Are you seeking growth in a small or medium-sized company? I bring experience from growth journeys in leading firms, with a strong background in finance, administration, and supply chain, along with a comprehensive understanding of sales and marketing.I can provide strategic guidance and help ensure operational efficiency, enabling excellent customer service and cost control, all while keeping employees motivated. This creates more time for the rest of the organization to focus on sales.I can add value in roles such as CEO, COO/CFO, Head of Supply Chain within a one-hour drive from Skanderborg.

As part of the management team for a market-leading company in trading card game (TCG) accessories, I contributed to doubling a nine-figure revenue in DKK over three years. In a role akin to COO/CFO, my responsibilities included developing fantastic products, ensuring timely deliveries and service to B2B and B2C customers globally, and maintaining a well-functioning financial setup. The key strategic challenges and transformations within the supply chain to keep pace with growth included establishing a new warehouse in Asia, relocating existing warehouses, and setting up dual sourcing with third-party production in the USA and Mexico. Additionally, I consistently focused on inventory optimization and inventory turnover.As the head of a global supply chain organization, encompassing five international production sites, three B2B, and two B2C third-party warehouses, as well as global inbound and outbound transport, I led an organization with a purchasing volume of nine figures. The organization included two middle managers and 12 employees within SIOP, strategic procurement, purchasing, planning, quality, and customer and consumer service.A consumer service team of four employees in Portugal, utilizing Zendesk, succeeded in increasing consumer satisfaction to over 90% and reducing incoming inquiries by over 20%.I ensured the product development of 80 products annually, contributing 20% of the revenue, through a team consisting of a middle manager and 11 graphic designers, designers, and similar roles.The finance team of four people upgraded the ERP system from Navision to Business Central and implemented new Power BI/Business Intelligence, ensuring compliance with reporting deadlines and creditor and debtor targets. Additionally, cash flow and bank management were optimized.

I was responsible for revitalizing the company's product, marketing, and sales efforts. Through these initiatives, I contributed to acquiring more customers and increasing their engagement.Additionally, the role involved developing strategies in collaboration with the owner and conducting sales visits to both existing and potential Danish and international customers. A significant part of my role was to build and maintain strong relationships with customers and partners.Based on the marketing strategy, I worked on the development of marketing materials, the website, search engine optimization (SEO) optimization, the graphic design of brochures and posters, and marketing activities on social media via Google Ads, Facebook Ads, and the webshop.Furthermore, I led student assistants in the development of marketing and software, and I was involved in software and product development.The accounting system was streamlined with an upgrade to E-conomics, resulting in a 10% reduction in operational costs.TrainYourEyes helps children and adults eliminate their binocular vision problems.

In my role, I have contributed to improved inventory value, reduced workplace accidents, and shortened delivery times.I had the leadership responsibility for internal transport, warehouse operations, planning functions, and indirect procurement, which overall involves around 250 employees. This includes managing five internal warehouse locations with 200 employees and five planning teams with 50 employees in capacity planning, master planning, procurement, and planning. Additionally, I have led a procurement organization consisting of 10 employees.Through strategic leadership and efficient processes, I have reduced delivery times for finished goods by 10-20% by optimizing raw material procurement as well as master and detailed planning.I have enhanced safety levels by reducing workplace accidents resulting in absences by 50% over two years within warehouse and internal transport operations.Furthermore, I have achieved cost savings of 2.3% of the purchase value for indirect procurement through effective contract negotiations and product specifications.

As the head of five planning teams, which include middle managers and approximately 50 employees specializing in capacity planning, master planning, raw material procurement, and production planning/Material Requirements Planning (MRP), I have reduced delivery times to customers by 30% while enhancing delivery capabilities. Additionally, I successfully lowered inventory value by 11% and increased inventory turnover speed. Furthermore, I achieved cost savings of 0.5 million DKK.

As Project Director, I was responsible for leading the strategy process in the customer-facing operations across Europe, managing projects within operations, and serving as a steering committee member for projects.I contributed to an implementation plan focused on reducing lead time for customers, improving delivery capabilities, and optimizing customer inventory levels. An additional effort involved enhancing the customer service experience through process optimization, training, and skills development for customer service personnel across Europe.

As part of the management team for a market-leading business unit in the toy industry, I contributed to doubling a nine-figure revenue in DKK over five years. In this capacity, I acted as a sparring partner for the annual sales and marketing strategy for six sales organizations.In a role incorporating elements of a COO position for a business unit, my responsibilities included ensuring timely deliveries and service to B2B customers in Northern Europe at the lowest possible cost, typically achieving 5-10% under budget.The primary strategic challenges and transformations involved ensuring the best possible sales forecast as part of the SIOP process, to have the right products and not too many of them in our own warehouses or at the customers' sites. This was achieved through a planning function responsible for SIOP, sales forecasting, planning, and business intelligence, with a middle manager and four employees. The overall organization contributed to ensuring very high delivery reliability, a stable inventory position, and reduced lead times to customers.With two middle managers and 15 customer service employees across five countries in Scandinavia and Belgium, we succeeded in creating high customer satisfaction and optimizing transportation and logistics for customers. I was responsible for negotiations with customers regarding supply-related matters in collaboration with KAM. A significant efficiency measure and increase in revenue per employee was the implementation of a B2B webshop for our smaller market customers, doubling revenue through this channel.Additionally, I was responsible for a finance organization focused on debtor follow-up, with two employees in Denmark and Belgium using SAP and Power BI, and two marketing warehouses with a total of four employees.

As customer service manager I lead a small team of customer service advisors, office manager and warehouse assistant to service customers in Belgium, Holland and Luxemborg.

As forecast manager for UK, Scandinavia, Netherlands and Belgium I made a sales forecast for production relying on input from sales, marketing, customers and a small team of sales analytics.