• Start-up role to establish the global shared services center for Maersk Supply Service, including set-up of new legal entity to enable separation from the APMM Group. Initial scope Procurement & Supply Chain and HSSEQ• Designed compensations & benefits packages, defined employee handbook and policies, negotiated all contracts related to the entity such as travel, office, banks, lawyers and insurances • Successfully insourced and migrated the company’s global accounts payable as well as IT support and operations• In addition to MD role, functionally responsible for the Procurement & Supply Chain and Accounts Payable teams along with HR/recruitment Selected results• Highest employee engagement and leadership score among all leaders in the company, invoice payment on time improvements from baseline of 40% to 86%, cost per invoice at index 26 compared to top quartile benchmarks. CSAT score for IT and Procurement of & Supply Chain 4.5 out of 5. OPEX and SG&A savings delivered exceed fully loaded staff cost.

• Stabilize, further develop and lead a centralized shared services department with global responsibilities within supply chain, digital procurement, strategic sourcing, project procurement, responsible procurement, category management and capability building for the A.P. Moller Maersk Group’s 400+ vessels and rigs• Development and implementation of site and HR strategy and part of 2016 global procurement strategy team• Responsible for 120 people, including 8 managers Selected results• Highest rated trainer in the global Supply Chain Excellence roll-out• Enabled staff engagement above global average, attrition on downwards trend year on year and significantly below local benchmarks, customer satisfaction and procurement KPIs improvements year on year to best in the Group• Initiated a scholarship program talented, underprivileged scholars along with a talent development program for internal leadership talents• Initiated a mental health support framework as one of the first companies in The Philippines

• Contract-to-delivery for 180+ vessels in global trade, with total spend of 320 mill USD• Responsible for 46 people across sites in Oslo, Mumbai and Kuala Lumpur. Reference to the President and part of Wilhelmsen Ship Management’s management team• Professionalized the procurement organization by a.o. implementing category management, procurement KPIs / dashboards and introduced a strategic approach to procurement • Remote and on-board Vessel IT Support and Business Architecture for WSM • Established a new procurement team in Kuala Lumpur and migrated responsibilities from Mumbai to Kuala LumpurSelected results • Cost savings of 19% on largest category; enabled procurement to influence the top line of the company

• Established and lead a centralized purchasing & logistics shared services department with global responsibilities for the APMM Group’s 400+ vessels and rigs. • Talent acquisition and training according to the needs of the individual business units • Drove procurement offshoring within the Group • Talent development; created and implemented HR strategy and performance incentive scheme • Transitioned from script to knowledge-based operation• Responsible for 106 people, including 7 managersSelected results• Developed 10 talents who took up roles outside of Manila in the global organization• Managed 90% of the Groups global order-lines and 95,000 invoices after 2 years of operation• Exceeded the stretched target for the department by 40%• Established local CSR initiative sponsoring 15 underprivileged children

• As regional purchasing head, established and lead new, regional purchasing & logistics office covering requirements from Asian suppliers for all APMM’s vessels and rigs• Sourcing and category management for Asian suppliers• Conceptualized, “sold” and established a centralized purchasing function for Maersk Drilling in Asia-Pacific• Optimized total logistics cost and processes within the Asian Pacific region, including responsibility for 4 consolidation hubs in Singapore, Japan, China and Korea• Supplier relations and performance management for Asian suppliers• Constantly adjusted supplier base to match spend within the various categories• Drove business process offshoring to new shared services function in Manila• Responsible for integration for Brostrom Tankers (Singapore)• Within four years from start-up, responsibilities and tasks had grown significantly beyond initial business plan, staffing increased from 2 to 13 reports (operational and strategic purchasers)

• Established new section, including development of SOPs and roles/responsibilities matrix • Overall responsible for all supplier agreements and supplier performance• Maintain and further development of e-catalogue• Project and change management for purchasing process optimizations• 4 direct reports (project managers and contract managers)• Project procurement for high value / strategic purchases

• Purchasing and logistics for all company owned Maersk Line vessels• Category management for selected categories • Development of performance measurement tools, e.g. work load indicators, supplier and vessel KPIs • Created business plan for establishment of regional purchasing office in Asia and obtained sign-off from top management• Owner of the procurement procedure manual

• Operational purchasing and logistics for Maersk Line and Maersk Tankers vessels• Category Management for selected categories• Section deputy

• Coordination of operations and customer service activities for Maersk Line• Established representation in Guinea Bissau through 3rd party agent, hereunder negotiations and agreements with port authorities and 3rd party agent, develop customer base along with general sales and marketing activities• Country Business Process Improvement project manager

Secondment to Maersk Drilling • Accounting and cost control for administration and overhead expenses• Administration and overhead budgets and estimates

Secondment to Maersk Line• Front line customer service and capacity management • Operations, including dangerous cargo coordination and documentation

Secondment to Maersk Line• Monitor and drive improvement of terminal efficiency in Europe and West Africa• Management reporting on terminal efficiency

Secondment to Maersk Data• On-line user support on in-house systems• Database maintenance and user administration

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Sales and customer service