Brian Hedegaard Høegh Email & Phone Number

Odense, Dk

Ringsted, Sjælland, Danmark

- Sales Director Dagrofa SPAR, Min Købmand og LETKØB- Led operations with a turnover exceeding DKK 7 billion and oversight of more than 420 stores. - Managed over 4,000 full-time employees indirectly, focusing on employee empowerment to drive performance and increase job satisfaction. - Direct responsibility for managing and developing 17 area managers, ensuring consistent retail excellence and operational efficiency across all stores. - Engaged in strategic initiatives and project work, emphasizing the ongoing development and implementation of the “Share and Care” philosophy, which promotes knowledge sharing across the organization to ensure best practices. - Committed to creating a positive work environment that fosters employee development, satisfaction, and supports sustainable business growth.Key Responsibilities:- Financial Oversight: Managed budgeting, sales analysis, operational optimization, and KPI tracking to ensure financial health and growth.- Sales Strategy Development: Designed and executed roadmaps, tools, and initiatives to enhance sales performance and profitability.- Operational Excellence: Ensured the successful implementation and execution of all concept elements across the store network.- Strategic Contribution: Played a key role in formulating and executing strategies at both tactical and operational levels, focusing on areas such as expansion, franchise development, and digitization.- Store Development Master Planning: Led the creation of a comprehensive master plan for store development, including generational transitions, renovations, and relocations.

Danmark

Head of Telenor Retail B2C & B2BManaging +220 FTE. Empower employee to create better results and higher job satisfaction. Management and development of 3 area managers. Ensure high level of retail basic in all stores. Strategic and project work at the headquarter in Copenhagen and Aalborg. Continued development of "Share and Care" philosophy - Basic knowledge sharing across the organization to ensure best in practice. - Channel strategy B2C & B2B SA --> 2025- Sales and service to new and existing Telenor customers- Deliver value and sales (GA, NM, insurance and accessories) on B2C & B2B SA target- Channel profit/loss- Drive performance, productivity and efficiency in Telenor stores- Strategic development of Telenor stores aligned with distribution strategy- Customer experience and unified culture in Telenor stores. Transformation towards a more digital customer journey- Footprint optimization - Implement new store formats across footprint- Anchor COPC standard - Drive digital onboarding and gathering of consents- Collect customer & Market insights to support functions- Anchoring of must win battles and projects in Retail- Change management (John P. Kotter)

Københavnsområdet, Danmark

Responsible for long-term development of the retail business in Telenor A/S including store design.- Channel strategy B2C -> 2020- Testing physical robots to interact with customers (BEAM)- Audit Concept management & Auditing in stores- Retail Capex projects- Operational OPEX- Building digital processes and structure to ensure a more efficient store management- One Screen POS business owner- Store sales optimization in segmented clusters and minimize district silo in districts- Develop and maintain DK clusters based on Customer insights and demographic data- Long term activity planning in clusters and retail DK- Secure business with Retail specific insights - Develop and maintain Retail Operational setup and functionality plans on all levels- Represent Retail in operational and tactic forums- Location events- COPC anchoring in Retail - Customer Experience setup in Retail

Ålborg Området, Danmark

Responsible for long-term development of the retail business in Telenor A/S, including construction and implementation of cluster based setup across the established districts to maximize results by using best practice and available cluster data. - Channel strategy B2C -> 2020. - Store sales optimization in segmented clusters and minimize district silos.- Develop and maintain DK clusters based on customer in-sights and demographic data.- Anchoring of must win battles and projects in Retail.- Workforce optimization and accuracy of FTE per store.- Long term activity planning in clusters and Retail DK.- Secure business with Retail specific insights.- Develop and maintain Retail operational setup and functionality plans on all levels.- Sales forecast on cluster and store level.- Support managers in store performance improvement and sales per FTE.- Represent Retail in operational and tactical forums.- Footprint optimization and off location events.- COPC anchoring in Retail.- Gamification (Payrole model)- Transformation towards a more digital customer journey.- Change management (John P. Kotter)

Odense Area, Denmark

Responsible for 13 stores including budget and accounting follow-up. (Due. savings and cost reductions, Telenor has removed a complete management layer. For the same reason I returned to the position as area manager)Turnover approx. 100 mio. Managing 80 FTE. Empowered employee to create better results and more job satisfaction. Management and development of store managers (13 FTE). Through sparring and follow-up, ensure that business goals are met. My main focus was to ensure high standards regarding core business tasks, high level of training and coaching on employee level in all stores as well as making sure that all stores use the same high standards regarding customer service and business readiness. At the same time, I implemented a thorough training culture in my district which in time was implemented in all of Retail. The biggest challenge was that we should improve earnings while we reduced the number of stores. During my time, we went from 110 stores to about 75 stores and we did it without losing our revenue. The recipe was inclusive leadership with involvement of all leader in the management team and the actions that created the desire, motivation and job satisfaction. On top of this, I focused on daily sales training in all stores.

Kolding Området, Danmark

Responsible for region VEST (35 stores + 40 Expert Radio / TV stores) including budget follow-up. Turnover + 400.mill. Managing 200 FTE. Empower employee to create better results and higher job satisfaction. Leadership and devel-opment of regional leaders (4 FTEs). Ensure high level of retail basic. Strategic and project work at the headquarter in Aalborg. Developed "Share and Care" philosophy - Basic knowledge sharing across the organization to ensure best practice. Financial and forecast responsible for Retail West. Telenor is on a long journey where the goal is to create a better customer experience and thus ensure a better result. Cultural change, transformation of various sales channels, building training culture, actions that ensured job satisfaction and empowerment by the employees, team building - all in order to make retail more efficient. We managed to set the direction and improve the results even though we also had to reduce the number of stores due to cuts.

Ålborg Området, Danmark

Responsible for the stores (16 stores - including franchise stores) including follow-up on budget. Turnover + 80. mill. Managing 60 FTE. Empower employee to create better results and more job satisfaction. Management and develop-ment of store managers (15 FTE) Ensure high level of retail basic. Project work and due diligence. Telenor is on a long journey where the goal is to create a better customer experience and thus ensure better results. The challenge consisted primarily of gaining control of op-erations and earnings as well as getting a common direction for all store managers. This was gained through a visible and inclusive management style.

Vejle Area, Denmark (And Esbjerg)

I started as store manager in BAUHAUS, Esbjerg. From 2006 in our new store in Vejle managing 8 head of departments. As store manager, I was responsible for everything including daily operations, KPI’s and all decisions regarding maintenance interior and exterior, infrastructure, local marketing etc. My team and I won best Warehouse in 2007 and 2008. In 2009, I was headhunted to lead the grand opening of our first store in Iceland. Unfortunately, the project was suspended 4 weeks before the opening due to the worldwide economic crisis. ---Large German DIY company with branches in many European countries. Department stores from 5,000 to 20,000 square meters. Concept controlled, clearly based on a generic setup with national adjustment of range and culture. A good workplace with great opportunities for personal development.

Esbjerg Området, Danmark

TH import was a small company with 3 employees. We imported new and used garden machinery from Germany and sold them to the consumer in Denmark via the Internet. My primary job was marketing, webshop, sales, purchase of spare parts, negotiating agreements and contracts with suppliers.

Odense/Esbjerg Området, Danmark

Responsible for daily sales, operations, planning and execution. Also, responsible for marketing and promoting in local area. Motivating and training employees and sales trainees. After that responsible for the grand opening of the warehouse in Esbjerg. This included interior design, economy, recruitment, marketing, training of staff, etc.---Merlin (owner of Electronic World) was a nationwide chain of MEGA stores selling computer, audio/video, cameras, mobile phones and music – sales area of between 2.500-4.000 square meters.

Odense Området, Danmark

Recruitment of new employees to the stores in collaboration with the store- and district managers. Representative of the company in different contexts. Introductory course for new employees. Produced and published employee newsletter. I was certified in PROFIL person analysis tool for use in recruitment purposes. Due to heavy expansions in new stores my main assignment turned out to be recruitment. This presented a challenging new way of work for me since I learned that I thrive in an environment where your performance is measured on a daily or monthly basis. ---Merlin was a nationwide chain selling computer, audio/video, cameras, mobile phones and music. The size of the stores was 150 - 400 square meters.

Vejle/Kolding/Odense Området, Danmark

Responsible for daily sales, operations, planning and execution. Also, responsible for marketing and promotion in local area. Motivating and training employees and sales trainees. The assignment consisted of two phases. Initially I had to turn the store in Vejle around. Then I had to take over the store in Kolding Storcenter and secure continued development. My biggest accomplishment was to turn around the negative development the store had been in. This, since it was due to bad management, was achieved by completely re-building the store and re-branding it towards the employees. This highly motivated the team of employees and secure the needed success. ---Merlin was a nationwide chain selling computer, audio/video, cameras, mobile phones and music. The size of the stores was 150 - 400 square meters.

Odense Området, Danmark

My job was to help with the transformation from the "BIG Store" grocery chain to the Kvickly concept. In the beginning with responsibility for hardware and audio/video. Later as head of department in the store. The challenge was to bring about a new culture and to get the employees to embrace this culture. At the same time, we had to ensure increasing sales figures.---Kvickly is chain of warehouses which featured food and also has a smaller selection of nonfood items. The size of the warehouses is 1.500 to 4.000 square meters. At the time of my employment Kvickly took over another grocery chain, BIG Store

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1, Merkonom

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