Directing Chainge's strategic vision, I drive our commitment to sustainable logistics, particularly through our pioneering use of electric cargo bicycles for urban deliveries within Copenhagen.Strategic Growth: Steering the company's growth trajectory, I spearhead expansion strategies, exploring new markets, and forging strategic partnerships that amplify our impact while aligning with our values.Innovation Advocate: Championing innovation, I lead the integration of cutting-edge technologies and methodologies, ensuring our operations remain at the forefront of eco-conscious logistics practices.Stakeholder Collaboration: Nurturing relationships with stakeholders, investors, and governmental bodies, I advocate for sustainable practices and policies that further our mission.Achievements:Orchestrated the successful implementation of Chainge's electric cargo bicycle fleet, significantly reducing our carbon footprint while enhancing delivery efficiency.Cultivated strategic partnerships, positioning Chainge as a frontrunner in sustainable last-mile logistics solutions within Copenhagen's vibrant urban landscape.Led a passionate team in achieving key milestones, fostering a culture of innovation, collaboration, and dedication to our mission of environmental responsibility.Collaborative Approach:Embracing collaboration as a driving force, I foster an environment where diverse perspectives thrive, enabling Chainge to tackle challenges with creativity and efficacy. Together with our talented team, we navigate the evolving logistics industry, always striving to set new standards for sustainability and excellence.

At CargoTruckExchange we focus on improving finances and the impact on the climate and the environment in the transport industry We do that by improving payload and decrease empty kilometers through increased corporation between internal and external organisations. Corporation is made easier through our services and we focus on forwarders. My job is to drive the commercial development with new and existing customers. As well as making sure that our customers feedback drive the development of our services

The purpose of Eufrex was to disrupt and transform the entire Transportation business in Europe, by providing innovative technology to the individual Transporters in each market.It turns out that the Transportation business has the lowest digitization of all industries, and a very low utilization of existing capacity, and consequently they suffer with low margins and high churn rates on the employee side of things.The purpose of the technology was to help Transporters digitize existing manual processes, and at the same time, to get to a higher utilization of their existing capacity.

Established my own company from scratch, with the purpose of utilizing my severe experience in the Transportation industry.The core value when engaging with Peak Logistic is simply to help customers with the right transportation solution on areas like quality, design and price.The value conversation with the customer is what I do and where I thrive. It all starts with curiously wanting to understand the business opportunities and challenges the customer is facing and helping the customer either utilizing the opportunity or remove the challenges.We have managed to secure higher quality, better solution design and better prices with all of the engaged customers, which has secured a positive EBIT margin throughout the existence of Peak Logistic.

Took over an existing business with challenges, since it was not a profitable business.Getting to understand a brand-new market, started with engaging with all the existing and potentially new customers. I received valuable feedback on the key drivers for engaging with Batec and used the opportunity to build relationships at senior level.This insight was the foundation in the transformation I then created and executed. The plan included redefining the strategy of the company, defining the market, including a new Go To Market strategy, optimizing processes and re-organizing and reducing the organization.In the coming years the EBIT margins were positive and customer satisfaction grew.

A huge transformation was needed, since the branch office suffered with not being profitable, low customer satisfaction and a high churn rate on employees.The initial analysis was focused around the profitability on each of the transportation services, that the branch office provided to customers.The services with no profitability were closed, and customers were moved on to other Transporters.Once that was done, the organization was adjusted according to the services we had in market, and numerous customer engagements secured an increase in revenue, while at the same time, the remaining organization was performing against the new and very clear market profile we had.Throughout the entire process, I invested most of my time engaging with customers. I wanted to build relationship at the right level with must important customers, and I wanted to secure that their business requirements matched the services that we were able to provide to them.The turnaround took 6-8 months, and then we were profitable, and both customer and employee satisfaction went up.

The company had some existing customers, but the profitability was not existing, and the trust from the customers and the employees were low.The initial focus was on understanding the needs of the customers and create a common ground on what it takes for them to have a valued experience working with usOnce that was clear, I re-organized and re-sized the organization, to fit the expectations of the customers, and optimized a lot of processes to ensure the lowest possible cost of operation.Revisiting and re-engaging with customers constantly, secured not only significantly higher satisfaction, but also adjustment of the service we provided to them. As a consequence, the average revenue per customer increased during the course of this period.The second year of my employment, we succeeded in creating a positive EBIT margin, and had a significant increase in customer and employee satisfaction.

We build the company from scratch, creating the strategy and consequently the Go To Market plan for the company. Hiring and managing both Sales people and Sales Managers.At the same time, I never took my eyes off my own customer engagements. I was able to still drive my own customers and secured the highest revenue from my customer portfolio.A profitable business in the entire company’s lifecycle, with more than 20 employees and 2 locations in Denmark.

The challenge was to manage existing services including responsibility for special services, national distribution, and sales across the Nordic on those services, while at the same time introduce new services to the market.Manage to introduce and implement 3rd. party logistic services as a new business area inside the organization. I increased revenue in all services.

As part of the Senior management team, I took over an existing business division including the responsibility to manage teams, and the responsibility of driving national and international sales of the services I was responsible for.I was presented with a very clear objective, and that was making this business unit ready to be sold.In the course of that year, I managed to increase revenue significant with a relentless focus on attracting new customers and increase engagement with existing customers.At the same time I managed to clean up, structure and consequently create complete visibility into the profitability of the business, which enabled clear due diligence conversations and in the end a profitable sale of the division.

I had the all-up sales responsibility for the company, including managing the sales team, closing deals with key accounts, and creating and executing on sales campaigns in the Danish and European market. Also heading the development of products all-up in the companyWe succeeded in revenue growth in all services and I introduced a structured/data driven sales organization. Meanwhile I manage to develop a number of strategic accounts in Denmark and Europe both directly and through a channel.

I had the opportunity to create a business unit handling destination in the Nordics. The obvious job was to perform against the monthly budget by utilizing the existing team and drive sales nationally and internationally.The priority was on motivating the team to constantly focus on customers satisfaction and on ways to optimize cost of operating the customers, while I also focused on driving sales engagements with new and existing customers in the Nordics – both directly and through a channelIn this role I manage to make the Nordics the biggest revenue/P&L contributor inside LEP International.