Consultancy company providing CFO services

Consultancy company providing CFO, Finance IT, Legal & Selection services to top 200 companies in Denmark.

Own consultancy company performing interim, accounting, process optimization, advisory and implementation projects.Company has existed over 25 years, and has performed various tasks for both small and medium size businesses - nationally and internationally.For further information check company website: www.minus-2-plus.dk

Responsibility for Finance and Administration, HR, IT etc. Co-founder of the companies. I have been with the company from the start creating the initial business plan, approaching possible finance partners, establishing the companies, developing the "calculator" that all lease calculations and contracts are based on, and establishing the entire finance/administration/HR/IT function.AutoWise is the result of a strategic partnership with Saxo Privatbank, and differs from other car leasing companies by supplying clear and understandable advice on the optimum finance choice.

Responsibility: all within finance/economy/compliance in Denmark, Singapore and LithuaniaMajor task has been to clear up the accounts after a period of unstability within the Finance function, secondly to prepare the company to act more as a group from a financial perspective.The company is a result of an MBO 2½ years ago, and there are still many things that need to be adjusted in order to bring the company up to the level it should have.Hired by the previous managing director who soon after left the company. Not the new directors choice. Employment ended due this

• Revenue/employees: not available/65 employees• Responsibility: all within finance/economy/compliance• Tasks/results- Management for 2 in finance- Member of management team- Migrated reporting system from MS Access model to standard software (Navision and QlikView)- Simplification af complex allocation/reporting structure- Increased flexibility and detail degree via BI with drill-down function - Improved and simplified forecast/budget process- Created a better reporting foundation- Increased comprehension and access to finance numbers.- Participated in business strategyMajor task has been to move company away from previous home made Access reporting model to reporting model using Navision as hub, and BI tool as input/output tool. Please see project description belowProcess has included addition of new departments, overall reduction of COA, allocation keys, new forecast and budget system, and many process changes.Additionally acquisition and merger of new activities has been concluded alongside the other tasksEmployment ended due to organisational changes. CEO wanted a different profile

• Revenue/employess: approx. 180 mio./ 180 employees• Responsibility: implemenation of Dynamics AX2009 in Copenhagen and Seattle, USA. • tasks/results- management of AX2009 implementtion - cGMP validation. - structuring/simplification of finance- and SCM processes.- completion of mutual processes and flows for DK/USA,- AX 2009 URS (requirement specification), barecode URSProject employment as PM on Dynamics AX 2009 upgrade. Aim of project was to establish a validated ERP system with GMP compliance, and thereby fulfill the legal requirements needed to have commercial production capability. See project description below.AX project was on an initial 12 month contract employment, but was put on hold as of July 1 and contract was terminated. However this was followed up by a 3 month consultantcy employment through own company - minus2plus.

• Business: Serviced offices• Revenue/employees: appox. 17 mio./16 employees• Responsibility: everything within finance/economy/compliance, HR/salaries & IT in Denmark, Poland, Czech & Hungary• Tasks/results- Established finance function from start- Implementation of Axapta ERP- Preperation/implmentation of internal processes and guidelines- Outsourcing of bookkeepingi- Participation in business strategyCompany started in June 2008, and all finance and HR functions had to be implemented from scratch. Due to circumstances at the time, the company was not financed sufficiently, and had to reduce costs. The company survived, and is doing well today

• Business: office supplies• Revenue/employees: approx. 250 mill./ 70 employees• Responsibility: all finance/economy/compliance, internal/external accounting, two daughter companies abroad and one in Denmark • Tasks/resultats - Management for 8 i finance, IT, reception & canteen. - Member of mnagement team- Participation in business strategy- Establishment of IT strategy- Updated/changed IT platforms- Created business analys function with more focus on gross/net discount structure

• Business: IT re-seller – BtB• Revenue/employees: appox. 2,5 bill/ 300 employees (pre merger)• Responsibility: all finance/economy/compliance, reporting, internal/external accounts, 4 daughter companies locally and abroad • Tasks/resultats- Management for 13 in finance. After merger approx. 35 with 4 team managers- Simplification of processes- Merger of 3 finance deparments in to one (Ballerup/Århus)- Road show with focus on chaniging inappropriate business processes - Optimisation of reportingDuring my employment TopNordic merged with Ementor and Atea, and is now largest re-seller within Nordic region. As a consequence a number of internal admin positions became redundant

• Business: internet portal• Revenue/employees: approx. 15 mill./25 employees• Responsibility: all finance/economy/compliance, internal/external accounts,6 daughter companies abroad and 1 in Denmark• Tasks/results- Management for 1 i finance- Member of management team.- Participation in business strategy- Axapta ERP implementation.- Reduced balance sheet in all active companies- Reduced costs- Closed inactive companiesGroup was disolved, daughter companies were sold, and all central functions where closed down

• Business: production af foods, trading with foods• Revenue/employees: direct approx. 250 mill./100 employees. Indirect approx. 1,3 bill. • Responsibility: all finance/economy/compliance, internal/external accounts, 11 daughter companies in Denmark• Tasks/results- Management for 6 - Created groupstructure by implementing unified accounting principles- Created Shared Service Center- Implemented common Axapta solution in 5 of the companies.- Collected 4 companies under common sales umbrellaAgrova's finance department was later merged with a subsidiary of DLG's finance department. Not something I recommended as the two departments were not compatible. Left the company soon after