Partner in Commercial Growth Strategy practice.Spearheading our effort to calculate, document, and communicate the value our projects have for clients to build deeper relationships and provide clients with a sophisticated calculation of the return on investment we provide.My clients are typically C25 companies with significant international businesses and growth ambitions.

Partner and leader of our Growth Strategy practice which I built into an important leg in PA Denmark’s business and successfully integrated with the Growth Strategy teams in the rest of Europe.Part of the Danish leadership team (10 partners) as well the Global Leadership of the Growth Strategy practice with reporting lines to the Global Practice Head in the US.Established and co-led the Consumer & Manufacturing Sector team in Denmark, with strong integration into the practice in the UK and reporting into the Global Lead in the UK.Account responsible for one of the world's largest transportation companies for 4 years.Frequent contributor to branding events, from speaking with the CEO of Matas or Rane Willerslev at PA’s Top Floor Talks or writing white papers about the circular economy opportunities in the shipping sector to facilitating session at the Global Maritime Forum’s World Summit in London.

I founded these companies based on insights and business opportunities I saw in the market and a willingness to take my business experience and use it to create amazing businesses. I saw some strategic shifts, first in the Danish property market and later in Asia, and I pursued them with a group of talented people. Copenhagen Property Group bought a total of 11 large apartments in the most attractive parts of Copenhagen, renovated them, and rented them out to foreign CEOs and their families. The business was very profitable and at a time included ski apartments in France and attractive houses in Holmen in Copenhagen. My job was to find finance, negotiate terms, hire architects and builders, and ensure that the business was profitable and insulated from market fluctuations. We did that by having long-term tenants and expanding to Asia.In Thailand, I founded Sukhothai Development, which was a successful property development company with emphasis on design and modern lifestyles which I built from nothing into a USD 12M hospitality project and from 0 to 190 employees during construction. I recruited and led a diverse group of foreign and local stakeholders consisting of 15 consultant companies and contractors. The diverse teams consisted of Canadian project developers, UK architects, Thai interior designers, landscape architects, structural, civil, and M&E engineers, sales & marketing teams and more. The main challenge was to ensure successful co-ordination, big picture leadership, and team building across cultures and industries. Together, we built a strong company culture in a cross-cultural environment encompassing many diverse stakeholders with company cultures of their own. I exited the company successfully in 2017.

Consolidated and grew a competitive Nordic consulting business with offices in Sweden, Norway, and Denmark. In my secondary responsibility as Head of Sales for Europe, I grew the existing, well-established European business with a strong team of partners across Europe.

My mandate from the Board was to develop our new Strategic Intent and execute on a global service offering across the combined 5,700 people consulting business post acquisition of a 700+ people strong European consultancy (Celerant Consulting)My success was predicated on very successful involvement of all stakeholders globally, clear communications, a deep understanding of people, behavioral change, and cross-cultural leadership.

In my time at BCG, I added to my commercial understanding from my time at Maersk by building a very strong strategic toolbox, participating in numerous business development meetings, and by actively participating in building strong new BCG offices. It did this with cross-cultural teams from Germany, France, and the US and thereby continued my international business education which had been further boosted by me pursuing an MBA from INSEAD in between Maersk and BCG.

In my 7 years at Maersk, I worked in business development roles with close client contact. I was specifically responsible for growing our business with international Maersk accounts with a strong presence in Southeast Asia, and for developing a strong Maersk spirit, both commercially and culturally, in the offices in which I worked. My time at Maersk gave me a thorough introduction to the world of business and an international outlook on business life. My roles were both in Denmark and Asia-Pacific, and early on I experienced what good looks like in terms of commercial focus, business ethics, and leadership.