Henrik Gregersen Email & Phone Number

Gilleleje, Dk

Nordsjælland

Efter næsten 3 årtier med økonomi, strategi osv - og lange arbejdsdage - og alt for lidt privatliv - kom erkendelsen.Desværre meget sent. Børnene var voksne og den mistede tid med dem kommer aldrig tilbage.Erkendelsen er, at karrierer og lange arbejdsdage, alle ens ofre og alle de endeløse timer... fylder lige så meget - som hullet i vandet - efter, at man har trukket hånden op.Man føler sig rigtig vigtig og u-undværlig. Allerede 2-3 måneder efter man er gået ud af døren - er man næsten glemt af alle.Mit fokus er nu hjælpe gode og venlige mennesker til frihed og meget mere egen tid. Dette via et helt unikt produkt - og forretningsmodel.

Kongens Lyngby, Hovedstaden, Danmark

Hørsholm

Function as parttime Finance Manager for Nordic NeuroStim Aps - while seeking funds for for developing our markets.

Hørsholm, Hovedstaden, Danmark

Function as CFO parttime for Mitii Development A/S. Seeking financing for market & sales of Mitii's product.

Glostrup, Hovedstaden, Danmark

Cryptera sells, develops and produces electronic Encrypted PinPads for Un-attended payment solutions like ATM/Cash dispensers, Gas pumps, Parking payment stations etc The Products consists of integrated mechanical and electronic parts and own developed advanced Encryption Software. It is a business segment with a lot of international attention and the company has been through several mergers and thereby culture changes. The company has been owned since 2014 by Diebold Nixdorf.

Cryptera sells, develops and produces electronic Encrypted PinPads for Un-attended payment solutions like ATM/Cash dispensers, Gas pumps, Parking payment stations etc The Products consists of integrated mechanical and electronic parts and own developed advanced Encryption Software. It is a business segment with a lot of international attention and the company has been through several mergers and thereby culture changes. The company has been owned since 2014 by Diebold Nixdorf.Seen from my perspective my time in Cryptera can be seen in 3 phases:Results: Structuring Phase:• Re-arrange and build-up the Finance management system, establish a new focused reporting and follow-up process• Establish financial tracking of Projects – and financial project reports• Build an operational budget model – and not the least, build reliable forecasting process • As HR responsible - implemented corporate culture change project - with the goal of achieving a strong and organized culture throughout the company• Support executives and middle managers in the change process in their own departments • Ensure anchoring of the new culture though semi annual follow-upsChange Phase:• Reduction in administration, optimising of processes and general cost reduction projects with the aim of obtaining more funds for developing of new products• Cryptera converted from Hardware focus to Software focus in R&D and PM. New R&D Director hired to manage the changes. • Start-up of a new Product segment NFC – including new customer segments etc• Supported, monitored and followed up on the culture in these change processesOther Results:• Have completed legal negotiations of both large and small contracts with customers and vendors.• Ensured a large reduction of rent after long negotiations with the landlord - as well as audit fees etc.• Ensured a large energy reduction through conversion of ventilation systems, heating and electricity control - and energy focus in general in the company

- Responsible for Gyproc in Nordic & Baltic 2003-2005- Responsible for Gyproc & Isover in Scandinavia 2006-2010The company produces Plasterboards, Plaster ceiling boards and Insulation. There were 3 Plasterboard and 2 Insulation factories in Nordic. There is focus on total cost of production and flexibility delivery - and transportation cost. The period had 3 phases; first growth phase, then change phase with acquisition and integration into Saint Gobain - and last the phase with the financial crisis and crisis management.Results:- Secure accurate and reliable financial management and reporting incl reliable forecasting- Secure and capture the various WCM/Lean optimization programs across the region- Implement SAP i 3 Nordic Plasterboard companies in parallel - Handle financial due diligence and acquisition of a Swedish wet plaster company- Driver of the integration of Gyproc into Saint Gobain and securing and capture the synergies - Temporary responsible for procurement departing - until new procurement manager arrived- Worked closely with the Marketing Director in developing of strategies and presentations for the Board/Head quarter- From 2008 focus on crisis management and reductions - to avoid red figures. Managed!

The company developed and produced highly technology equipment for managing the tele traffic in optical fiber network. The customers were the bigger telecoms with their own tele network. The geography were DK, UK, Ireland and a JV - Fibcom - and a SW development center in India. In this period the company went through 3 phases; first sale/spin-out phase, then a growth phase followed by a restructuring phase when the telecom bubble burst in 2000. Results:- Due diligence - spin-out in 2 rounds - different interest buyers. Alcatel sold to Tellabs.- Total reorganisation of Finance and Administration - with a 75% reduction- Took over IT department - and implemented SAP - changed from Oracle- Deeply engaged in Sales and Project-sales Contract work and negotiations with customers- Establishing of a SW development center in India - chairman for a 3 man steering & work group- From Q3 2000 management of several restructuring and cost cutting rounds

- Controller in 1988- Accounting Manager 1989-1992- Finance Manager 1992-1993- CFO from 1993- Also responsible for IT & HR from 1994GN Netcom/ GN Audio is a part of the GN Great Nordic Group. GN Netcom develop and produces Headsets - and owns for example the brand Jabra. The company has a heavy growth during the period - with productions and Sales companies in Europe, Asia and North America.Results;- Secure a good and reliable financial management system through a growth phase from 120 FTE to 830 globally- Achieved more responsibility as results were achieved- Handled 3 due diligences in US - resulting in 2 acquisitions of competitors and integration of these- ISO & WCM / Lean project involving R&D, Sales Admin, Procurement and the factory in Newcastle, UK- Established finance management systems in several new Sales Companies from Japan to Italy - as these were opened