co-owner of candor Aps (www.candor-dk.com) and SMEL Industry Aps (www.smel.dk)

Find out more at https://crosswalker.dk/en/

• Career coaching to other like-minded business individuals• Help my Partner with her startup as self-employed to become a business• Helped Danish startup with shaping their business plan to be able to go to investors for money

Find out more here: www.smel.dk

• Responsible for the full P&L for both the UK and DK companies (full value chain from de-sign to end of life) • Turnaround in EBIDTA of c.$10 million (20%) by improving the cost base (reducing COGS, operating overheads and fixed costs)• Managed the transition from a PLC Group to a PE stand-alone company which included simplifying the gate model to fit SME and introducing SCRUM, improving OTTP, DPPM and order processing times by using stand-ups in the teams• Increased the sales pipeline with 100% to £200 million • Established a product-focused culture by achieving a balance between technology and mar-keting. Evaluated the business case for new R&D ideas and produced a roadmap for all 5 product lines

• Responsible for the full P&L in Spectronic (full value chain from design to end of life) • Over 5 years, I led a turnaround in cashflow from a debt in 2009 of 35 million DKK to a posi-tive balance of 80 million DKK (50% from improved efficiency and 50% from by improving the cost base) by reducing COGS, operating overheads and fixed costs and divesting a di-vision/product family• Introduced modularisation into R&D by using 27 main print boards to make 275 different products fitted to customer specifications• Planned and implemented moving to a smaller foot print and a more central location• Identified and implemented key core values including, Trust, Trustworthiness, Happiness and a ‘Can do’ Attitude

• Integrated the Nordic Finance team to operate on one system and one team• Changed the business model to be more customer focused• Got into a new market of much higher value (pharmaceutical Salt) by large investments in process improvement and physical assets

• Integrated the 4 Finance teams at the 4 productions units (separated by 30-50 km) to operate on one system and one team• M&A of one similar size company in wood industry (both c.20 million£ turnover)• Optimised the supply of wood from Ukraine owned supplied including the resolution of ex-port issues and quality

• Consulted small and Medium sized company in the food industry mainly around business systems and export issues• Helped Danish startup with shaping their business model for importing quality food product to the retail in Denmark (Chocolate, Ice, Port wine and Cheese)

• Integrated the 6 Danish and 1 German Finance team at the 7 productions units (separated by 30-100 km) to operate on one system and one team• Optimised the ERP-system (SAP) by translating one raw material into 100 finished goods which became SAP’s new worldwide standard• Provided stakeholder management by overseeing bi-weekly meetings with the executive board and quarterly meetings with the extended board

• Changed stand alone Business system to standard from IBM• Part of 5 M&A from ranging from Executive presentation, due diligence, and negotiations and implementations of new reporting structures (1992-2001)• Divested the service and Aftermarket division