I was the first employee hired and had the responsibility in developing and selling pilot project with autonomous vehicles in the Nordics. After having the first contracts signed, it was clear that the biggest challenge was to obtain the necessary approvals from the authorities to drive on public roads. After a year I became overall responsible for creating a new planning department and build a strong team around me.As part of preparing the company for external investment, I have further been implementing our own financial system, been responsible for the daily finances and P&L follow-up.Key results: • Developed and sold 3 out 5 of Holo’s contracts with external parties and negotiated the contracts• The first obtain an approval for autonomous vehicles on public roads in Denmark• Successfully developed and implemented the Planning Department• Obtained approval for driving with autonomous vehicles in five different countries• Successfully developed and implemented the Finance Department

In 2006 I bought 50% of the company LEIKA, which designed, produced, and sold furniture for day care institutions and schools in Scandinavia. I ran the business with my partner, focusing primarily on strategy, business development, supply chain, logistic, finance and strategic planning. In eight years, we managed to triple the turnover and in 2014, we sold the company to the English private equity fund 3i. The company was merged with the company Lekolar, also owned by 3i. Here I was appointed new CEO for the two merged companies. After two years I resigned from my position.Key results: • Developed our Norwegian business, which became our most important market• Outsourced 70% of our furniture production to eastern European countries and achieved savings above 50%• Was the first company in our industry to obtain ISO standards for quality• Closed the agreement of selling the company to 3i• Successfully merged the two new companies • On or above P&L targets for the two years as CEO for the merged company.

Trading LPG (liquified petroleum gas) to supply the company's production plants, while hedging the risk using financial instruments.

Started a department for gas tankers and was subsequently head of the department.

Shipbroker in their gas tanker division.

Shipping Trainee program