DSI Dantech develops and manufactures cryogenic and mechanical technologies for freezing, cooling, and heating of quality food. The company operates globally with production facilities in Singapore, Belgium, the US, and Denmark, and is owned by the Swedish private equity firm Procuritas.As COO and Interim Co-CEO, I led DSI Dantech through a critical period, addressing operational challenges and financial difficulties due to macroeconomic factors. My role involved restructuring the organization, streamlining operations, and driving strategic initiatives to restore profitability. I was responsible for overseeing all operational activities, ensuring smooth production across multiple sites, and reported in a period of time directly to the Board of Directors and owners.Key Achievements:• Achieved an EBITDA improvement of 11 million EUR, turning the company from operational loss to profitability.• Successfully implemented a turnaround plan, reorganizing the entire company structure.• Improved working capital through a 14% reduction in inventory (equivalent to 2 million EUR) and a 3% decrease in material costs.• Improved project management by introducing a new project approval process to safeguard margins.• Increased production output by 90% within existing facilities by optimizing production flow and introducing new equipment.Operations was approx 200 employees globally.

WPT-Nord GmbH is a daughter company for Vestas and was included in the Global Repair organization. I had the function of supporting the WPT-Nord business strategy and be their link into Vestas Wind Systems.

Vestas is the world's largest manufacturer of wind turbines, providing global solutions for the sustainable energy sector. The company operates multiple manufacturing and service facilities worldwide.As Senior Director, I was responsible for leading Vestas’ Global Repair operations across eight sites located in India, Germany, Spain, the USA, and Denmark. My key focus was on strategic and tactical development, implementing uniform processes, and driving efficiency improvements across all facilities. I also managed a large team of 280 employees, ensuring high-quality repair services and cost-effective operations.Key Achievements:• Standardized and aligned LEAN processes across all repair sites, improving efficiency.• Reduced routing time for gearbox repairs from 300 hours to 250 hours on average, a 15% improvement.• Decreased throughput time from 100 days to 90 days, enhancing overall productivity by 10%.• Established a robust governance structure, streamlining operations and ensuring consistent quality.

I led an organization of 130 skilled technicians responsible for field execution, including installation, R&D projects, and turbine maintenance. My role involved resource planning, logistics coordination, and maintaining high safety standards across global projects. I was also tasked with optimizing team productivity and ensuring efficient operations.Key Achievements:• Reduced headcount of white-collar staff by 25% while maintaining operational output.• Increased technician productivity, raising the time spent on turbines from 47% to 51%.• Developed and implemented a training program for lead supervisors, enhancing skills across the team.

Key Achievements:• Increased productivity by enhancing technician efficiency, raising effective working time from 47% to 51%.• Reduced departmental costs by 11%, from 945 million DKK to 837 million DKK, through strategic resource allocation.• Negotiated and implemented a tax program for technicians, optimizing cost structures.

Lemvigh-Müller is Denmark’s largest wholesaler within the construction and installation industry, providing comprehensive logistics and distribution services.As Head of Logistics, I managed a team of 135 employees across warehouse operations, national distribution, and procurement planning. My responsibilities included optimizing warehouse performance, negotiating shipping contracts, and ensuring seamless collaboration with the top management team.Key Achievements:• Reduced cost per pick by 9%, improving from 21 DKK to 19 DKK.• Increased delivery service level from 93% to 97% by implementing new logistics concepts.• Cut down sickness absence from 9% to 4%, establishing a healthier work environment.• Introduced an employee bonus system to incentivize performance and efficiency.

INOX is a wholesaler working with stainless steel primarily for the industry. My organization, Warehouse & Logistics, employed 32 employees. As Warehouse Manager I was a part of the top management.

JYSK is a huge international retailer working within home textiles. I was responsible for an organisation of 105 employees in the main warehouse and the administration and other 20 employees in the Home Delivery Department.