GeoPile Provides enhanced foundations for the construction industry.

A company investing in two solar energy facilities in Italy.

Covering COO responsibilities related to procurement & production until permanent solution in place

Managing entities in Denmark, Bangladesh and China.Responsible for general accounting, controlling and budgeting. Setting up uniform accounting processes for all companies in the group. Changing the perception of the ERP system from being an accounting tool for finance to become a system to manage business processes. This made it easier to improved data quality in the ERP system and thereby create more reliable reporting and analyses. Developed a cash planning/cash forecasting tool in our BI system based on existing data from ERP system. Developed profitability analyzes on various elements to identify where we were gaining or losing.Created KPI reporting to help optimize operation and improve quality.Simplified the legal structure of the group. Cleaned up the balance sheet and reevaluated all open positions to prepare the turnaround of the company.Setting focus on working capital and how everybody in the organization could contribute to reduce the value, and release cash. Created awareness of the importance of optimizing payment terms on both procurement and sales contracts and T & C in general.

Business consulting

Business controlling, consulting & planning of a project organisation with subsidiaries in Norway, UK, USA, Dubai, Singapore & Australia. Working on establishing uniform reporting structure and optimize business processes and execution across division and countries. Optimize working capital. Optimize contracts to ensure positive cash flow on projects during execution and balance / minimize risk on currency exposure on contract sales and procurement.

US based Halliburton is the second largest service company in the world within the Oil & gas industry. My responsibilities were day to day support function activity within Finance, Procurement, Material Management, HR, HSEQ, IT & Real estate. Regular finance tasks as PBF (planning budgeting & forecasting), managerial accounting and reporting as well as statutory accounting and reporting was a natural area of responsibility. Halliburton is organized in a matrix organisation and has very high focus on working capital optimization and cash flow. Our business in Denmark was relying on few customers and and mainly 2 to 3 year contracts.I have during the years been Involved in tender calculations and negosiations on contracts with annual value from 1 to 250 Mill USD. In the summer of 2013 we won all work for DONG for 5+1 years valued 1,3 Billion DKKIn 2013 I built a business case that proved the operational and financial benefits of consolidating all Halliburton activities in Denmark in one site in the Port of Esbjerg. Construction commenced summer 2013 value +100 Mill DKKIn 2012 I described and propose to the Halliburton region a different operational setup around the stimulation vessels in the North Sea to secure a more clear line of responsibility in the business execution /managerial reporting but also operational involvement in the BD phase. The proposal got accepted and implemented. In 2002 we changed our tender process leading to Halliburton winning all Cementing work with Maersk Oil. During this process I designed a tender calculation document that was addobted by the Scandinavia area after we won the cementing work.In 1999 I was managing the emplementation of SAP in the Danish operationThe Halliburton Group have always had very high focus on internal controls. When the Sarbanes Oxley Act was approved it also applied to all subsidiaries of US companies. From time to time I have exposed my family to quite a lot of travelling.

Beside the regular finance and controlling work in Denmark, I was during this period appointed to participate in the Halliburton SAP R3 system design group in Houston. I worked for 3 month in Houston, USA, on the functional design of the system together with 60 key employees from all over the world to ensure the system would be able to manage the different legal and especially managerial/operational reporting requirements we as a company were facing around the world.

In Holland the goal was to re-establish the operation mangers believe in the accounting department as a trusted business partner. The accounting department had to be transformed into a finance department where business support was the main goal and target without compromise the statutory part. I therefor assigned an assistant controller to each major Product Service Line (PSL) with dual reporting to me and the PSL Manager. This increased both the profitability and cash flow in the operation. One year later I had fulfilled the goal and tasks laid out for me in Holland and was on my own request replaced with a Dutch national finance manager where after I returned to the Danish operation.In Denmark the goal at that time was set to optimize procurement processes. Up till then procurement was performed by the PSL coordinators and the warehouse people. A procurement department was setup with a procurement supervisor and an assistant. The number of vendors was reduced and formal contracts was established to generate better pricing and create more value to the business. The savings on pricing was estimated to an average of 8% the first year. During this period I spend approx. 50% of my time in each of the operations. In total I was managing 30+ employees. Total revenue in the two operations was approx. Mill USD 140 i.e. Mill DKK 950.

This was a joint venture between Monberg & Thorsen A/S (MT), Esbjerg Oilfield Services A/S (EOS) and Halliburton Denmark A/S. The JV-company was established to manage and operate the South Arne production platform in the Danish offshore sector in the North Sea through a management contract with its owner, Hess.EPS went through a solvent liquidation in 2002 when Hess gave notice on the management contract.During the construction of EPS I was deeply involved in the setup of the management reporting and the reporting to the Board of Directors.