Logistics company with imp-/export consolidation and distribution, warehousing, and 35 trucks. Key customers DHL, Proctor & Gamble, Toyota Astra Motor, Indonesia.• Refocussed management and engaged organisation after an acquisition and a subsequent merger.• Established in cooperation with management a Post Corona Strategy which is now under execution. • Critical Capacity alignment to customers forecast, adjust assets composition to post pandemic realities.• Invest and divest plans and execution.

State owned engineering organisation with research and certification of high-speed trains, windmills, and vessels. With direct reference to CCS’ management and Board in Beijing drive and support the project implementation and execution of CCS’ strategy plan linked to Ministry of Transport’s 14th 5 Year Plan.• Project management: Strengthen CCS’ internal best business practices.• Enhance the collaboration with the relevant Danish organisations, agencies, and customers.• Execute the plan to enhance the brand recognition.• Expand especially the North European owned and operated fleet classified by CCS.

Under the auspices of Ministry of Foreign Affairs and mandated by Danish Maritime Authority posted as diplomat with sector expertise to Improve Framework conditions, Strengthen Bilateral Relations and Promote Danish Commercial Interest.• Project Management: Successful plan, coordinate and drive the collaboration between the Chinese and the Danish authorities by completion of the Bilateral Strategic Sector Cooperation Phase 1 joint work program and successfully complete application and get political and economical approval for Phase 2.• Coordinate, negotiate and conclude bilateral MoU between Danish / Chinese authorities and ministries, contributing to Danish Climate Diplomacy within maritime green transition & sustainable development.• Plan and execute planning cycles for workshops and seminars within maritime safety, green shipping and green shipbuilding linked to UN SDGs e.g., CO2 reduction, Digitalization, IMO regulations, alternative fuels, autonomous ships, ballast water treatment, Sulphur emission reduction.• Speaker and presenter at various maritime meetings and conferences like China Maritime Economy Forum 2020 in Shanghai.• To support and promote Danish trade and business interest being member of and/or participant in:o EU Delegations Transport Counsellors meetings,o Danish Export Association, Marine and Offshore Wind Group Board of Directors (observer) and the Networking meetings.o Euro Chamber Shipbuilding working group.

Denmark’s largest automotive company importing and distributing VW Group’s WV, Seat, Skoda, Porsche, Bentley, Lotus, Lamborghini. Assigned from Corporate to “Semler Agro”, newly formed by M&A.Responsibilities and results:• Head major organisation & processes project to harvest benefits from four-company M&A, implementing a leaner organisation structure and simplified processes.• Successfully led implementation of leaner organisation structures and processes • Analysed and identified 3 potential markets within China, Sub-Saharan Africa, Latin America.• Developed a coherent strategy and business plan for each market and executed same.• Cooperated and met with local authorities and business entities on market assessment tours.• Signed distributor MoU with 2 Chinese companies. Identified 2 potential distributors in Africa.• Negotiated an optimized logistic agreement with 2 leading international transport cos.

One of Indonesia’s largest transport companies and the country’s largest ship owner.Encompassing stevedoring, ports, logistics and trucking company, warehouses, 57 vessels.Responsibilities and Results:Development and Asset ManagementPrime participant in a multilevel strategic turn around and business development plan. Responsible for the assets’ life cycle; Capex, Revenue, Opex, & RONA for amongst others 50 container vessels, 7 Bulk and MPP vessels, as well as 2 container port terminals. Having the Ship Management organization in reporting line. Increase use of IT systems in the daily operation.Drive operational excellence, clarify roles & responsibilities, implement KPI, participate in talent recruitment and enhance the job competencies.Directly engage with major suppliers and key charterers and customers, strategize and develop relations and negotiate business deals and contracts.With the DPA as a reportee initiate HSSE drives and improvements. Share best practices as part of a learning organisation.Developing and mentoring talent.

An Indonesian ship owning company, leading within transhipment, with stevedoring, 4 floating ports, 28 tugs and 32 barges. Part of IMC Pan Asia Alliance Group.The prime task was to turn years negative economical trend which was achieved with success.Over all P&L responsible for the BU organization and its operation of 4 Offshore loading stations (for Handymax to Capesize), 28 tugs & barge sets and 2 branch offices.Align the BU strategy with the Group’s over all strategy, set up budgets and meet/exceed targets, engage-, develop and motivate staff.Report results to Group CEO and other stakeholders on monthly basis.Drive Ops. Excellence initiatives from order reception to cash reception. In conjunction Corp. HSSE strengthen the safety culture & loss prevention. Implement Planed Maintenance System in Ship Management. Enhance Good Housekeeping in cooperation with Internal Audit. Participate in the Sales & Marketing Strategies, its business development and with Key Customer contacts and contract negotiations. Promoting and supporting the recruitment, development and retention of talent.

Create a business model, strategies and an associated organization.Running Operations of Group's activities; Supply Chain Management.Import, Agency and Distribution of Fast Moving Consumer goods.Logistics, Forwarding and Warehousing.

Establish and merger Maersk Line’s Middle America Country Cluster, as it’s Agency and Line Management organization.Develop and align strategies, objectives and KPI targets in accordance with Maersk Line’s overall Latin American Regional Strategy.Being responsible for freight revenue, feeder utilization and route specific volume allocations, as well as for the intermodal unit cost.Contact and networking with international and regional Key Clients.Initiate Lean Six Sigma drives in all agency processes and being the Cluster’s project sponsor of the SAP implementation.High focus on the employees and their competencies, achieving the 2nd highest productivity per employee and the region’s highest Employee Engagement score in 2008.

Managing Maersk's BU operations in Honduras, engulfing Maersk Line, Maersk Logistic/Damco and Bridge Intermodal Transport.Responsible for a hands-on turn around and operational excellence drive on critical processes hereunder the interaction with the Global Service Centers to obtain the needed cost efficiencies.Maintain relationship with international and national Key Clients. Revamp all Agency Liner functions and processes and instill an increased priority on KPI deliverables.Driving Employee Engagement with the region’s highest 2007 score.

Establishing and Running a Corporate organization. Supply Chain Management in geographical and political hot spots.Overseeing operations and the fulfillment of national contracts with in Defense Logistics and Aid Programs, as well as private company's involvements in above. Close interaction with clients.

While responsible for Maersk Kuwait, establishing new Maersk Line and Maersk Logistic agency organization in a war torn Iraq. Opening and running Port of Al Zubayr in Basra Province.Develop and cascade SOP for all functions, Intensive contact with customers and various government authorities and diplomatic entities in a very fluent and dynamic environment.

Heading up Maersk Line’s and Maersk Logistics’ activities in Kuwait, being responsible for the strategic alignment and the P&L for both business units.Ensure Agency’s ability to deliver products in a period with record volumes by enhancing precision in critical functions with SOP revision and familiarization through out the organization. Define priority volumes and customers, intensify networking with customers and authorities, and manage all stakeholders’ expectations.

With matrix reference to both the Country Manager and the Regional Line management in Singapore lead Maersk Line’s Agency function headquartered in Jakarta and with 11 branch offices through out Indonesia.Heavily involved in the merger of the newly acquired "SeaLand" to create an efficient and well functioning organisation.Oversee the set up of sales & marketing strategies and establish freight and volume budgets.Assist the Sales team to meet and exceed targets.Four years with record growth on volumes and earnings demand special attention to cargo mix. Improve CRM hereunder maintain direct contact to global and national Key Clients and monitor Account Receivables.Optimize operational processes, improve data & documentation quality. Strengthen talent recruitment, development and retention in an emerging market.