Scope and project management of major strategic projects and initiatives. Identify and drive strategic corporate projects and prioritize these with a business and company perspective in mind.Member of Sanistål’ executive management groupFocus on development and execution of the corporate strategy plan. Secure alignment with long-term financial target setting and commercial strategies. Support with quantitative and qualitative analysis. Ensure strategic planning process in relation to uncovering future possibilities in the market. Support of M&A processes on integration in close cooperation with senior management at target companies.

P&L responsibility for a total turnover of approximately 1.6 billion (2022), 9.000 Construction Customers and a sales organization with 4 Sales Directors in direct line included 35 stores across all of Denmark. In total approximately 280 employees.Member of Sanistål’ executive management group.Focus on making the division profitable again and turning an operating deficit into a positive. This by getting the salespeople to focus on profitability on each customer. Secure profit margins. Choose the right delivery methods and optimal use of sales channel.

Responsible for all customer service activities including 34 stores in retail network.Personnel responsibility; +300 employees nation-wide.Member of Sanistål’ executive management group.Focus on executing Must Win Battles, implementing new Go to Marked strategy in 5 new customer segments, drive the change management process and lead the organizational development.Optimization of cost to serve through operational excellence and secure that our customers understand the value in our range of service minded sales channels and our value creating supply concepts. Ultimate goal is to be “The value creating sourcing partner”.

Head of strategy and responsible for developing and implementing Sanistål’s overall strategy in close corporation with top management and external strategy & management consultants.

General management and head of internal sales operations and related Strategic Customer Management support as well as Contract Management.Personnel responsibility; 65 - 78 employees on five locations.Strategic management of people, resources and processes to meet strategic and financial targets in line with overall division strategy. Organizational development and optimization through high performance culture, compliance and lean procedures. Managing division P&L and sale activities which includes continuous monitoring, forecasting, budgeting and coherence to the division’s strategic initiatives. Overall responsible for company Contract Management. Sales process owner and deeply involved in process design and member of several Steering Committees (Master data, Sales and Business Intelligence) in Sanistål’s new SAP implementation. Focus on business strategy, people management, process optimization, performance measurements and general management.

Responsible for the overall Group Finance after internal and external reporting were merged. Personnel responsibility; 6 - 8 employees.Overall responsible for the quarterly and annual reporting in a publicly listed company, as well as the overall internal monthly reporting to the board. Responsible for both financial and business controlling in the group and the administration of insurances and corporate bank agreements. Part of the management groups and financial sparring partner for both Industrial Division and Construction Division in Sanistål. Focus on business insight in the business units, reporting guidelines for listed companies, change management, business cases and developing management reporting.

Management Reporting and establishment of Business Controlling throughout the Group. Personnel responsibility; 3 employees (Business Controllers). Derived from company turnaround, new and more insightful Board and Management Reporting was demanded by key stakeholders and banks. That included establishing a new and sharp business controlling unit, working and reporting across all group companies. Company turnaround also required sale or solvent closure of unprofitable and non-strategic subsidiaries in both Europe and Asia. Focus on employee development, business insight and financial damage control in international companies.

Financial Management, Production Controlling and responsible for IT infrastructure. Personnel responsibility; 7 – 10 employees. Managing finance in parent company as well as all subsidiaries (including one foreign company). Focus on turnaround process, funding and cash management as well as contract negotiations. Succeeded with business turnaround and simplifying corporate structures.

Financial Management and Business Controlling. Personnel responsibility; 5 - 12 employees. Focus on turnaround process, funding and cash management. Succeeded with business turnaround and responsible for the operational organization, sales not included. Participated in acquisitions and executed successful merger.

Business Controlling, Project controlling, Implementing new ERP system, Management reporting.