Experience

• 

  Dansk supermarked group

  Jun 1994 - Jun 1999

  Butikschef

  Initially joined as part time job next to my studies but decided to apply for permanent position as I need a break from studies.Key Achievements• Became the youngest store manager in the history of Netto as 19 years old.• Was responsible for a store with weekly revenue of more than DKK 1,000,000,000 and 32 employees.• Was part of the core team used to build new stores in Jutland

• 

  A.p. moller - maersk

  Jul 1999 - Jul 2003

  Marketing Europe Region was a new department that was about to be established. I was given the opportunity to join and learn about how to establish the customer needs and focus areas to be priorities in relation to such start up.Key Achievements• Established one set of figures across all Europe and Africa in relation to forecasting• Introduced a daily news database that consolidated important shipping news relevant to our customers Rotated in 3 positions within Maersk Broker, Maersk Data, and Maersk Line, whilst attending the A.P. Moller Shipping Academy.

  • Marketing Manager

    Jul 2001 - Jul 2003

  • MISE

    Jul 1999 - Jul 2001
• 

  Maersk indonesia

  Jul 2003 - Apr 2005

  Supervised 90 employees. Standardized information gathering and service excellence, oversaw business developmenRequested by Maersk Top Indonesia to head up these 3 departments due to suspicion of significant fraud which had to be eliminated. Managed 90 employeesKey Achievements• Set up procedures that eliminated Backdating of Bills of lading within the first day.• Outsourced all documentation to Maersk Service Center in Phillipines as the first country. Now all countries have moved their documentation to service centers.• Established a consolidated customer service booking center for all locations in Indonesia allowing the local offices to focus on value adding customer contact at the same time as efficiency improved by 20%• Prepared the position to be handled by a local Indonesian upon my departure Show less Moved to Indonesia to head up the Equipment department as Maersk Indonesia had experienced a shortage of containers resulting in issues meeting the customer requirements. Managed 14 employees.Key Achievements• Developed automated forecasting procedures to taking into consideration the average time the customers kept the containers.• Reduced the number of container equipment locations by 30%• Introduced service level agreements with all container equipment locations to ensure repairs were done according to specs and time• Prepared the position to be handled by a local Indonesian upon my departure Show less

  • Customer Service and Process Excellence Manager

    Mar 2004 - Apr 2005

  • Head of Equipment and Equipment Maintenance Repair

    Jul 2003 - Mar 2004
• 

  Maersk south east asia

  Apr 2005 - Oct 2006

  Project oficer ceo ofice

  Was offered by the CEO of Maersk South East Asia to assist him on 2 major projects across 17 countries. I was reporting directly to the CEO. Key Achievements• Defined and implemented strategic organizational restructure of 17 countries, moving from country structure to functional structure and impacting 2,400 employees. • Prepared strategy paper on behalf of CEO for South East Asia to CEO of company and received approval within three months after starting position. • Managed program office to integrate two companies across 17 countries. • Consolidated acquisition faster and more efficiently than any other cluster within company, meeting all KPIs and financial goals while still overseeing change management required to ensure buy-in.• Achieved significant learning related to running of a large company at the strategic level. Show less

• 

  A.p. moller - maersk

  Oct 2006 - Dec 2008

  Sales bpo director

  Returned to Denmark upon request from the CCO in connection with need for more process ownership across the sales organisation. Was part of the global leadership group under the commercial organisation reporting to the CCO.Key Achievements• Facilitated definition and implementation of sales processes and competencies for 3,500 sales staff globally. • Simplified current processes, defined future standard processes, and oversaw global rollout. • Served as business liaison for IT functions supporting sales processes. • Developed sales CRM approach to more than 7,000 employees.• Executed new commercial strategy as part of acquisition of major competitor. Show less

• 

  Scandlines

  Jan 2009 - Apr 2010

  Chief process officer, group senior vice president

  I was brought in by the CEO to assist him in a transformation /turn-around of the company as the owners requested a profitable company.In my capacity as Chief Process Officer, I was responsible for all programmes, process improvements, human capital, culture, and technology improvements.The vice presidents of IT, Process Excellence, Human Resources, and PMO reported to me.I was part of the executive management board together with the CEO, COO and the CFO.Key Achievements• Defined future business strategy and cost reduction initiatives with a target of €150,000,000 to the bottom line within 1 year.• Initiated more than 50 major program management initiatives focusing on both top line growth (33%), Employee reduction (33%) and other cost reductions (34%).• Built and managed large program office with up to 15 senior project and program managers, who as they finished their assignments moved to the line organisation, e.g. as head of Human Resources, head of marketing, line managers etc.• Launched continuous improvement culture building on Lean / Six Sigma.• Redefined human capital for the company and implemented predictive assessments of all employees.• Enhanced all processes to improve efficiency allowing a reduction of the organisation by 50% within 6 months with no impact on the customer experience. • Launched a complete makeover of the customer journey from the time the customer books a ticket, while they are on the ferry and even including the experience in the bordershops. This increased the customer satisfaction by 24% within 3 months.• Introduced space management concept in all bordershops increasing profit per item sold by 34% and bucket size by another 28%.• Delivered a bottom-line improvement of more than EUR 350,000,000 within 2 years Show less

• 

  Ports america

  Apr 2010 - Dec 2015

  Chief process officer - group executive vice president

  I was part of the executive management board together with the CEO and the CFO.Key Achievements• Launched new company strategy with specific focus on culture and values. This was necessary due to the conflicting cultures in the former competing companies• Implemented continuous improvement culture supported by human capital strategy. The culture was built around the standards of Lean/Six sigma which had not earlier been used within the industry.• Developed new organisational structure with clear segregation of front end operational staff, support functions and HQ functions. This led to a lean HQ of about 30 people, efficient front end teams with clear focus on operations and a new shared service center in Arizona with about 400 employees.• Ensured necessary stakeholder buy-in through involvements of all representatives impacted despite various conflicting priorities.• Built commercial strategy, account structure and sales organisation which had not existed in the past. Upon stabilization this was handed over as reporting line directly to CEO.• Outsourced all non value adding IT services to professional 3rd party allowing IT to focus on value add (shift left) and terminal automation, at the same time as IT cost was reduced by 32%, bringing it to world class for industry.• Defined new human capital strategy, introducing lifetime of employee methodology which covers all aspect of employee engagement from a position is open over employee engagement surveys to the time the employee leaves the company. This combined with predictive assessments which successfully reduced the training period required for new employees by 90% as well as the number of people required to perform the tasks.• Introduces lean mindset for all employees which ensured proper focus on efficiency improvements reducing the organisation by 5,000 people at the same time as the topline grew to $1,800,000,000 over 5 years. Show less

• 

  Sofigate

  Oct 2016 - Feb 2020

  Director & partner

  Responsible for the Business Technology Transformation unit in Denmark. The company started as 3gamma but was acquired by Sofigate about 6 months after I joined. Sofigate is the largest Business Technology Consultancy provider in the Nordics. The company entered the danish market in 2014 but with minimal success. I joined as the 4th employee in the company.Key Achievements• Initiated the business Technology Transformation unit which earlier had not been the focus for the danish market. The unit was responsible for any kind of transformations like Organisational, Digital and Technology transformations including Industry4.0, IOT and Robotics• Invented the growth strategy for the Danish marked, including product strategy, commercial focus and attracting the right talent resulting in growth of local revenue by more than 700% in less than 2 years• Grew the organisation from 4 to 26 employees within 3 years, of which 20 of them were within my unit• Designed and implemented the organisational structure and governance required as the company grew• Attained the first 2 and so far only key accounts for the Danish market, ISS and Nordea. The latter becoming the largest revenue generating client for Sofigate Group already in 2017.• Realized multiple strategic high-profile projects for clients: o Implemented sourcing strategy including consultancy governance and nearshore integration for Nordea Banking IT resulting in savings of more than €110,000,000 over 2 years o Accelerated Way of Working strategy for Nordea Group IT following agile digital mindset achieving €265,000,000 in savings. This included nearshore integration which moved more than 4,000 positions from the Nordics to Poland o Initiated new digital technology roadmap / IT strategy for Alfa Laval o Executed insourcing strategy for Nordea Finance impacting more than 200 positions.Been the single largest contributor to revenue generation for Sofigate Denmark every year. Show less

• 

  Independent consultant - business development and management

  Feb 2020 - Dec 2020

  Management consultant - business transformation

  Delivered a major Business & Digital Transformation for a large German Bank resulting in savings of €256 mio yearly

• 

  Wirol management consulting aps

  Feb 2020 - now

  Chairman of board

  Joined Wirol upon request from CEO and owner. Wirol is a startup with focus on consolidating independent consultants for larger assignments. The revenue is expected to reach DKK 2,000,000 in the first year.My focus so far has been to assist and coach the owner in relation to attain new business.

• 

  Quorum consulting

  Jan 2021 - Dec 2022

  Partner
• 

  Danske bank

  Jan 2023 - now

  Heading up the execution of the Forward '28 Services Strategy as Programme Owner.

  • Programme Owner - Forward '28 Services Strategy

    Oct 2023 - now

  • Head of Strategy, COO Office - Personal & Business Customers

    Jun 2023 - now

  • Principal Consultant - COO office

    Jan 2023 - Jun 2023