Scope and responsibilities: Brand Strategy: Strengthen and grow the Oticon brand in a highly competitive global environment. Moving from a one-product-company to positioning 3 distinct brands. Defining brand positioning territories, target segments and value proposition for Oticon as premium brand, plus securing execution on a local level.Brand execution and implementation: Responsible for driving global brand positioning into a local context, and connecting to local market situations.Campaign excellence: Responsible for developing global product launch campaigns, both BTB, BTC and BTBTC. Lead and drive the change from product-focus to customer-focus with insights and data as a starting point. Development of global playbooks with training of local markets in marketing excellence.Business development: Responsible for scoping how to bring new products to market, including facilitating discussions and decisions on target segments, positioning, price into campaign concept.Cross-functional collaboration with multiple. global stakeholders, mainly on senior level.Leading a strategic team of 10 FTEs. Part of Global Marketing leadership team

Scope and Responsibilities: Create consumer demand in a broader category, to support business targets on volume growth. Re-position the VELUX brand to drive volume growth.Brand stretch and brand architecture within business developmentGlobal implementation in close collaboration with RegionsGlobal Brand Strategy and campaign excellence: Translating customer and category insights into a brand strategy and activation that establishes our position in the new market landscape, so that our marketing makes customers regard us as a product to consider and brand to aspire to. Develop brand architecture and brand stretch options within business development areas. Media excellence and strategy: Driving the right investments across channels and target groups via strong frameworks and global media plans. Responsible for the collaboration with the global media agency.Operational excellence: Own and drive the best execution of marketing that builds demand for our business and makes us distinctive. Establishing ways of working, training people, developing frameworks and toolkits, and generally making marketing excellent across regions.Leading a stratetic, global team of 7 FTEs.

Scope and responsibilities:Supporting Growth by driving demand in a broader category.Establish the VELUX brand in a broader context and increase consumer SOW in their home renovation projects. Translated VELUX purpose, sustainability and brand into marketing that created a voice in an unknown category.Drive brand targets (awareness, preference, qualified awareness) and increase relevancy with consumers.Owning of the global strategic program: Boosted Relevance with end-users, with a global budget of approx. DKK 165 mill. Objective: Engage with end-users in the upper funnel and convert from engagement into leads. Working closely with markets to ensure a consistent and smooth customer journey.Defining media strategy and spend distribution across the journeyLeading a global matrix team, consisting of 20 marketing professionals across markets and HQ.Part of the Global Marketing leadership teamReporting to the VP, VELUX Global MarketingAchievements: The Indoor Generation campaign, winning multiple awards across Eorope and resulting in +200 million views (and hence audiences to retarget locally) and a +50% Increase in traffic to local sites. Increased efficiency in media spend with 10%.The Indoor Generation campaign, launched in May 2018 and May 2019, includedGlobal end-user segments (including journeys, drivers, and KPIs)A global marketing and communication platform launched in 12 marketsA consumer brand story, moving VELUX into a broader categoryA global content strategy and messaging hierarchy Consumer lead nuturing flowsGlobal content packages to address the consumer throughout the journeyData-driven, omni-channel media plan developed and executed across multiple marketsData tracking set-up established and put into operationEstablished a global matrix team, and lead them to high performance

Scope and Responsibilities: Development of global strategy and activitation of all 4 commercial target groups. Leading a team of 12 with 3 group managers, and several matrix teams. A budget of approx. DKK 60 mill.Board Member in the Global VELUX Marketing Board: Prioritising global marketing resources according to markets and customer challengesDigital Strategy. Leading the digital transformation towards the commercial target groups (BTB, BTC, BTBTC) and driving digital change internally via test-and-learn approach.MyDaylight app: Leading a key strategic project with the business objective of creating top-line growth by driving more end-users into the funnel and converting them. Strategic project “VELUX Marketing in the future”: Leading the project that defines how a global organisation needs to collaborate in the future to optimise effect in the market, driven by changed digital behaviour with the customers. Global Customer Experience: Responsible for the creation of the global customer journey framework, made to support a strategic approach to our customers and to ensure a more coherent experience and conversion, across markets and channels. Responsible for developing and implementing Global Target Group StrategiesPart of the Marketing Management team and reporting directly to the SVP for Brand MarketingAchievements:• Succesful and continuous implementation of the 4 years global digital strategy for VELUX. • Close collaboration between global marketing and sales companies • Future top-line growth via cutting-edge digital project (launch Sep ’17)• Implementation started of the “VELUX Marketing in the future”• Succesful development and implementation in key markets of a VELUX Product launch (a global transition in all distribution channels)• Development and implementation a global customer journey framework• Development of global target group strategies

Mentoring of FinTech start-up business

Scope and Responsibility:Leading Oticon’s marketing campaign development and production with my team of 35 people with 3 group managers in direct report.Controlling a budget of approx. DKK 10 millMarketing Program Manager – end-to-end program management, defining strategy, KPI’s and leading 7 project managers during implementation. Change Management Agent – one of 12 senior directors chosen to facilitate workshops when implementing Oticon’s new strategy. Part of the management team of Oticon Products and Marketing, covering 140 employees and a budget of DKK 140 mill.Business member of the IT Board for MarketingReporting to the VP of Oticon Products and MarketingAchievements:Development and implementation of go-to-market strategy for 2012Continous delivery of content packages for global campaign launches, implemented in marketsDevelopment and implementation of a global go-to-market process, concepts and ways of working, including training and change managementSuccessfully leading a cultural change within the team resulting in optimized processes, better infrastructure and marketing effectiveness.

Scope and Responsibility:Managing the creative team: Ensure marketing campaigns are delivered in due time, according to budget and quality. Managing 1 Group Manager and 16 employees. Controlling a budget of DKK 7 mill. Organizational development of the team/function: Clear leadership strategy for the team, defining roles & responsibilities, purpose and organizational set-up. Further, suggested a merger of the offline and the digital groups to ensure an integrated GTM approach. Go-To-Market responsible (operational level). Executing strategy on all markets. Misc. Project management (WDH Annual Report, Oticon Medical) Achievements:Optimizing costs through systems and infrastructure throughout Marketing, resulting in fewer resources used in this area. Change management strategy and plan for own team to reach changed business objectives (examination with the grade of 12). Implemented successfully.

Scope and Responsibility:Campaign responsible: Responsible for integrated sales and marketing campaigns for SimCorp’s main product, from strategy to creative development and implementation in the market, including budgets and resources.Marketing Key Account Manager: Strategy sparring, UK and US, with support in all areas and on all levels. Visits to markets to ensure close dialogue and market insights. Marketing CRM responsible: Defining functionality in the system (Siebel) to fit local processes. Including training and implementation in the markets. Project management of the annual customer event, the SimCorp Annual Report. Achievements:All projects delivered on time, on budget and to a high degree of satisfaction

Scope and Responsibility:Head of corporate marketing: Defining the role of corporate marketing. Building a team from 0-5 employees. Controlling a budget of approx. DKK 5 mill. Marketing strategy: Corporate marketing strategy. Introducing local marketing planning with clear processes. Campaign responsible: Integrated sales and marketing campaigns for SimCorp’s main product – from strategy to creative development and market implementation. Handling budget and resources. Marketing Key Account Manager: Sparring to UK and US. Support on all levels and market visits. Achievements:Establishment of a corporate marketing team with clear purpose and directionA global marketing strategy with a clear direction, business objectives and local implementation planEstablishing of a GTM process, including key markets and stakeholders. Global campaigns with local adaptation, used in all key markets

Scope and Responsibility:Project management of strategic projects. Market support of marketing activities and strategies. All projects delivered on time, on budget and to a high degree of satisfaction

Scope and Responsibility:Account responsible – budgets, resources planning, link between creatives and clients. Direct contact to external suppliers (photographers, printing houses, media agencies). Had an active part in establishing the digital department and was project manager for several web sites.