Imago is inspired from nature’s most impressive change story. An insect metamorphoses from egg, larva, cocoon to its ultimate stage as a butterfly realizing its full potential. This stage is called “Imago”. Our vision is that everyone should identify their “Imago stage” and dare to reach it. Our purpose is to help each client to identify their ultimate stage and guide them through their metamorphose. Imago Advisory is a network based strategy advisory firm focusing on commercial… Show more Imago is inspired from nature’s most impressive change story. An insect metamorphoses from egg, larva, cocoon to its ultimate stage as a butterfly realizing its full potential. This stage is called “Imago”. Our vision is that everyone should identify their “Imago stage” and dare to reach it. Our purpose is to help each client to identify their ultimate stage and guide them through their metamorphose. Imago Advisory is a network based strategy advisory firm focusing on commercial strategy and transformations. We work with our clients on their transformative journeys to realize their ultimate stage of performance. I founded Imago Advisory in 2011 to follow my passion for strategy and transformations. I bring a unique combination of consulting and executive management experience from more than 20 years of experience across industry roles in AP Moller Maersk, Telenor and Ørsted Wind Power combined with tier one consulting in McKinsey & Company. I am often sought on topics like corporate strategy or commercial topics like pricing, category management, private label or GTM plans. My CFO and corporate finance background leads into M&A and due diligences. My multifunction experience lead into more complex program management, post-merger integrations, process improvements or broader strategy implementations. Grasping the bigger picture above the clutter, mobilizing your team and leading the way Show less

Member of the Executive Committee for Wind PowerEstablish a new unit that handles all change and organisational development matters across strategy, HR, internal communication, performance management, business systems and support functions. ~50 people in my unit and 20 people in dotted reference

Uninor is Telenor's operation in India build from scratch in 2009. World's fastest large-scale roll-out - 8 states covering +600m people in less than a year. Southern hub comprised of Tamil Nadu and Kerala (total +160km2 and +110m inhabitants) and we build an organization of 1.300 employees, 10 locations, 45.000 point of sales and 3.750 radio towers in less than 6 months. Finance area comprised of 30 FTE in accounting, business planning, procurement, logistics, process excellence and… Show more Uninor is Telenor's operation in India build from scratch in 2009. World's fastest large-scale roll-out - 8 states covering +600m people in less than a year. Southern hub comprised of Tamil Nadu and Kerala (total +160km2 and +110m inhabitants) and we build an organization of 1.300 employees, 10 locations, 45.000 point of sales and 3.750 radio towers in less than 6 months. Finance area comprised of 30 FTE in accounting, business planning, procurement, logistics, process excellence and real estate. Functional focus on building business, establishing basic process and get outsourced/shared service´s to work. Annual OPEX of 4.5bn INR Show less

P&L responsible for the consumer market across all products. Leade the merging of all product units into one customer focused, revenue responsible unit together with all analytic support functions. Main task was to establish Telenor brand while improving revenue with very limited IT resources due to a major migration work. 21 FTE, Revenue +EUR 400m, +1m customers in mobile, 200k fixed broadband and 300k fixed voice telephony

Establish a team of 12 specialist and 2 mid managers within strategy, business intelligence and market intelligence. Lead long range business planning and strategy process as well as M&A work - in specific the acquisition and integration of Tele2. Member of the business review (board) of CBB Mobil and Sonofon Partners (retail shops).

I focused on telecommunication, but I have also worked with industry, Private Equity and for several service companies. Many projects in business development and operations combining my analytic skills, financial understanding with holistic business understanding. Spike in Pricing.

Start-up company based on a mathematical model for how the human ear interprets sound, e.g. hears noises that PC's normally cannot tell. We tried to innovate the market for sound quality and voice recognition. The product was proofed commercially but we could not secure funds to last through the recession and finally filed for chapter 11 (In Danish “konkurs”).

Business development initiatives . Lead business planning and go-to-market planning (3 FTE)

In Front office we managed the company's funds to ensure optimal cash flow and return through the financial markets by use of deposits, bonds, interest rate products and equities. In Middle office I worked as a controller to make top management reporting on group cash flow and financial risks as well as credit control for various trade partners and investments