Wingmen

Commercial leaders
with CXO experience and battle scars

Experienced executives who quickly understand the business, the people and the operational reality, and move fast from assessment to focused execution.

John Illerup Mortensen, founder of Executive Wingman
Founder · Executive Wingman

John Illerup Mortensen

I help companies turn commercial ambition into profitable growth.

Strong B2B businesses have repeatedly brought me in to change their commercial trajectory. I step back far enough to see the pattern and step in close enough to own the outcome. I have built my track record through commercial and people leadership, full P&L and customer-facing roles across corporates, SMEs and scale-ups.

Sharpens directionDrives progressFrom diagnosis to executionTurns insight into actionCreates momentumChallenges with judgment
Connect with John on LinkedIn →
Selected executive experience and clients
Feedback from a recent 13-month assignment

“Low risk and high impact.”

Caroline Mørck Jensen

President, Prosci Europe

“Professionalism, candor, humor and a steady hand.”

Scott McAllister

Global CEO, Prosci

“A trusted partner.”

Celine Simon

VP Delivery, Prosci Europe

Prosci Certified Change Practitioner badgeJohn Illerup MortensenCertified 2025

Prosci® is a registered trademark of Prosci, Inc.

Prosci® Certified Change Practitioner

Commercial leadership
with a proven change management toolkit

Most transformations stall on the people side. The Prosci certification gives a Wingman a structured, research-based method for leading people through change in day-to-day execution, combined with hands-on commercial leadership experience. Our ambition is for every Wingman to be certified.

More Wingmen joining the formation

The ambition is a curated group of senior commercial executives, united in Executive Collective, so each initiative is matched with the right battle scars.

What is your critical strategic ambition?

Important. Cross-functional. Competing with business as usual. Let's talk about the initiative.

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