The Elsass Foundation is a private foundation working to improve the quality of life for people with cerebral palsy (CP) and their families. We work across a wide range of areas, including research, knowledge dissemination, developing activity programmes and providing funding to institutions, associations and individuals.

Aarhus University Research Foundation with investment assets of DKK 3bn with the objective to support scientific research at Aarhus University

Sovereign investment fund co-financing the innovation, growth, and green transition of economically viable, primarily Danish SMEs, across funds, investments, and loan capital – assets of DKK 30bn, financing 2,000 companies/year, 300 FTEs, and 5-year ROE of 9.2 pct.

Role was to professionalize the Fund approach to best practice to support increase in business activities● Executive Management Group and Investment, Credit & Risk Committees ● Leadership for 6 managers with 200 FTEs – Finance, Risk, Credit, HR, Digital, Legal, Loan, & Facility● Board meetings, sub-committees (Audit & Risk, Credit & Inv., Remuneration) & Green Investment FundMain tasks:● Strategy, Execution & Organization ● Financial Planning, Analysis & Reporting ● Risk Management & Compliance● Digitalization & IT ● Operational Excellence● Commercial Loan● ESG & SustainabilityKey achievements:● Strategic Leadership: Strategy defining purpose, narrative, priorities, KPIs● Business Management: Forecasting and reporting on drivers, risks, and KPIs, supporting business and strategic decisions. Business partnering and review meetings● Risk Management & Governance: Framework inspired by Basel III defining risk appetite on six key indicators. Audit & Risk Board Committee and three lines of defense setup to ensure compliance ● ESG & Sustainability: Strategy setting targets for diversity and CO2 reduction. Sustainability report. Integrated ESG d.d. into investment process● Green Investments: Business plan to drive transition by financing of new technologies, renewable energy, and resource efficiency projects. DKK 3bn portfolio delivering -1.7m/ton CO2e ● IT & Cyber: Digital Strategy. Policy and compliance with ISO27001 including penetration test, endpoint detection, redundant server setup, and IT-reporting against targets● Data as Business Driver: AI for financing decisions gaining estimated DKK 100m. Datawarehouse. GDPR-project with a customer-centric approach● Operational Excellence: Processes and systems and customer surveys streamlining e.g. loan application process reducing time by 50% and increasing NPS by 10 points ● Talent management: Recruitment, training, succession, remuneration policy, compensation benchmarking and incentive program

Role was to present new Investment Strategy and strengthening the professional capabilities, resources, and methodologies to deliver an attractive risk-adjusted return. Until Feb. 2015 CIO at DIP / deputy CIO at JØP Member of Senior Management Group and leading investment team of 10 FTEs Main tasks:● Investment Strategy: Creating and execution aligned with objectives and risk tolerance● Asset Allocation: Tactical asset allocation and manager selection ● Risk Management: Identifying, assessing, and managing investment risks● Portfolio Oversight: Managing specific investments ● Performance Reporting: Tracking of investment performance● Alternative Investments & Properties: Identifying, due diligence, and negotiations● Compliance Oversight: Adherence to legal and regulatory requirements● Stakeholder Management: Engaging with board, beneficiaries, FSA, and consultantsKey achievements:● Investment Department Merger: Initiated establishment of a joined department of DIP and JØP ● Unified Investment Strategy: Founded on shared investment beliefs, the strategy provided a common framework and facilitated execution within two years● Team Expansion and Expertise: Strengthened and adding key expertise within areas● Strategic Asset Re-allocation: 40 pct. re-allocation and doubling of alternatives to 20 pct. (+DKK 10bn), especially to real estate, infrastructure, and credit, which contributed strongly to investment results● Direct Property Portfolio: Strategy optimizing the income streams and valuation through utilizing of building rights, modernization, and M&A● Risk Management Framework: Redefined with CFO/CRO, supporting on-going risk management, portfolio oversight, and compliance● Cost Savings and Terms: DKK 100m/year reduction from merger of assets and renegotiation of agreements, co-investments, and partnerships● Strategic Collaborations: Establishment of investment club with pension funds and managers, providing access to investment opportunities

Department: ‘Financial Risk Management’, member of Management Group, and leading three teams of 8 FTEsMain tasks (covering all my positions):● Financial Strategy & Policy: Funding, financial risk, capital structure, shareholder remuneration, and credit rating● Debt Management: Optimize capital cost through issuing, refinancing, and repurchasing (bank facilities, commercial papers, syndicated bank loans, and bonds)● Risk Management & Reporting: Monitor and managing financial risks including hedging ● M&A, Private Equity & Re-IPO: Analyze scenarios and execute financial decisions● Relationship Management: Collaborate with banks, advisors, rating agencies etc.● Cash Management: Forecast cash flows and cash-pooling agreement● Compliance: Ensure adherence to covenants, undertakings, and accounting rules● Subsidiary Advisory: Advise on planning, policy, and hedgingKey achievements:● LBO Financing: Decision-making material and implementation of DKK 100bn loan package in connection with PE take-over, including development of banking model based around the loan documentation to ensure compliance with covenant limits etc.● TDC re-IPO: Key role in setting leverage, shareholder remuneration, and rating policy targets along with preparing the offering memorandum. 30 pct of shares initially sold at market cap of DKK 41bn, making the LBO a financial success● Risk Management Framework: Developed concept aligned with TDC’s financial policy goals replicating rating agencies methodology resulting in 15 pct. reduction in financial costs● Strategic M&A Financing: Preparation and execution of decisions, including acquisition of Sunrise, disposal of TDC Forlag, and sale-and-leaseback of TDC domiciles● Share-based Management Incentive Program: Established performance-linked program where payouts were linked to TDC share price relative to telco peer group● Operational Efficiency: Optimizing of back-office administration through systems and standardization of processes

Department: Funding & Debt Portfolio Management

Department: ‘Risk Management & Capital Structure’

Corporate pension fund associated with TDC with investment assets of DKK 35bnMain tasks:● Investment Strategy: Creating and execution aligned with objectives and risk tolerance● Asset Allocation: Tactical asset allocation and manager selection ● Risk Management: Identifying, assessing, and managing investment risks ● Portfolio Oversight: Managing investments including direct property portfolio● Performance Reporting: Tracking and reporting of investment performance● Hedging of Liability Risks: Implementation and overseeKey achievements:● Turnaround Investment Strategy: Implemented Liability-Driven Investment (LDI) strategy hedging uncompensated liability risks (interest + inflation) to take compensated investment risks. The LDI strategy changed the Fund from badly to comfortably funded● Strategic Asset Re-allocation: 50 pct. re-allocation of assets to improve risk-adjusted return with an overweight to credit, particularly within commercial real estate loans, CLOs, and bank balance sheet transactions● Risk Management: Development of framework using a 5 pct. Conditional Value-at-Risk as a risk measure, aligning ongoing investment risk with the solvency level of the Fund● Shareholder Value Enhancement: New strategy reassured rating agencies of TDC sponsor liability risk and enabled the Fund to cover the redundancy costs of civil servants for TDC● Property Portfolio Optimization: Elevated income streams and valuations through disposal of non-core properties and utilizing of building rights