Member of the Board. Unik HR. Unik Human Resources is a full-service HR consultancy with HR consultants covering the fields of Human resources management. http://unikhr.dk/

Global line-of-business responsbility for ColumbusCare, the support business of Columbus. Member of Group Management with responsibility for special programs.

Member of the Board. People Test Systems delivers tools for the managers of businesses and organizations in order to identify, match, motivate and retain their employees, in order to enhance the personal as well as the business-related level of efficiency and productivity.http://peopletestsystems.com/

Heading Process&Project in Software Center being responsible for Operational Excellence, Test and Projekt/Programme Management.

The key leadership challenges were:• Driving the strategic development process in the Commercial business area in close relation with Tryg Group strategy• To mature the project execution capabilities by building methods and through coaching project owners, senior managers, project managers• Execution of the strategic roadmap to realised planned benefits – cost, improved customer experience, and top line growth• Responsible for all major development projects including IT, a project portfolio of 60-80 man yearsResults:• Execution of projects - IT, process and organizational development – as per the strategic roadmap realizing a 6-8% year on year cost reduction• Established a strategic project portfolio function to ensure strong alignment between strategic priorities and project, facilitating prioritization to ensure maximum value from investments and optimal resource deployment• Programme manager for organisational development project moving 8.000 customers, almost one billion DKK insurance portfolio and 65 employees from business area Industry to Commercial. The project ran across Denmark and Norway and realised a cost saving of 25 full time equivalents.- Programme manager for business development project moving back office functions to front office, shortening lead time, reducing waste, and improving customer satisfaction. The project realised a saving of app. 20 FTE.

Programme director for Execution in Tryg Transition programme.

The key leadership challenges were:- Steering group participation in key customer projects across Nordic Countries- Driving internal efficiency with a constant focus on customer value and recreating structures and processes to achieve more with less- Change management of the delivery transformation must-win-battle involving units in more than 10 countries- Improving quality in the business from sales to final delivery including CMMI 5 programme in our Indian unit- Reducing cost of bad qualityResults:- Implementation of a new risk management process for sales ensuring complete alignment between sales and delivery organisations- Creation and implementation of a delivery portfolio management process that ensures early identification of potential customer dissatisfaction and efficient action- Improved competitiveness and cost reduction through app 10% increased in global delivery share (India, China, Czech Republic) of project deliveries- Execution of CMMI level 3 implementation in the Business Area and level 5 in India- Increased customer satisfaction

The key leadership challenges were:- Change management in Norway as part of Tieto’s overall transformation- Services business growth- Project management of office co-location project in Oslo involving more than 350 employeesrealising yearly savings of 8.5 MNOKResults:- Utilisation up approximately 10 percent points from 2008 to 2009- The new operating model is well established- 2nd generation organisation implemented after 6 month to encompass learnings from that period- 3rd generation organisation implemented February 2010 to further strengthen go-to-market strategy, growth, and commercializing

Heading a business unit providing services to the Energy sector - primarily in Oil&Gas segment - in Norway and Finland.

Heading the Indian Software Centre with 360 people that is one of Tieto's global delivery centres. It came to Tieto through an acquisition in 2005 with around 90 people.The key leadership challenges were:- Ensuring consistent delivery quality in complex, distributed projects with many external and internal stakeholders.- Business, process, and cultural integration- Excessive growth to support all of Tieto’s business units with Indian SW production capabilities- Leadership and management developmentThe key results:- The centre grew from 100 to 360 people- Employee satisfaction survey up from 530 to 600 in one year- Personal leadership index: 83 (of 100)- Steady production costs

TietoEnator Healthcare&Welfare was a leading vendor in Norway, Sweden, and Finland and wanted to extend the business also to the Danish market.The key leadership challenges were:- Building a completely new market based on a Nordic product portfolio and local services- Acquiring a company which would give Tieto a footprint in the Danish Healthcare IT marketThe key results achieved in 4 years:- Business growth from 0 to 40 MDKK yearly revenue with over 10% profit margin- Denmark’s two largest Regions as key customers- Successful acquisition and integration of Enterprise Systems A/S

Heading Tieto's (previously Enator) Consultancy business unit covering the Eastern part of Denmark primarily delivering projects, systems development and integration services to government, banks, and telecom industry.Key results achieved:- Revenue more than doubled- Annual profit above 10%, the best year 1999 with app. 20% net profit- Average hourly rates increased with almost 50%- Managed the Company through the difficult changes happening over year 2000I was acting Managing Director of TietoEnator A/S Sep 99 to May2000.