everett joined Novonesis just as Denmark’s largest-ever merger was taking shape – a significant and complex transformation bringing two companies together across policies, systems, tools, teams, and supply relationships. During the successful execution of the merger, and whilst ramping up sustainability focus, the team also leveraged and rolled out an AI-based tool to massively improve internal user interaction and satisfaction with procurement. It eliminates the transactional noise that keeps category managers from doing strategic work, and breaks down the barriers that have made procurement difficult to engage with.

Andreas Sture Høeg

Independent Management Consultant

Organizational Change & Transformation

Procurement leaders are no strangers to driving change. New operating models, new systems, new ways of working – this is the job. Most in this room have led transformations. Many are in the middle of one right now.

But there is a difference between driving change and being inside it. Between being the one who decides – and being the one who also has to adapt, without knowing exactly where it ends.

It is a distinction that matters. Because the leader who is comfortable initiating change is not always equally comfortable navigating it from the inside. And the question of how you bring a team with you – when your own ways of leading are also being tested and may need to change – is one that most senior leaders have faced but few have had honest space to explore.

Andreas Sture Høeg has spent 16 years alongside leaders in exactly this position. Organizational restructuring, digital transformation, post-merger integration – assignments where the people responsible for change were also living through it. He has seen what separates leaders who build real momentum from those who stall. And he has seen what it costs when a leader’s sense of readiness and a team’s actual readiness are further apart than anyone has acknowledged.

In this closing session, Andreas shares his perspective on what leadership looks like when change is the permanent condition – not a project with an end date. What do leaders who handle it well actually do differently? What signals are teams sending that leaders tend to misread? And what does it take to move an organization forward when certainty is limited and complexity keeps rising?

We then open the tables. Because the thirty people in this room are living exactly this.