Nordic P&L responsible for Advanced Wound Management, the largest Smith&Nephew franchise in the Nordics. Country Director Denmark for all Smith&Nephew franchises including Orthopedic area: Recon, Trauma and Sportsmed.

Commercial lead and P&L responsible in Denmark of all Smith&Nephew franchises: Recon, Sportsmed, Trauma and Advanced Wound Management.Total of 16 HC's and reporting to the Nordic General ManagerResults: - Retaining the high performers during the savings- and restructure program- Returning Denmark to strong growth, overachieving massively on budgets- Development of a clear Strategic Direction for all franchisesFocus:- Implementing a new country structure and a savings program to reduce costs by 20% - Develop and executing Strategic growth plans for underrepresented franchises. - Establish customer segmentations solutions and KAM structure- KOL Management Activities

Commercial lead of the Advanced Wound Management Operation in the Nordic Region, 40+ HC in Sales and Marketing roles. Direct Sales operations in DK, NO, SE and FIN. Reporting to Nordic General ManagerResults:- Returning the Franchise to growth - Accelerated growth on newly launch products with highest penetration WW- Developing and executing outcome-based solutions- Customer segmentation and KAM organisation executed with successFocus:- Delivering on P/L objectives- Having a motivated and accountable organisation- Driving Commercial Excellence: Segmentation, launch execution, value programs, sales Processes and tools. - Tender Mgmt. - KOL Management Activities

Managing Director for the 4 sales subsidiaries in Ireland, Denmark, Norway and Sweden and the sales through distributors in Iceland and Finland. Sales into both the Acute care market, Home Care and the Long term care market segment. Reporting to the President of International Mature Markets. Responsible for 300+ mill. SEK and a team of 160+ headcounts and member of the Management team for International Mature Markets.Focus:- Creating a new Region where Best Practice is developed and implemented within Commercial and Sales excellence. - Establishing a sustainable growth strategy for the Region and the individual countries - Establish a culture of achievement, creativity and trust - Establish a direct sales channel in Finland- Transferring transactional roles to a shared service center in Poland- Commercial Excellence: Implementation of a Targeting and Pricing programResults:- 3-year innovative and growh based Business plans created for all direct countries in the Region - Embracing cultural differences and extracting best practice across countries- Driving the development and implementation of New Business Models - Implementation of Solution based market offerings

Managing Director for 3 the sales subsidiaries in Denmark, Norway and Sweden and the sales through distributors in Baltics, Iceland and Finland. Sales into both Acute, Long Term and Home market segments. Reporting to President/CCO of Western Europe. Responsible for a high 3-digit mSEK Revenue and a team of 70+ headcounts and member of the Continental European Management team (3+ bill. SEK).Focus: - Establish a culture of growth, achievement and accountability- Establish a Nordic Organisation – to improve effectiveness and Quality- New Sales Management in Denmark and Norway- Re-establish growth in Norway and establish growth in Sweden- Bring Solutions and outcome based solutions (Diligent) into NO and SE Organisations- Key Account Management with C-suite selling- Establish Effective Tender and price ManagementResults:- A commercially oriented organization with a strong believe in growth- Established a Nordic organisation with shared service functions- Growing topline 22%- Growing bottom line 16%- Reorganising organisation to match regulated market conditions (Tenders)

Responsible for the Danish sales subsidiary with sales primarily the Acute care market but also to the Long term care market segment. Revenue of 60+ mDKK and a team of 48 headcounts and member of the Nordic Management Team. Reporting to Nordic Managing Director.Focus on:- Merge Arjo and Huntleigh organisations and extract synergy effects- Prioritised and systematic management of the Sales Process to match customer sales processes- KOL Management processes - Controlled product evaluations processes - Establish Tender managementResults:- Implementation of the merger between Arjo and Huntleigh Healtchcare, developed growth strategies and reestablished sales growth and decreased the cost base.- Established a commercially focused organisation with a shared culture- Growing topline 11%, Strategic focus areas grew 500+%- Growing bottom line 85%

Project Responsible for all commercial projects. Responsible for achievement of the defined objectectives in a timely manner and on budget. Major projects included: • Responsible for identification of appropriate markets for the establishment of direct sales representation in selected countries including the acquisition of business and transfer from existing distributors. Direct sales representation was established in Sweden, Italy and France.• Sales Excellence: Responsible for the creation and implementation of customer driven sales processes and supporting CRM solutions in all Direct sales offices in Unomedical.• Product rationalisation program to reduce SC complexity and improve Profitability

In 2000 Maersk Medical wanted to increase its ability to support both direct and distributor sales in Europe and to use these existing sales channels to introduce new products that had recently been acquired. Sales and Marketing was centralized and a marketing department had to be established.The product portfolio contained a number of opportunities for cross selling since the products could be bundled with regards to call points. The job was to establish the knowledge on how this bundling would become most efficient taking into account both the strength of the sales channel and a power mapping at customer level. Strong liaison with R&D with co-responsibility for the pipeline of new products and fully responsible for launch plans and execution of these including the supporting business model.Organisational responsibility: 16 headcounts. The budget responsibility was shared in a matrix structure between marketing and sales. Total budget of 200+ mill EUR. Reported to Vice President/CSO Sales and Marketing.

A new position that was established in a different business unit within Maersk Medical. During a period the sales Revenue in the OEM segment or industrial sales, had been growing slowly, but the development had stagnated and increased focus was necessary. The job was to develop and expand the business both in terms of developing products and customers. Second part of the job was to manage the Business Units American Distributors.Customer base consisted of a few large customers (+25 mill. DKK) and a group of 2 – 10 mill. DKK customer. During the two year in the position there was a profitable turnover growth of more than 40%

Worldwide product and sales responsibility. A new position with the aim of growing a small part of the existing business into a new business area for Maersk Medical. The end-user market was growing and there was a fit between the customer needs and the competency of Maersk Medical. When the position was established the product range as well as the customer portfolio was limited. Therefore, the job was to extend the products range through understanding of the end-user needs and market opportunities. During the 2 year I had the position there was a profitable growt in turnover of more than 100% (11 to 23 mDKK) and the customer and product portfolio was extended to include a new product segment and several new major worldwide players.