The company:Plecto ApS is a SaaS company, offering a Performance Dashboard tool for real-time visualization of vital KPI's to motivate sales and service teams - worldwide. Plecto has +40 great employees at our locations in Aarhus, Warzaw and Guatemala, a very international team with more than 15 nationalities represented. Plecto has seen impressive growth over the years and as a result it is today sold in more than 70 countries. Plecto has over the years attracted an impressive line-up of investors, including Jesper Buch, Jan Lehrmann, Nordic Eye and more.Responsibilities and results include:- Successful transition from a founder-lead company to me as a professional CEO.- Leading and empowering a young team to make their own decisions and see them develop.- Business optimization and fine tuning of strategy and GTM to secure the right direction. - Organizational and financial turnaround to make Plecto a profitable SaaS company. - Plecto has been cash-positive since last summer '23 and have now also reestablished positive equity.- Establishment of an entire new management team with the roles of CFO, CMO and CTO. - Close cooperation with a professional board of entrepreneurs, including chairman Jan Lehrmann.

Strong, international, commercial leader with the right track record to scale your business; in Tech (B2B), Wholesale (B2B2C), Furniture (B2B2C), SMCG.Offering C-level interim services within:- Strategy transformation and execution- Business development and process optimization- Sales management and structured sales process- Go-to-market strategy- Internalization / New Markets- Digitization

The Company:VIS Performance A/S (former Dialog Data A/S) is a small BI/CPM software company, founded in 1993. The company develops, sells, and implement its own software. VIS Performance has always been financially strong, with a stable customer base, but without any significant growth.Responsibilities and results include:I was brought in as CEO to provide commercial leadership and help fuel a substantial growth to fulfill the untapped sales potential of the company. The owners gave a commitment of a substantial long-term investment in product development, organizational growth, sales, and marketing.Completed a (non-financial) turnaround in all aspects of the business, from product to organization, systems, sales & marketing and corporate image. Implemented a much more structured and professional approach to all aspects of the business.Helped fuel product development and new product release at an unseen pace, including the launch of the companies first Cloud application, in record breaking time.Recruited and build a sales and marketing team to assist in a systematic sales process, where digital account-based marketing and telemarketing was to support a steady onboarding of new customers. Re-positioned and rebranded the company from the old name and location to the current VIS Performance and brand-new office space in AI Innovation House.Despite initial sales success and great momentum in cooperation with our existing customers our new biz sales were heavily influenced by multiple Corona lockdowns.As a result of disappointing new biz sales, the owners wanted to reduce cost in sales & marketing. As opposed to reducing direct sales and marketing FTE’s we came to the agreement that I should step down.The company CTO and founder has reclaimed the CEO title and my role will not be replaced, they have also chosen to continue with the same plan and strategic initiatives that I had introduced.

The Company:TARGIT A/S is one of the world’s premier business intelligence and analytics software providers, with more than 400,000 users in more than 60 countries.TARGIT A/S, HQ is in Aalborg, Denmark, with a US subsidiary in Tampa, FL and more than 70 employees.TARGIT A/S was acquired by the P/E fund GRO Capital A/S in January 2017, ending management by the company founder and starting a transformation that has since replaced the entire management team. Responsibilities and results include:After TARGIT had a change of CEO in late 2017, I was promoted to CCO and trusted with even more strategic tasks. Our professional services department was added to my team, giving me the total commercial responsibility for sales, marketing and implementation, a total team of 22 FTE’s.I helped develop and implement several strategic initiatives, including retaining and growing our install base, developing new vertical markets and transforming our entire software price offering from perpetual to subscription-based pricing. To better support our digital marketing approach, using account-based marketing and business development reps on the phone we implemented Sales Force as our new CRM system.In my last year at TARGIT we managed to overcome strong competition and almost reached our budget; in my last active quarter sales were above budget. I am proud of our achievements at TARGIT, of the teams and the shape of the business I left behind.

Responsibilities and results include:After TARGIT was sold I was also given the task of heading our EMEA marketing team. Marketing had always been a focus area of TARGIT but with a more global and corporate approach. I changed this and rebuilt an EMEA marketing team, more focused on sales enablement and account-based marketing.I worked closely with our CEO and board to harmonize strategy and growth ambitions of our new P/E based owners. I developed an EMEA growth strategy that included taking control of key markets from distributors, changing our approach to a more direct vertical approach to key industries, in response to the increasing competition from other BI providers.

Responsibilities and results include:I was given free hands to review and optimize the entire EMEA sales operations and GTM strategy of TARGIT, EMEA contributed with approx. 70% of total company revenue.I implemented a focused strategy to sell more in fewer markets and through fewer resellers than before. Together with my great sales team, we managed to increase software sales by 65% in the first year. To successfully fulfill our customers’ demands, we needed to change our channel strategy and increase our direct customer interaction in software sales and implementation services to assure best practice in both sales and implementation of our software.We retained the best resellers and increased our direct sales from almost 100% resellers sales to 50/50. We expanded our pre-sales and services offered to customers and with those combined efforts, we grow total EMEA new biz revenue by 66%, just prior to selling the company to a P/E fund by the end 2016.

The company:Sports Backup is one of the largest golf wholesale operations in the Nordic market. Office and warehouse is located in Aarhus, and the company has a sales subsidiary in Sweden. In the past few years, we have grown from a major Danish wholesale operation to a major Nordic player.Responsibilities and results include:Beyond the role as CEO, the job includes a 50% part ownership of the business. I have had the full responsibility for all aspects of the business from strategic to tactical and operational level.Initial focus was on trimming the operation, modernizing the product range, increasing sales and improving margins. Next step was to develop a new growth strategy with the clear focus of expanding Scandinavian operations. The strategy was implemented in the summer of 2012, where I negotiated a sale of our UK operation to Japanese Bridgestone. At the same time, I had negotiated the purchase of a Swedish golf wholesale operation that we took over that same summer. In the fall of 2012, we changed the company name to Sports Backup to reflect that a new major Nordic player had been created.Today, the two operations are fully integrated. All back office and logistic operations are located in Denmark, and Sweden is now solely a sales operation. The company is now a very attractive bridgehead for new suppliers into the Nordic golf market. This will serve as a solid foundation for the company’s future growth.In my almost seven years in Sports Backup, we have increased the company turnover by 60% in a golf market that has seen an overall decline of at least 30%. The turnover has been achieved with fewer staff and less than one third of the products offered seven years ago.

The company:Bodilsen USA was a subsidiary of Bodilsen A/S, one of the largest Danish furniture manufactures with more than DKK 1 billion in turnover and more than 1000 employees.Bodilsen manufactured lower-end furniture for customers like IKEA and JYSK, sales in the US focused on OEM projects to some of the largest retailers in the world.Responsibilities and results include:Developed and implemented a new business strategy for the company in North America.Built a new US organization, sales channels and a sales agent network throughout the US.Managed OEM product development projects with a sales value of DKK 50-100 million.Handled customer-specific sourcing of products directly from manufacturers in China.

The company:Small software company with a unique software application for document/information handling in the construction industry. Responsibilities and results include:First CEO position.Developed a new business strategy, company profile, marketing- and sales strategy.Replaced all key staff members in my first three months.Initiated an investor process that eventually led to a sale of the company to an industry competitor.

The company:An innovative Danish IT company, which had just developed a unique software product for Club 8. The company grew from 15 employees to more than 60, and I helped the owners sell the company to a large Canadian ERP provider in 2000.Responsibilities and results include:I was responsible for developing an industry standard for configuration of complex products based on the software developed for Club 8. Responsible for budgets, sales and marketing strategy, and in charge of both software development team, consultants, sales and pre-sales staff. After RunTime was bought by Geac, I became global product responsible and headed the roll-out into a number new markets and industries. Landed the company’s largest order at the time (DKK 35 million) and became project director with the overall responsibility for implementing the order with a major Danish company. Developed the business unit from an annual turnover of DKK 2 million to DKK 15 million and expanded the product team from 3 to 15 employees.

The company:Club 8 (now Bo Concept) was at the time a very successful manufacturer of modular furniture, sold through retailers throughout the world. Today their designs are sold entirely through franchise stores called Bo Concept. I completed my master’s thesis (a market analysis of the Australian furniture industry) for Club 8. They employed me the day I graduated and sent me to the US to help build the US market from their newly established subsidiary called Club 8 Furniture.Responsibilities and results include:My initial market responsibility was the western USA, but I ended up as National Sales Manager.Established and expanded a dealer network throughout the country. Worked in all sales processes from canvas sales to large key account management. Travelled more than 150 days a year.