Jesper Pedersen

Experience

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  Jemo-pharm A/S

  Sept 1991 - Sept 1995

  Head Of Finance

  Start-up growing to 50 MDKK Sales and 35 employeesTask: Support 100% growth rate for 4 years by establishing finance and IT support Accountabilities: All areas of finance and ITAchievements:• Navision configuration and implementation• Secure cash flow planning• Investment business cases• Product life cycle profitability• Programming of pharmaceutical inventory and production management system• Business case for aquisition and integration of a business partner in financial troupleCFO, financial leadership, management, Business Planning, Budgeting, Accounting, Treasury, Tax, General Administration, Information Technology, ERP, Internal Controls, Auditing, M&A Show less

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  Ericsson

  Oct 1995 - Jul 1998

  Business Controller (reporting to Head of Finance)

  Ericsson Denmark, 1,2 BDKK Sales, 1200 employeesTask: Establish automated management reporting and budget processesAccountabilities: Team lead (2 controllers) ensuring management reporting• Building multi-dimensional database using TM/1• Automated collection of budget input and consolidation to company levelAchievements: Improved speed, quality and transparency in reporting and budgetingLeadership, Business Planning, Business Process Improvements, Budgeting, Forecasting, Accounting, Information Technology, ERP Show less

• 

  Ericsson

  Sept 1998 - Jan 2018

  Ericsson Global IoT Business Unit, 12 BSEK Sales, 850 employeesTask: Create new IoT (Internet of Things) Business Unit Accountabilities: Build and manage program, reporting to IoT CEO and CFO.• Defined critical tasks and new organization structure with the Leadership Team• Created program organization, tasks, timeline and mobilized managers and employees• Developed and managed change management and strategy communications• Ensured consolidation of units and execution of program on time according to scope• Developed a performance and risk management system for the new unitAchievements: Consolidated existing units, focused on the new strategySenior financial leadership, Change Management, Program Management, Business Planning, Business Strategy Execution, Organizational development, Risk Management Show less Ericsson Northern Europe & Central Asia, 18 BSEK Sales, 3200 employeesTask: Improve (create) Region ability to execute on strategic directionAccountabilities: Execution of Region strategy, target setting and continuous improvements reporting to Region Head of Strategy• Built a team of 6 Strategic Program managers and network of 24 Performance Managers from the 5 main units• Developed program and change method and built team with 6 senior program managers to ensure execution in the line organization• Translated Region strategy into tangible actions with long term impact• Defined and secured execution of 6 strategic programs (200+ participants)(3 growth, one efficiency and one culture program)• Established network of 24 performance improvement managers and employees across the organization• Aligned, simplified and focused the Region targets, KPIs and incentives towards the defined strategy.Achievements: From 0% to 85% strategic execution in 1 year. Improved effectiveness of targets and incentives as well as cross organizational alignment of strategic priorities.Methodology used as best practice across Ericsson.Senior management, Leadership, Change Management, Program Management, Business Planning, Business Strategy Execution, Organizational development, Restructuring Show less Ericsson Northern Europe & Central Asia, 18 BSEK Sales, 4300 employeesTask: Turn around loss making Region to profitAccountabilities: Manager of turnaround program reporting to Region CFO, CEO and Chairman• Scoping and Organizing 12 work streams with interdependent targets across the organization to ensure full involvement• Securing that improvements resulted in clear financial effects. Headcount reductions, contractual improvements or terminations • Driving structured and persistent follow-up, support, feedback and communications from top managementAchievements: Combination of Top Line and Efficiency initiatives involving change of culture in the organization. 2.5 BSEK Net Result improvement achieved by a virtual project team spread across the organization. Used as best practice across Ericsson.Senior financial leadership, Change Management, Program Management, Business Planning, Business Strategy Execution, Business Process Improvements, Restructuring, Budgeting, Forecasting Show less Ericsson South East Asia and Oceania, 24 BSEK Sales, 4800 employeesTask: Centralize Company Control for 9 countries in a new unit in Malaysia, improving accounting quality and tax compliance and without audit issues. Faced with region leadership resistance and complex local regulations. Accountabilities: Statutory accounting and reporting, treasury and tax functions, legal entity governance for 12 companies in 9 countries. Reporting to Group Finance and Region CFO• Designing target scope and organization and handshake with stakeholders• Plan, build, transition and stabilize activities according to time plan• Managing a team of 35 people in 5 teams• Governance (Board of directors, authorizations etc.) of 12 legal entities• Improving IFRS & Tax compliance (Corporation tax, withholding tax and VAT)• Support implementation of Code of Conduct (anti-corruption directives)• Implementing fraud and Group reporting quality controls• Develop cross-country authorization models• Building a multi-cultural high performance working environmentAchievements: Successful establishment of Company Control Hub in Malaysia. Improved compliance and control while saving 40% of costs and saving 12 MSEK per yearSenior financial leadership, Senior management, Change Management, Program Management, Strategy Execution, Business Process Improvements, Organizational development, Budgeting, Accounting, Treasury, Tax, Information Technology, ERP, SAP, Internal Controls, Auditing Show less Ericsson HQ, Group Function Finance.Task: Create a GF Finance unit to secure Local finance organizations is getting control over Intercompany AP & AR, T&E compliance and access to the SAP system. Accountabilities: Manage team of 28 subject matter experts in 5 teams. Clean up history and secure directives, instructions and system support to sustain high quality.Achievements:• Changing the “headquarter mentality” towards a Market Unit oriented support function• Automating internal invoicing (SAP IC RRB) enabling, clearing up intercompany accounts and enabling cross company mass collaboration• World-wide implementation of Concur Travel and expense system, enabling central compliance control and offshoring of back office• Role based access to SAP with high level of end user supportSenior financial leadership, Senior management, Change Management, Program Management, Strategy Execution, Business Process Improvements, Organizational development, Accounting, Treasury, Information Technology, ERP, SAP, Internal Controls Show less Ericsson Global Shared Service Center Organization Task: Support the establishment of Global Shared Services centers in EricssonAccountabilities: develop pilots on news ways of working• Model for global roll out of standards and changes• Blue-print for a global process management organization• Implementation of SOX in all Shared Service Centers• Business Control Model for all companies in Europe (adopted on global level)• Established a global team of Process ExpertsAchievements: New ways of working implemented. Core competence for SAP development secured. Also succeeded in implementation of the SOX standard in Finance Shared Service Centers without external consultants.Leadership, Management, Program Management, Change Management, Strategy Execution, Business Process Improvements, Organizational development, Information Technology, ERP, SAP, Internal Controls, SOX Show less Ericsson Nordic Head office, 8 BSEK sales, 5000 employees.Task: Secure implementation of SAP, same configuration and processes in 4 Nordic countriesAccountabilities: Ericsson Program manager responsible for organizational participation and readiness for implementation (Leading a team of 75 employee paricipants)• Mobilization of a cross country team of employees to work with SAP consultants• Secure development of one future way of working for all 4 countries• Change management including integrated model for communications, training, testing, roles and authorizations, go-live and supportAchievements: Implementation in 7 months without major issues.Used as method for further SAP implementations across Ericsson.Leadership, Program Management, Change Management, Business Strategy Execution, Business Process Improvements, Organizational development, Information Technology, ERP, SAP, Internal Controls Show less Ericsson Shared Services Center, servicing Ericsson companies in 24 countries.Task: Development and global roll-out and implementation of web enabled AR collection toolAccountabilities: Program manager for the global roll out (team of 4 people)• Development of cascade roll out model to cover 156 companies in 7 months.Achievements: Cash collection improved 27%.Leadership, Change Management, Program Management, Business Process Improvements, Treasury, Information Technology, ERP Show less Ericsson Poland, 450 MPLN Sales, 650 employees.Task: Implement Financial model in Ericsson Poland (recently grown from 50 empl.)Accountabilities:• Defining financial model, budget model and management reporting• Training Finance staff and managers• Running the first rounds of budget and governance processesAchievements: Fully functional budget and performance management system in placeLeadership, Project Management, Change Management, Business Planning, Business Process Improvements, Budgeting, Forecasting, Information Technology, ERP Show less

  • Strategic Program Manager & Head of Business Excellence and Risk Management (reporting to BU CFO )

    Jul 2016 - Jan 2018

  • Head of Business Excellence and Strategy execution (reporting for Head of Strategy )

    Feb 2014 - Jun 2016

  • Program Manager, Regional turnaround program (reporting to Regional CFO )

    Sept 2012 - Jan 2014

  • Head of Company Control, South East Asia and Oceania (reporting to Regional CFO )

    Sept 2009 - Aug 2012

  • Manager of Global Financial Support and Process Management (reporting to Ericsson AB CFO)

    Feb 2007 - Aug 2009

  • Change and Program Manager

    Sept 2002 - Jan 2007

  • Change Manager, SAP Implementation (reporting to CFO of Nordic Region)

    Oct 2001 - Aug 2002

  • Change Manager (reporting to Head of SSC Europe)

    Sept 2000 - Sept 2001

  • Business Controller (reporting to CFO Ericsson Poland)

    Sept 1999 - Aug 2000

  • Manager of Business Control Function (reporting to CFO of Ericsson Denmark)

    Sept 1998 - Aug 1999
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  Thinggaard

  Sept 2016 - now

  Advisory Board Member
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  COHERRA

  Dec 2017 - Feb 2018

  Fintech Internet and Platform Business Development

  Developing business models, pricing, budgets and investor material for a Fintech Internet and Platform start-up. Use of business model canvas and platfrom scale methodologies.

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  Dubex A/S

  Aug 2018 - now

  CFO

  Head of Finance, HR, Logistics and AdministrationFull digitalization of Finance, HR and CRM processesDevelopment of management reporting with Business Unit KPI's, budget and forecasting processesImproving financial results by creating transparency for leadership and employees thereby changing the dynamics and prioritiesProfessionalizing the HR function in all aspectsOutsourcing of Finance and HR to partner agencies to increase access to competence and have flexible resource availability for a growing and changing company Show less