At Genux Executive, it is mostly about the careers of others.We cultivate personal coaching, put ourselves at your disposal, and take our starting point in the individual situation. Put frankly, we care more about other people’s careers than our own.We work with leaders who look to advance in their careers. Either because they wish to, have been terminated, or are in need of a competent sparring partner on specific management challenges in their current position.… Show more At Genux Executive, it is mostly about the careers of others.We cultivate personal coaching, put ourselves at your disposal, and take our starting point in the individual situation. Put frankly, we care more about other people’s careers than our own.We work with leaders who look to advance in their careers. Either because they wish to, have been terminated, or are in need of a competent sparring partner on specific management challenges in their current position. EXECUTIVE RECRUITMENTWe know our clients’ recruitment needs and focus on creating a solid match between organizations and leaders.LEADERSHIP ADVISORY & DEVELOPMENTGenux develops leaders and organizations. Along with the individual leader, we create a clear focus and define how our approach is useful for both the leader and the organisation. EXECUTIVE OUTPLACEMENTWe are specialized in helping terminated leaders advance in their professional lives. We are among the leading in Denmark within executive outplacement because we cultivate the personal partnership in our work.We are fourteen experienced senior consultants with extensive management- and organisational experience, working across the areas of recruitment, leadership/coaching, and outplacement. Contact us for a meeting or read more about us on our website: www.genux.dk.#ExecutiveDevelopment #TeamDevelopment #Assessment #DigitalTransformation #Digitization Show less

Avallone empowers companies to eradicate financial crime while building a tribe of outstanding individuals.My primary role is to advise Avallone on people selection and development strategies, based on my experiences with developing people and organisations over the past 30 years within business/commercial management, digital transformation and management consulting.#Culture #Engagement #People #Assessment #Development #Technology #KYC

This activity addresses the need to get serious about technology and how to go from pain to gain. My motivation behind this initiative comes from a large personal interest and following a large amount of senior executives on (social) media and realizing how little they actually know about driving a necessary and (by nature) digital agenda in their respective companies. My aim with the activity is to raise awareness levels and capability, where I may be given the opportunity, and this could take… Show more This activity addresses the need to get serious about technology and how to go from pain to gain. My motivation behind this initiative comes from a large personal interest and following a large amount of senior executives on (social) media and realizing how little they actually know about driving a necessary and (by nature) digital agenda in their respective companies. My aim with the activity is to raise awareness levels and capability, where I may be given the opportunity, and this could take the form of lectures, workshops and/or coaching.This is not intended to become my primary activity, which remains my partnership at Genux Executive.My convictions are these:To successfully scale a company the focus has to be on global agility first and local flexibility nextStandardization is good and variation is evil, unless the latter can be automated and the customer is willing to pay for itDigitized = Operational Excellence which requires a transformation that seeks to instill discipline around core transactions and back office processesDigital = Rapid Business Innovation which requires a transformation that seeks to empower people to experiment, release and constantly enhance digital offeringsA company must digitize to become digital and they are separate transformationsVision, Commitment, People and Culture are key to successMy convictions and credentials come from:Heading Process Design & Performance respectively being CIO at Maersk Line for a 6-year spell in the machine room of a global network companyHaving closely followed the research of MIT Sloan’s Center for Information Systems Research (CISR)Experiences from numerous benchmarking and experience sharing exercises with companies such as GE, Toyota, Vodafone, ABB and many moreAdvising companies on their transformational aspirations and activities over the past 5 years#transformation #digitization #digitaltransformation #digitalbusinessmodel #businessmodel #agility #presentation #lecture Show less

Spending valuable time with my baby daughter.

A&D Resources specialises in assessment and development of individuals, teams and organisations, as a supplier of personality tests and consulting services. We have had a close collaboration with Hogan Assessment Systems since 2002 and we are the official Hogan Distributor in Denmark and the Benelux countries. As official distributor we have access to the Hogan Distributor Global Network and the ability to serve our customers globally. Hogan is a global market leader in… Show more A&D Resources specialises in assessment and development of individuals, teams and organisations, as a supplier of personality tests and consulting services. We have had a close collaboration with Hogan Assessment Systems since 2002 and we are the official Hogan Distributor in Denmark and the Benelux countries. As official distributor we have access to the Hogan Distributor Global Network and the ability to serve our customers globally. Hogan is a global market leader in personality test tools and we aim to be the partner-of-choice in our markets. Our client list counts leading corporates, public agencies, consultancies and HR professionals.The services directly connected to Hogan Assessments include:- Certification in the use of Hogan Assessments- Setting up and Training in the administration of the customer’s dedicated and online Hogan (HALO) portal- Advanced Training for experienced Hogan users- Support that is offered free of charge, to ensure the correct representation and use of the Hogan productsFurther we deliver consulting services such as:- Assessment of Individuals, Teams, Talent and Leadership populations- Development programmes targeting Individuals, Teams, Talent and Leadership Populations- Talent Management programmes including Identification, Selection and Development- Executive Coaching for Performance, On-boarding, Leadership Transition and other purposes- Corporate Analytics to establish Potential and Leadership Scale for Change in selected Leadership PopulationsThese services are based on extensive practical experience, with customers of varying characteristics.We co-operate with local and international partners, striving to create results through helping individuals, teams and organisations to become their absolute best through self-insight and adapting concrete behavioural change.#ExecutiveDevelopment #TeamDevelopment #Assessment #DigitalTransformation #Digitization Show less

Taking time out with my girlfriend to experience the world and consider future activities.

Responsible for Maersk Line’s global IT organisation totalling 1,200 staff, an initial budget of USD 500+ million (2008) and operations covering 30,000+ users in 700+ locations in 125+ countries, and charged with transforming Maersk Line IT into a coherent, effective and business-oriented IT unit. Due to the historic affiliation with Maersk Data, now acquired/integrated into IBM, Maersk Line IT was also responsible for a variety of services offered to other A.P. Moller – Maersk business units.

Part of executive team, jointly with one other executive and reporting to the Head of Process Excellence, which was charged by the A.P. Moller – Maersk Board with building a competency for Process Excellence in the Group and Maersk Line. Responsible for an overall and structured approach to significantly improving the effectiveness and efficiency of the Maersk Line process landscape, thus facilitating very substantial operational savings, and supporting a more innovative and fast approach to… Show more Part of executive team, jointly with one other executive and reporting to the Head of Process Excellence, which was charged by the A.P. Moller – Maersk Board with building a competency for Process Excellence in the Group and Maersk Line. Responsible for an overall and structured approach to significantly improving the effectiveness and efficiency of the Maersk Line process landscape, thus facilitating very substantial operational savings, and supporting a more innovative and fast approach to changes in the market. Show less

Responsible for the performance and operations of Maersk Line in the Eastern Mediterranean, comprising 18 countries, and servicing 40+ ports in the region. Head of the regional trade management department with P&L responsibility including product development, commercial management and pricing for container freight services to and from the Eastern Mediterranean.

Head of trade management department with P&L responsibility including product management/development, commercial management and pricing for container freight services within Europe (intra-regional). The scope included some 60 routes with initial revenues of USD 300 million.

Head of trade management department with P&L responsibility including product management/development, commercial management and pricing for container freight services between Europe, Latin America and the Caribbean. The scope included 4 routes with revenues of USD 176 million.

Personal Assistant (PA) to Shipowner Ib Kruse in connection with the Safmarine and Sea-Land acquisitions/integrations.

Responsible for Maersk Line’s performance in Austria, with 1998 revenue of some USD 50 million.

Responsible for Maersk Line imports into West Africa. As from 1997 responsible for Maersk Line’s new service/route between Europe and South Africa. Responsible for product management/development, commercial management and pricing for those container freight services.

Responsible for IT/Systems throughout the period. Responsible for (freight) documentation, customer service and marketing during three separate 8-month periods. Maersk Line’s organisation in Indonesia was then 250 people in 8 locations, some of these in remote areas.

Four trainee positions at the Copenhagen head quarters of A.P. Moller - Maersk A/S i.e.1) Technical Organisation, 8908-89122) Maersk Line/Equipment Management, 8912-90083) Maersk Drilling/Contracts, 9008-90124) Maersk Data/Maersk Line Support, 9012-9108