Chief Strategy Officer and Head of Corporate Strategy in LEO Pharma

Reporting to the president of DuPont Nutrition and Health (a DuPont business segment with revenues of approx. 4Bn USD) responsible for driving projects incl. but not limited to: - Strategy Process of DuPont N&H- Execution Review Process of DuPont N&H (creation of business plans to achieve targets set forth by the Office of the Chief Executive of DuPont (OCE))- PMO realizing productivity efforts related to revenue growth, cost reduction, working capital optimization and capital/asset efficiency- Portfolio analysis and differential management- M&A screening and valuation- Investor Relations liaison of DuPont N&H to Corporate IR in DuPont- Resource planning of major efforts – e.g. integration of Danisco and Solae while achieving double market growth, synergy realisation – within DuPont N&HPart of the DuPont Post Merger Integration team. Part of the PMO reporting to the OCE and part of the Nutrition and Health integration team responsible for identification and realisation of both revenue and cost synergies.

Part of the core team that drove the sales process leading up to the DuPont offer to acquire Danisco at a price of DKK 700 per share at a time when Danisco was being traded at an all time high of DKK 530 per share. Part of Danisco Corporate Development reporting to the CEO. The remit of Corporate Development included M&A, corporate strategy as well as corporate restructuring initiatives. Areas of responsibility (non-exhaustive): - Running, tracking and identifying resolution of issues of a group wide strategic programme aiming at creating a sustainable platform for profitable growth. The simplification programme included projects within finance noted below in addition to a range of other projects spanning core business and back office functions. The programme reported to the Executive Committee and Board of Directors of Danisco and had a run rate EBIT impact in excess of 200Mn DKK- Creating the first integrated group strategy framework, including conducting divisional strategy workshops and consolidation of divisional sub-strategies into a coherent group strategy. The work also included management of a team of 10 internal and external consultants

Responsible for identifying, assessing ROI, and implementing development and improvement projects within Danisco finance. Managed an internal team of 12 employees as well as a team of 8 external consultants. Key projects included: - Opportunity assessment, design and implementation of a global financial shared services organisation building on two main organisational pillars – local finance and financial shared services centres in Europe, Americas and Asia Pacific encompassing approx. 300 employees - Creating the framework and strategy for the Danisco finance organisation

Assisted a broad range of clients including global fast moving consumer goods companies, global pharmaceutical companies, global NGOs in the development sector, and ministries within the Danish central government with strategy creation and execution as well as business case modelling and measurement of return on investment. Focus was on enabling clients achieve value and efficiency by assessing, designing and implementing improved operating models. This work spanned the creation of multi scenario business cases related to establishment of back-office shared services organisations, following through on recommendations of such business cases as well as outlining growth strategies and setting up frameworks for enterprise performance measurement. Examples include but are not limited to: - Global FMCG: Drove the development of an enterprise performance measurement model and an implementation roadmap to create a performance driven organisation enabling executive management to realise the new Corporate Strategy aiming at doubling the company’s top line - Global NGO: Led the creation of a growth strategy for emerging and mature markets for a global NGO with a larger vision of achieving the (nature) conservation mission in Asia Pacific. - Global NGO: Supported the CEO of the National Office in Bolivia and more broadly the senior leadership of the Latin American region with analyzing, comparing, and evaluating the return of the current project portfolio as well as creating a future strategy within Economic Development (E.D.). - Danish Ministry of Finance: Headed an organizational review, business case creation, internal and external benchmarking analysis and strategy development of moving to a shared services platform for all major administrative functions across the Danish central administration - resulted in implementation across 3 functional areas - HR, Finance and IT.