Niklas Häger
Selected Engagements
Notic works with companies where structure, cost, direction, or operational performance must be brought back under control.
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These selected engagements show different types of restructuring work: formal reconstruction, industrial shutdown, relocation, carve-out, rightsizing, and operational realignment. Each case reflects practical execution under pressure, where decisions had to be made, anchored, and carried through in real time.
The assignments vary in size and situation, but the discipline is the same: understand the real condition of the business, align leadership, execute the necessary changes, and leave the organisation with a structure that can continue after the restructuring phase.
Corporate restructuring
Important lessons learned from the process.
50 FTE. Revenue approximately EUR 8 million. Four months.
A formal reconstruction under legal protection, managing liquidity, stakeholders, and court processes while maintaining operations and preparing a viable plan forward.
Shutdown, relocation, and disposal of Scandinavia’s last glass factory
EUR 120 million value. 85,000 sqm facility. 270 FTE.
A full industrial shutdown including disassembly, relocation of production lines, legal disputes, and final disposal of a large-scale site under environmental and operational constraints.
Preparing a 10 million company for growth
75 FTE. Revenue EUR 11 million. Six months.
Integration and rightsizing of multiple entities into a single operating model, creating structure, reducing cost, and preparing the business for scalable growth.
Relocating a business from Norway to Poland
25 FTE. Revenue approximately SEK 50 million.
Production relocation from a high-cost to a lower-cost environment, requiring redesign of operations to maintain lead times, increase output, and improve unit economics.
Carve-out and relocation of production assets
20 FTE. Revenue EUR 14 million. 8,000 sqm.
Selective extraction of a profitable unit from a closing facility and relocation into an existing operation, balancing downsizing, recruitment, and uninterrupted delivery.
Moving business from Denmark to Sweden
50 FTE. Revenue approximately EUR 20 million.
A relocation initiative where due diligence gaps led to structural issues, requiring downsizing, reassessment, and ultimately discontinuation of the project.