Company CEO, shareholder and member of the board with the overall company responsibility. Leading a management team of 5 senior management persons (Sales, Marketing, Finance, Operations and General Manager of USA company) including a Los Angeles based ice-cream factory.Results and Achievements:Taking the company from app. only 30 store to more the 60 stores in Denmark and USAIntroduction of professional management tools in all departmentsFrom entrepreneur company to a professional structured company without losing the edgeFrom a fragmented franchise chain to one common retail chain with one goal and one lookBuilding local USA organization and local ice-cream factoryA fast but controlled double digit turnover growth over the periodCompany results turnaround even keeping the high investment levelStrong liquidity control leading to strong reduction in debts

Member of the Nordic and Swedish board with commercial responsibility for sales- and marketing activities incl. innovation, research and R&D in the Nordic region (Sweden, Denmark, Norway, Finland and Iceland). Other responsibilities includes international retail agreements, Nordic b-t-c and b-t-b sales- and marketing strategy incl. budget for Nordic marketing, product management, innovation (incl. NPD) and technical support.Management responsibility for a team of 39 people including management through senior middle managers and functional management of local marketing and product departments in 5 Nordic countries. As well as chairman in several internal business processes (Integrated Business Planning)..Brands: Sadolin, Nordsjö, Pinotex, Cuprinol, Hammerite and private label. Product categories covering: paint, metalcare, woodcare products, fillers etc. for both indoor and outdoor use in the costumer groups b-t-c and b-t-b. Nordic Net sales: 250 mio. Euro excl. shop sales(270 shops in Nordic, retail chains: Nordsjö ide & design and Sadolin Farveland)Marketing, innovations and R&D budget: Three digits million budget Euro.Results & Achievements:• Building a Nordic setup/Organization• Implementation of common Nordic assortment(50% Sku reduction). Same turnover, 3% better gross margin and 2% higher service level.• Development of a common Nordic business strategy.• Introduction of common Nordic planning- and campaign strategy.• Introduction of common Nordic planning process (Integrated business planning incl. innovation planning via Stage & Gate).• Introduction of Nordic communication platform for media and point of sales material. • Implementation of new Nordic marketing, product, innovation and technical service departments.• Development of a common shop strategy. One chain setup.• Regional responsibility via the role as Nordics Commercial Director in 2011(Nordic + Baltics & Ukraine).

Member of the management team with responsibility for marketing budgets and P&L's for Carlsberg and Tuborg (premium and upper-mainstream brands), RTD and female portfolio, including development and execution of marketing strategies (ATL & BTL) and sales strategies incl. new product development. This also includes the newly integrated House of Beer A/S import portfolio and responsibilities for the brand principals. In addition management/coaching responsibility for a team of 10 people including management through middle managers.Net sales: 200 million Euro.Marketing budget: 12 million Euro. Results & Achievements: •2009: Successful launch of Somersby Cider, second flavour (Pear).Integration of House of Beer into Carlsberg Denmark.•2008: Beer: +3%, in a 4,6% declining market.Index 600% on Somersby budget. Successful execution of Somersby Cider launch plan. The most succesful product launch in Carlsberg Denmark’s history.Successful launch of Carlsberg Sport in January.•2007: +4,5%, in a 1% declining market. Big success with the campaign “Vores Øl”/ "Our beer".•2006: +6,4%, in a 4% declining market. Relaunch/Rebranding and new positioning for Carlsberg Pilsner.• 2005: +6%, in a 3% declining market.Getting Carlsberg Pilsner back on track after the catastrophic launch of a new bottle in 2004. During the worst period sales were down with 30%. Marketing Awards:•Best FMCG-product launch 2009 ”Somersby Cider” A.C. Nielsen."The most popular Marketing Manager in Denmark" in the executive business paper "Børsen" •Advertising Effectiveness Award 2009, Winner: Somersby & Statuette Carlsberg Sport.•3 time winner of True Award 2008•Effectiveness Award 2008, Carlsberg. •1 nomination for Cannes 2008, "Carlsberg Part of the game".•3 times nominated for Rambuk 2008, Winner of "best innovation".•6 times nominated for Rambuk 2007, won "best use of media".•Advertising Effectiveness Award 2006 Jacobsen.

Member of the management board with overall responsibility for marketing including budgets for sales and P&L. Main contact for brand principals, and responsible for both national and international brand management, development and execution of sales- and marketing strategies. In addition the responsibility for the marketing department and logistic division.Brands: Heinz Ketchup, Nicorette, HP, Tabasco, Hermesetas, L&P, Amoy, Betty Crocker, Oscar, Bahlsen, Weight Watchers, Häagen-Dazs.Sales budget: Three digits million budget Euro.Marketing budget: Two digits million budget Euro.Results & Achievements: Average turnover growth:•2004: 19%. “Heinz ketchup market leader”.•2003: 23%. ”Heinz distributor of the year”.•2002: 21%•2001: 25%. Fastest growing Heinz market in Europe.•2000: 17%•1999: 21%Marketing Awards: •"Guldkorn Awards" 2005, Gold in the radio category, Heinz ketchup. •"Guldkorn Awards" 2004, Bronze in the radio category, Heinz ketchup.•Trendsetter prize 2004, Heinz ketchup. •Personal award, ”Heinz marketeer of the year 2003”. •Cool Brand in Denmark year 2003, Heinz ketchup.•Nominated for the marketing award of the year 2002, Heinz ketchup.•Advertising Effectiveness Award 2002, Heinz ketchup.

For the food and non-food division with overall responsibility for marketing strategies, brand management and P&L for the division. In addition responsible for a key account manager and two assistants.

For the food category with responsibility for marketing strategies, brand management and P&L responsible for the category. Also responsible for one key account manager and ass. category manager.

For the following product portfolio: Heinz ketchup, Tabasco, Isostar, Hermesetas, Options, Burton’s and Granini. Full responsibility for developing the portfolio including marketing launches, brand management, sales strategies.

In the Kvickly division with responsibility of category and marketing analysis, concept development together with six direct reports.

Responsible for area within strategic category planning. Project leader for category management projects, ECR in the SuperBrugsen division.