As Market Director my focus is on strengthening and developing TorvehallerneKBH as a unique food shopping destination, which is always firstmover regarding the changes in the customers food needs, preferences and food habits. TorvehallerneKBH must be known as a marketplace for development of the latest ideas in food retail concepts in Denmark. The positive development in the Danish food industry has to be supported, but inspiration from international food trends must also be explored.TorvehallerneKBH must at the same time be a retail forum that involves the consumer in the shopping experience and be a trendsetter for new ideas in the industry.Key Responsibilities• Responsible for the commercial and daily operation and the development of TorvehallerneKBH.• Management of employees and of app. 70 individual market stands and their staff• P&L responsible. • Increase footfall, turnover and focus on the customer journey.• Responsible for leasing - striving towards a unique and differentiated mix of market stands.• ESG strategy planning, implementation and optimization of the daily operation.• Identify and implement new development opportunities a.o. initiatives new food startups• Building strong partnerships with e.g. foodies, retailers, authorities, Copenhagen Cooking

The purpose of Dansk Fødevare Forum is to promote initiatives and development in the Danish food industry and the food-related industry, among other things through meetings and conferences. The main benefit as a member of the Danish Food Forum is the professional and personal sparring. In addition, the Danish Food Forum offers unique activities and excursions to our members. It is important for us that the network continuously provides value to both you as a member and your company. The Danish Food Forum members are constantly working to develop the network so that the yield can be felt.https://www.foedevareforum.dk/

NCLF works for more quality and variety in the Danish food industry. We help to bridge from farmer to table / from country to city. We develop business models that help the local food producer to create a sustainable business.We are a small, efficient organization with professional insight and commercial approach that links different professional groups together. Everyone in NCLF has specific experiences from the food industry we would like to influence, and we have a wide network within gastronomy & restaurants / canteens, farmers & agricultural organizations, retailers, wholesalers, buyers, processors and processors.https://www.nclf.dk/

Global CSR work together with clients to tackle CSR related issues ranging from compliance to strategy. Together with the owner, our focus in the board is to develop the company. Our ample experience with CSR and the United Nations’ Guiding Principles on Business and Human Rights combines to provide high quality support while maintaining a realistic approach.

I am helping FRAK developing concepts which are targeted to companies. Helping them contacting companies and creating sustainable growth. "FRAK learns young people how to work" - Musa, 14 years old. At Fritidsakadamiet (FRAK), Musa and other young people from vulnerable neighborhoods learn how to keep a job and be a part of a working environment. They get the experience by solving various tasks for companies, organisations, municipalities and festivals. FRAK is a social enterprise, which learn young people to be a part of a working environment and gives them a good start beginning their adult life. We have received funding from VELUX Foundation, VILLUM Foundation and the Municipality of Copenhagen in the period 2016-2020 which will help us develop a strong and sustainable social enterprise.

Scale Up DK/Next Step Challenge is a growth program for ambitious SME companies. The program offers growth companies the opportunity to participate in a 6 month systematic business development program with access to an entirely unique and innovative ecosystem consisting of experienced companies, industry experts, business developers, researchers, and investors.In the course of the process, I, together with the other Advisory Board members, have been the sparring partner for a smaller, newly started company CasusGrill, which is a redesign and a green transformation of the single-use grill in aluminum. Made of durable materials without the use of metal. More efficient, less waste, safer in use and, not least, good barbecue / taste / quality.CasusGrill kicks the door into this market with this biodegradable small case, which simultaneously emits up to 50 percent less CO2 than the traditional disposable grill.We are proud that CasusGrill with the owners Susanne and Carsten Nygaard Brøgger won the award for preparing the best growth program within the Experience and Tourism category.

The association Teaterøen is an open platform for Danish and international performing arts located among raw industry and untamed nature, at the extreme tip of Refshaleøen. The vision with the place is to provide space for versatile, stage artistic formats.I was appointed by the board to create a stronger economic and organizational foundation for the association. I undertook the day-to-day managerial responsibility in solving core tasks in operation, leasing and marketing regarding performances and other stage artistic formats.In addition, my focus was on developing new commercial business areas that could help create a financially sustainable business. This included among others conference and café / food facilities.

I was promoted as Managing Director in order to strengthen and develop Field’s strong market position as Denmark’s biggest shopping and entertainment center. Turnover of 2.7 Billion DKK and 8,4 Mio. Customers in 2016. Further strong leadership was needed to motivate the team and 145 shops and restaurants after a difficult period due to the financial crisis. Key Responsibilities• Responsible for the commercial and daily operation and the development of Field’s.• Management of 20 employees in Field’s Centeradmin.• Indirect management of app. 2.000 employees in 145 shops and restaurants. • P&L responsible. Control/administration of large operating/marketing budget. • Increase footfall, turnover and focus on the customer journey.• Strive towards a fully leased shopping center with strong shop mix.• CSR strategy planning, ISO 14001 and optimization of the daily operation.• Identify and implement new development opportunities. • Field’s official spokesperson handling PR and crisis management. • Building strong partnerships with e.g. retailers, authorities and companies in Ørestad. Selected Achievements• Field’s is the most preferred shopping destination in the region. • Reached yearly turnover and customer growth in a competitive market. • Has developed a strong team spirit across functions. United focus on growth targets. • Leading the transformation journey from print to digital media experiences. • Steen&Strøm has become the industry's leading player within CSR in Europe. • Through CSR strategic planning, operating costs has been minimized e.g. energy optimization. • Through strong partnership, Ørestad Gymnasium opened Media Lab (2.500 m2). • Grand Opening Nordisk Film Cinema (147 Mio. DKK project) and refurbishment of the food court at Level 2 (70 Mio. DKK project). Has resulted in significant customer and turnover growth.

As a landowner in Ørestad, Field's actively participates in Ørestad Vandlaug. The purpose of the Ørestad Vandlaug is to maintain and develop the water channels in Ørestad.As a member of the Board, I have helped develop many activities which have had a positive impact on the residents of Ørestad. Among other things. I have helped develop the popular "Duck Race" which is still held every year at the water in Ørestad Syd.

Together with By & Havn, DR, Rambøll, Ørestad Gymnasium and Metroselskabet founded Field's the association Ørestad Kultur in 2008. The purpose was to create joint cultural activities across the companies in Ørestad.Under my leadership, Field's played a major role in creating strong partnerships across companies in Ørestad. We have among others created "Ørestad Culture Day", which is held annually in August.

I was hired to develop a stronger market positioning and brand identity of the Steen & Strøm shopping centers. To lead and motivate the shopping center teams towards new ambitious targets as regards brand awareness, brand preference, sales and customer flow. Key Responsibilities• Responsible for a larger shopping center portfolio across DK. Among other Bryggen,• Kolding Storcenter, SlotsArkaderne, Glostrup Shopping Center, Hvidovre C. • Management of 15 marketing managers/assistants.• Increase footfall, turnover and focus on key elements in the customer journey.• Budget responsible, including budget planning/monitoring.• Strategic development of marketing/media plans, promotion activities and events. • Management of Grand Opening and refurbishment projects in 3 shopping centers.• Strategic planning, implementation of national CSR program across the shopping centers in DK. Selected Achievements• Established an organization with a strong team spirit and focus on growth targets.• Grand Opening campaign of Bryggen. 90% brandawareness achieved in 4 weeks.• Reached estimated turnover and footfall targets through collaboration with the shops. • Successful refurbishment campaign incl. revitalization of centers in Glostrup and Hvidovre.• Established strong relations with big retail chains and small retailers across DK. • Developed CSR campaign ”Mr. Green” across the shopping centers, which created strong customer engagement and massive PR coverage. • Steen & Strøm have become the industry's leading player within CSR in Europe. • Won several international marketing awards e.g. for Bryggen Grand Opening campaign and Mr. Green CSR campaign. The position developed my leadership skills in managing teams at a distance and gave me an extensive experience within managing shopping centers with different positioning and challenges. During this period, I also finished my MBA education at CBS in Copenhagen.

I was hired to ensure a successful Grand Opening of Field’s. To build a unique brand identity and a strong market positioning as Scandinavia’s largest shopping & entertainment center. Further strong leadership was needed to motivate the team and 140 shops and restaurants in order to create a strong united commitment for Field’s. Key Responsibilities• Management of 7 people in Field’s marketing and Field’s Information Desk.• Establisment of an organization with strong team spirit and focus on growth targets.• Increase footfall, turnover and focus on key elements in the customer journey.• Budget responsible incl. budget planning and monitoring.• Strategic development and implementation of marketing plans, promotion activities and events across all media. • Building strong partnerships with the retailers and with the local community in Ørestad.• PR spokesperson – contact to journalists, creating press releases and press meetings. Selected Achievements• Developed a strong team spirit with focus on growth targets and the customer journey.• Built strong market position and developed a unique brand identity. • 83% brandawareness achieved in 4 weeks in DK, in Southern Sweden: 46%.• Field’s rated no. 1 in brand awareness and brand preference among competitors. • Reached estimated turnover and footfall targets through collaboration with the shops. • Established strong relationships with Danish and International retail chains. • Won several international marketing awards e.g. for Field’s Grand Opening campaign. At Field’s, I enhanced my leadership skills. I also achieved an extensive knowledge within marketing, event, sales and PR as regards developing a new brand in the competitive shopping center industry. My team and I managed to inspire the whole shopping center industry to a new and higher level regarding both developing marketing activities and events, choosing new media but also creating a unique customer shopping experience.

I was hired to establish a strong strategic development of Kvickly magazine/sales campaigns and the development and implementation of other sales marketing initiatives. Further strong leadership was required to motivate the team in Kvickly Sales Marketing team. Key Responsibilities• Management of 6 people in Kvickly Sales Marketing.• Establishment of an organization with strong team spirit and focus on growth targets.• Increase sales in close collaboration with the shops. • Budget responsible including budgetplanning/monitoring. • Strategic development, implementation of marketing plans, sales campaigns promotion activities across all media. • Building strong relationships with the shops, sales team and Coop’s purchasing team. Selected Achievements• Development of new strategic concept manual for Kvickly magazine/sales campaigns.• Successful contract negotiation regarding production of Kvickly magazines. • Developed strong team spirit among marketing, sales team and the purchasing team. • Development of marketing/PR plan for the Grand Opening of 2 new Kvickly stores. At Kvickly, I developed my skills in motivating teams across functions. Getting marketing, sales team and the purchaing team working closely together creating strong sales campaigns.

I was hired to strengthen and develop The Body Shop’s market position as a modern international cosmetics chain. The brand was challenged and needed to revitalize it’s brand positioning. Further to lead and motivate the marketing team towards new ambitious targets. Key Responsibilities• Management of 4 people in marketing and PR. • Budget responsible including budgetplanning/monitoring. • Strategic development, implementation of marketing/media plans, promotion activities and website/customer club. • Increase footfall, turnover and focus on the key elements in the customer journey.• The Body Shop DK’s official spokesperson handling PR and crisis management. • Building strong relationships with 18 shops across DK, sales team and UK head office.• Project leader of various bigger projects e.g. Grand Opening of 3 new shops. Selected Achievements• Developed strong team spirit among marketing, sales team and franchise shops. • Successful Grand Opening of 3 new shops. • Launch of new makeup range. Generated 30% of total turnover +20% growth year 1.• Implementation of new marketing and PR strategy incl. PR crisis management system. • Launch of new website incl. new customer club + optimization of e-trade. The position developed my passion for delivering results and always be looking for innovative ways to grow sales and profit – also when budget is small and tight.

I was hired to strengthen and develop 2 personal care categories: Respons Shampoo & Palmolive Liquid Handsoap at the Scandinavian market. Motivate the Product Managers in the other Scandinavian countries to reach new ambitious growth targets. Key Responsibilities:• Motivate and inspire the Product Managers in the other Scandinavian countries. • Budgetholder which include budgetplanning/monitoring.• Strategic development, implementation of marketing/media plans, promotion activities, events.• Increase sales, building strong relationships with the sales team and the production team. • Projects e.g. relaunch of Respons Shampoo and the launch of a new liquid handsoap range. Selected Achievements:• Liquid handsoap category turnover +23% in DK and +62% in Norway in 1999. Successful launch of a new liquid handsoap range, new sales tools and optimization of the current assortment. • Succesful relaunch of Respons Shampoo with significantly turnover growth.• Developed strong team spirit getting marketing, sales team, production team working together. In this position, I developed my skills in managing teams across countries. Getting an organization working together creating strong sales results.

The Helena Rubinstein brand was challenged and needed to revitalize it's brand positioning. I was hired to develop and implement marketing plans and promotion activities and motivate the sales representatives. I developed a strong relationship with the sales team. I was e.g. responsible for the trade fair "Alt for Damerne 1998" in Forum. This involved everything from development of the stand material, development of the marketing/PR material to motivation and organization of the staff at the trade fair.