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Simon Hill
Cases

What the advice is built on

Two operating businesses with their own teams, customers and regulators. Both are named below with their CVR numbers, because a case you cannot look up is a claim rather than a case.

The companies

Built and run, not advised on from outside

These are not client engagements. They are companies with a payroll, a product and customers who can leave, which is a different kind of evidence from a testimonial and a harder kind to arrange after the fact.

  1. Oparko A/S

    DK-37127485

    Adm. direktør and board member

    Digital parking platform for operators.

    Founded in 2015 and based in Aarhus, Oparko sells parking software to the operators who run the car parks: permits, fines, enforcement, and the back office that ties them together. The software is built in-house rather than licensed, so the company carries a product organisation as well as a commercial one — a roadmap, a release cadence, and the standing obligation to keep a system running that other businesses depend on to get paid. It operates across Scandinavia, so the same product answers to more than one country at a time.

    • Founded 2015
    • Aarhus
    • Live across Scandinavia

  2. Capison ApS

    DK-45504921

    Adm. direktør

    Debt collection for businesses, across borders.

    Capison collects business debt, including across borders, under Danish good collection practice. It is regulated work: what may be said to a debtor, in what order and within which deadlines is laid down rather than chosen, and the practice is the product. Running it is an exercise in doing a commercially sharp thing inside rules that exist precisely to blunt it, which turns out to be the same problem most governance work is.

    • Cross-border
    • Danish good collection practice

Both companies are registered against the CVR numbers listed, together with the positions named, and can be looked up in the Danish business register. No figure, growth rate or outcome appears anywhere on this page, because none of them could be checked the same way.

What I can help with

The problems this leaves me useful for

Having been on the operator’s side of each of these is the whole of the offer. There is no methodology to sell and no framework to license.

  • A board that cannot act on what it is shown

    Reporting that arrives late, describes a quarter that is already over, and stops short of saying what to do about it. The work is turning the same underlying data into a small number of figures a board can decide from, and being explicit about what those figures do not cover. I have sat on both sides of that pack.

  • Work that only runs because someone is doing it by hand

    Every operating business accumulates steps that survive because one person remembers them. They are invisible until that person leaves and expensive the whole time. The work is sorting which of them are worth automating, which are worth deleting outright, and which are load-bearing and should be left alone.

  • Something that works now and will not survive being bigger

    A process, a system or an org chart that is fine at the current size and quietly assumes it. Building software in-house across several markets is a long lesson in which of those assumptions break first, and how much warning you get before they do.

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