Responsible for the procurement of logistic services, I was part of a small team tasked with formulating and implementing a group wide strategy for the highly complex area which otherwise has been controlled in a de-centralized setting. This involved relationship building and close contacts with internal stakeholders and suppliers, balancing local/national market- and organisational requirements with the group wide potentials for capitalizing on increased synergies, process transparency and overall efficiency.

In connection with the introduction of a global procurement function within ROCKWOOL, I was tasked with securing the business intelligence and processes, internal as well as external, to support the procurement function. This included establishing processes, defining terminology, building key figure reporting, and developing the needed tools, systems, and templates in close cooperation with key stake holders. It has also included developing the Procurement Policy for the ROCKWOOL group, and the function as "Integration Manager"​ for the procurement functions in India, South East Asia and China, providing training and general guidance to the local procurement organisations.

Having the responsibility for the raw material categories PE film and cardboard my primary efforts went towards building procurement strategies which among other things included establishing benchmarks, introducing best practices throughout the Group, and build and maintain strategic relations with a number of key suppliers, all leading to substantial savings within the categories.My secondary role was to participate in the strategy work for the procurement function, as well as implementing and managing a document management system, expand and streamline our knowledge base, develop procurement tools, and structure procurement related data.

I was temporarily assigned to work for the Indian subsidiary where my primary role was to assist the controlling and finance function with internal process and system (SAP) improvements, ultimately leading to increased production cost transparency.My secondary role was to provide input on process- and organisational improvements to increase the effectiveness of the purchase/procurement function, and finally I implemented a process and an associated IT system to handle the internal communication related to customer complaints, which led to increased transparency in the internal communication between customer service, quality- and production departments.

MPL is a fully owned subsidiary of Missionpharma A/S, Lynge. The company is among the world’s leading distributors of medicines and medical equipment to third world countries.As General Manager for the Indian company it was my responsibility to manage the operations, which cover all aspects of goods-receiving, quality control as per GDP, storing, packing and exports to 3rd world countries, as well as general administration and finance. I had the direct management and the training and coaching responsibilities of a staff of 11 mid-level managers and in periods up to 200 workers. Over a period of 2 years I have been responsible for the consolidation, growth and expansion of the company. I initiated and managed an expansion of the physical warehouse facilities, from 4500 to 8700 square meters, as well as an organisational growth to match the increased activity. Over the last three months of my contract, I hired and coached my Indian successor.The accomplished target of my position at MPL was to lift the organization to a self-sustaining organization that manages the daily operation without involving direct management resources from the Danish mother company. My contract expired end of October 2004.

EDB Gruppen A/S (EG) is one of the largest Danish suppliers of IT solutions.As Product Manager I was the primary sales-responsible for the B-to-B sales of the products and technical services on offer within system management and outsourcing.

As Account Manager I managed the add-on sale of various products (hardware and software) and services, as well as the day-to-day customer service to a portfolio of customers using the ERP systems ASPECT/4, Navision Axapta and XAL.

As Sales Coordinator I was part of a sales team, which focused on selling EG’s own IBM iSeries based ERP system, ASPECT/4.

BE was a 100% Danish owned subsidiary of The Partners Company (former J.F. Hillebrand a.s.), which is a transport and logistics company specializing in transport of wine and alcohol and other high-valued cargo (i.e. electronics).The Latvian Company functioned as a HUB for the distribution of alcohol to the Russian markets, as well as a general forwarding company (road and rail). As the Branch Manager I had the overall responsibility for finance, staff (10 employees) and daily operations.

DFDS Transport A/S is (was) one of the biggest providers of transport and logistics solutions in Denmark. As a trainee I went through an education that consisted of working in 4 different departments, each of which worked with various geographical markets and various modes of transport (sea, road, and rail). The education also included theoretical training within transport laws and legislation, dangerous goods etc.

The time of military service included my education for Petty Officer’s duty, as well as the ensuing educational responsibility for training a group of privates. The last 6 months of my time in Military Service was spent working for the organisation representing the interest of the conscripts toward the authorities of the Danish Armed Forces (the Defence Ministry and Central Command).