Tomi Morsky is an entrepreneur and management consultant with over 15 years of experience in consulting, management, training, and coaching roles in Finnish and Nordic companies. He has extensive experience implementing productivity improvements, turnarounds, process reengineering, and management operating systems. Some of his projects include improving punctuality for airlines, centralizing goals and KPIs for bookstores, building management systems for factories, and designing procurement functions. He holds a BBA and has worked in finance and operations roles for companies in retail, consumer goods, telecoms, and more.

1. CV / Reference cases
Name: Tomi Antti Petteri Morsky
Born: 8.12.1972
Address: Sarvijaakonkuja 5B, 01480 VANTAA
Tel: +358 40 7044 206
E-mail: tomi.morsky@verticale.fi
Homepage: www.verticale.fi
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Experience as an entrepreneur
Consulting Verticale Coaching Ltd Oy, 1.3.2011 –
Managing Director
Member of LJK
Consulting, management, training and coaching experience from multiple different businesses
in big and medium sized Finnish and Nordic companies. High level co-operation with Mantec
AB as an independent consultant but also individual assignments. Experience from +15
projects with a length from 3 up to 12 months: productivity, turnaround, training, process re-
engineering, management operating system, operational excellence, Lean toolbox, coaching
and sustaining changed behavior. Focus not on just designing the solutions but to implement
them sustainably together with the client.
Personal assets are in very people driven approach together with highly analytical
competence and relentless mindset.
References / Short case summaries
Punctuality – airlines - Nordic
Breaking the silo mentality across different departments which were connected in the
punctuality process. Implemented virtual team methodology together with management
operating system. Design of Dashboards for visual management. Daily follow up, variance
management and corrective actions. Results were seen in 15 min punctuality increase and
shortened turnaround times.
Management operating system (MOS) & procurement - Book stores retail - Domestic
Centralizing goals roll down and KPI process across 60 book stores in Finland. Leadership
and management training. Initial focus on changing behavior in sales and then moving on to
procurement. Building Bridge -method across these departments to sustain mutual goal
setting and follow up. Design of Dashboards for visual management Results were seen in
average purchase uplift and lower levels of stock.
MOS and team leader training – Confectionary - Nordic
Building local management operating system on factory floor, design of Dashboards for visual
management, merging two very different departments which had strong silos. Focus on
uplifting team leader competence to lead operations within the day. Implemented new daily
cycle including variance management and corrective actions, uplift foreman’s role and
responsibility regarding how to manage the shift ad run the line.
Procurement – tele and networks - Domestic
Designing procurement function together with management operating system, selection of
KPIs, reshaping roles and responsibilities of category managers. High focus on changing
behavior from old, historic state owned mindset to more proactive businessman -ship.
Organization design (OD) – postal services - Domestic
Designing new centralized marketing and communications department. Implemented
management operating system with the focus on annual cycle regarding meeting structures
and agendas.

2. Productivity improvement and team leader training – Explosives - Nordic
Building local management operating system on factory floor. Designing procurement function
together with management operating system, selection of KPIs, reshaping roles and
responsibilities of category managers. Design of Dashboards for visual management.
Implemented Procurement Handbook. Re-design regarding supply chain function and
implementation of KPIs and meeting structures.
Management operating system & cost improvement program – Book publishing - Domestic
Designing 10 -year historic view on efficiency and profitability. Marking the spots to develop
operations (pre-planning - publishing decision – publishing the book – finding value chain /
customers – taking care of the remaining stock) in order to make more money. Design of
Dashboards for visual management. Building Bridge -method across publishing and sales
departments to sustain mutual goal setting and follow up.
Productivity improvement & OD & team leader training – Electricity and tele maintenance - Domestic
Design of Dashboards for visual management. Re-organizing Tele operations from area
driven approach to more service driven mindset (customer value). Building management
operating system, selection of KPIs, meeting structures and agendas.
Pre-merger planning, MOS, OD and Taskforce – Logistics services - Nordic
Implemented project management office taking care of the pre-merger planning and needed
activities. Implemented virtual team methodology (Taskforce) to work across the entire
organization (good tool to break silo behavior!). Building management operating system,
selection of KPIs, annual management cycle with meeting structures and agendas.
Improving maintenance operations – Energy - Domestic
Analyzing the improvement potential when moving from two plants to three plants; do we
need to recruit as is or is there room for improvement. Building next steps plan together with
the management. Pending offer.
Sales and Operations planning, MOS, Production – Digital business - European
Building Bridge -method across sales and production departments to sustain mutual goal
setting and follow up and operative plans. Design of Dashboards for visual management.
Ongoing project.
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Work experience
Specsavers Finland Oy, Vantaa, Finland 1.9.2007 – 16.2.2011
Head of Business Development
Head of Finance & IT
Business Controller
PartyLite Nordic, Espoo, Finland 3.4.2006 – 15.8.2007
Director Finance & Operations
Lindex Oy, Helsnki, Finland 1.8.2005 – 31.3.2006
Chief Controller
AB Lindex, Gothenburg, Sweden 1.4.2004 – 31.7.2005
Project Manager Optimal Store Operations
Lindex Oy, Helsinki, Finland 16.10.2000 – 31.3.2004
Chief Controller
Hercules LLC, Den Haag, The Netherlands 1.5.1999 – 30.9.2000
European Business Analyst, Pulp & Paper Division Europe
BeztDearborn Oy (merged with Hercules), Lahti, Finland 1.5.1997 – 30.4.1999
Finance Manager
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3. Education & other
Helsinki School of Economics 1.9.1994 – 31.3.1997
BBA Program in Mikkeli
IIR Case presentation “Changed role of controllers – Business Partner”
20-22.9.2005
IIR Case presentation “Merging business and finance control”
26-27.4.2006
Personal mentoring relationship with Cato Johanssen
(http://www.johansenexecutivecoaching.com/)
1.8.2008 – 30.6.2010
Personal mentor to 15 Specsavers partners
1.1.2010 – 16.2.2011