Peter Madsen Marine Contractors A/S operates in Northern Europe with the establishment of offshore infrastructures and offshore wind, has 6 vessels, an annual turnover at DKK 65-80 million with 65 employees👉 ASSIGNMENTS∎ ▶Turn around from owner managed and driven, to, as the first external employeed CEO via coaching and sparring to delegate responsibilities and decisions to the competent colleagues which gave more unity and a better work environment including improved results∎ Developed, implemented and anchored the approved ▶strategy by holding meetings with and involving my management team and employees and reporting progress to the board∎ With focus on ▶customer satisfaction, I have developed clear and distinct contracts and agreements with clear responsibilities, balanced risk exposure and clear scope of work ∎ Together with the project department focused on carrying out our obligations and scope of work according to contract and thereby get satisfied customers∎ Have actively participated in sales and project meetings with customers, hereunder development of the best solution that could make the projects better, cheaper, and easier to implement∎ In ▶dialogue and ▶collaboration with project management implemented ▶streamlined processes e.g., pre-, and post calculation, ▶risk management, ▶lessons learned, ▶feedback, ▶customer satisfaction survey, planning and controlling etc.👉 RESULTS∎ Improved result for 2018 by 16% during the last 3 quarters of the year∎ Re-established positive cash flow in Aug 2018 from DKK -16 Mio to DKK 1,5 Mio in 6 months∎ EBIT result for 2019 on 7% and better than budgeted∎ Reduced employee turnover rate from 50% to below 1%∎ Reduced customer complaint costs from 8% to below 1% measured on revenue∎ HSE – no work injuries (0 LTC/LTA) since May 2018∎ Increased order backlog by 25% e.g., through more offshore wind projects

Siemens Gamesa develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects globally, with a turnover of approx. €25 billion and approx. 15,000 employees👉 ASSIGNMENTS∎ P/L responsible for the implementation of ▶on-/offshore warranty projects in the warranty phase for all customers globally, with approx. 20 project managers and a portfolio of € 300 Million.∎ Ensure satisfied customers by implementing the right solution on their warranty case for ▶op-timizing their power production and ▶increase availability∎ Ensured education and training of my employees, e.g., in contracts and contract fulfilment, financials, planning and controlling, processes and tools, HSE, certification of project managers, etc.∎ Together with employees implemented necessary ▶process landscape, project management tools, fixed reporting structures and routines, status, and steering group meetings, etc.∎ Provided daily ▶strategic and ▶operational sparring and ▶coaching to project managers in connection with the execution of their projects, supplier- and customer meetings etc.∎ Held project status meetings, steering group meetings, ▶financial follow up etc. as a fixed part the routines in connection with project reporting.∎ Implemented ▶governance structure for project management and Siemens project management tools and "best practice" to create uniformity in the business👉 RESULTS∎ Strategy approval for implementing project management and merging two departments∎ Optimized two merged departments and ensured a saving of 20% and still maintained the good working environment, work life balance, work tasks, and quality∎ Together with the employees achieved 7.5% savings on the warranty projects, as well as increased additional sale of upgrades, new solutions and products of several € Mio∎ Prevented redundancies during the merger of the two departments through mutual respect, dialogue, and involvement of employees

Siemens Wind Power develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects globally, with a turnover of approx. €25 billion and approx. 15,000 employees👉 ASSIGNMENTS∎ Responsible for support, coaching, sparring and workshops to project management across the organization together with 3 employees∎ Responsible for building and supporting project management across the organization with ▶coaching and sparring in connection with project execution, ▶optimization and streamlining∎ Have ▶coached more than 50, including project directors, senior project managers, project managers and project team members in connection with ▶project implementation, collaboration, certification, etc.∎ Through dialogue and sparring ▶developed my employees to support project management, including understanding how to ▶accelerate a project and thereby ▶minimize costs∎ Through workshops, meetings, and seminars, I have disseminated project management and ▶"best practice" within project management to all project managers in the organization👉 RESULTS∎ Together with the employees implemented project management and widespread "best practice" of project management across the organization according to PM @ Siemens. ∎ Facilitated project workshops (10-20 participants, € 10 million - 1 billion value), which has resulted in large savings and minimization of risks, e.g., 1 day savings corresponding to DKK 3-4 million∎ Shared knowledge via workshops across projects where in this connection optimizations and efficiencies have been found that have led to large savings

Siemens Wind Power develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects globally, with a turnover of approx. €25 billion and approx. 15,000 employees👉 RESULTS∎ Responsible for customer projects in ▶Europe, Middle East and Africa (EMEA) with a portfolio of +60 projects, a turnover of €2 Billion and 23 employees including support functions∎ Participated with my employees in ▶optimizing the projects, including identifying and ▶minimizing risks which in many cases increased the ▶gross margin on the project by 1-2%∎ Work with individual and team coaching to improve project management and the project team, including turning ▶low performance teams into ▶high performance teams∎ On project status meetings, I was particularly aware of turnover, additional sales, gross margin, risks, HSE, QA, collaboration, customer satisfaction and ▶optimizing/accelerating the project.∎ In dialogue with the employees ensured positive project ▶cash flow through fast invoicing to the customer and payment of suppliers in accordance with the agreed long payment terms.∎ Ensure implementation of ▶contract requirement and scope of work on the project, e.g., such as technical solutions and optimizations to ▶increase availability of the windfarm∎ Actively participated in the sale of Björkhöjden and Ögonfägnaden to a value of €800 Million which we won due to project ▶optimization which led to budget savings and low cost.👉 RESULTS∎ Improved profit by more than 40% on the projects (from approx. 7% to 10% GM)∎ Turned around a Low performing team to a high performing team and increasing gross margin from 9.6% to approx. 15% incl. a better work environment∎ Cost reduction through optimization of project staffing, moutsourcing and trimming of the organization equals to a departmental saving on approx. 5%∎ Major contributor on the sale of Ögonfägnaden and Björkhöjden and securing approx. €800 million order intake.

Siemens Wind Power develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects globally, with a turnover of approx. €25 billion and approx. 15,000 employees👉 ASSIGNMENTS∎ P&L responsible for delivery, installation, and commissioning of Lillgrund offshore wind farm 48 pcs. 2.3 MW 93 SWT in the Sound on the Swedish side for Vattenfall∎ P&L responsible for delivery, installation, and commissioning of Lynn & Inner Dowsing offshore wind farm 54 pcs. 3.6 MW 120 SWT off Grimsby, for Centrica, worth £200 Million.∎ P&L responsible for delivery, installation, and commissioning of 6 projects in Europe for DONG equals to 511 pcs. 3.6 MW 140 SWT, value €3 Billion (DONG agreement).∎ ▶Designed and built construction sites at e.g., Port of Nyborg and Esbjerg, hereunder storage of equipment/components, logistics/preassembly before loading/installation offshore∎ Established commissioning, service, and maintenance sites, e.g., Port of Dragør and Grimsby hereunder spare parts and ▶crew logistics, etc.∎ Invite and built up ▶new suppliers to the offshore wind industry∎ Hand over projects to customers ▶on time and ▶according to contract, hereunder finalized extra work, rectified deficiencies (snagging) and ▶claim settlement👉 RESULTS∎ The Lillgrund project was installed 45 days ahead of schedule and with a saving on DKK 25 million∎ Invention of a patented solution which saved 1,4 million on Lillgrund∎ 7% gross margin improvement on the Lynn & Inner Dowsing project∎ Claim negotiation and settlement (£2 Million, on the Lynn & Inner Dowsing project)∎ Hotel vessel solution (C-BED) for crew accommodation which increased efficiency and reduced crew consumption by 50%∎ Introduced NOS as crew transfer provider (CTV) with a saving of 20%∎ Negotiated DKK 145 million in additional- and extra work on Walney 1 before contract closure∎ Improved result by 50% on Walney 1∎ All projects were delivered on time

Vestas Wind Systems A/S develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects worldwide and has a turnover of approx. €30 billion and has approx. 20,000 employees👉 ASSIGNMENTS∎ P&L responsible for service and maintenance of Horns rev 1 offshore wind farm (80 V80 2.0MW) (Customer: ELSAM/Techwise)∎ ▶Turn around and get ▶structure on service offshore, including organization, finance, planning and controlling, contracts/agreements, leadership, and employee development, etc. ∎ Established the offshore service organization with more than 120 technicians and 14 adminis-trative staff, including service managers, specialists, planners, finance function/secretary, etc.∎ I handed over Horns Rev 1 offshore wind farm to the line organization with one administrative employee, 1 stock keeper and 12 technicians and technical experts∎ Contract manager and was responsible for fulfilling the the ▶contract obligations to the customer (ELSAM) regarding the wind farm's ▶performance and lifetime∎ Streamlining of work tasks and use of subcontractors to ▶minimize costs and thereby ▶reducing the time spent on service campaigns and replacement of main components∎ Conducted planning meetings to ensure ▶optimal planning and ▶minimizing costs regarding service and main components campaigns etc.👉 RESULTS∎ Minimized loss of availability on the turbines to 3-4%∎ Down scaled the service organization to 12 technicians, one stock keeper and one administrative employee∎ Down scaling and normalizing the service work which resulted in 20% budget savings∎ Improved customer satisfaction by a few % each year, thereby ensuring additional sales of projects and services to the customer∎ Zero LTC were registered, few minor injuries but a lot of "near miss" which were implemented to ensure a safe place to work∎ Only a few deviations/snags in quality were registered∎ The project was delivered on time.

Vestas Wind Systems A/S develops, produces, delivers, installs, and services on- and offshore as well as turnkey turbine projects worldwide and has a turnover of approx. €30 billion and has approx. 20,000 employees👉 ASSIGNMENTS∎ P/L responsible for delivery, installation, and commissioning of Horn’s rev 1 ▶offshore 80 V80 2 MW∎ P/L responsible for delivery, installation, and commissioning of Anarget onshore wind farm in Ireland - 3 x V47 660 kW - ▶full turnkey incl. electrical infrastructure, roads, hardstands and a bridge∎ P/L responsible for delivery, installation, and commissioning of Sao Cristevao onshore wind farm in Portugal 2 x V80 1.65 MW - with ▶adapter for NEG Micon foundation∎ P/L responsible for delivery, installation, and commissioning of Drumlough Hill onshore wind farm in Ireland 8 pcs. V47 660 kW - ▶re-powering, including dismantling of old turbines∎ P/L responsible for delivery, installation, and commissioning of Frederikshavn on-/offshore test site 2 x V90 3MW on ▶suction bucket foundation, a development project between Elsam, Aalborg University and Vestas∎ Full P/L responsible for delivery, installation, and commissioning of Rønland semi offshore wind farm 4 x V80 2MW, in a ▶Joint Venture installation with BONUS Energy∎ Project planning regarding delivery sequence of components, transport, pre-assembly of turbines, loading of vessels, installation, commissioning of the wind farm and handover etc.👉 RESULTS∎ Horns rev 1 (DKK 1 billion), which was installed 13 days ahead of schedule with a saving of DKK 2 million despite an unplanned yard visit for the installation vessel of 6 weeks∎ 5 projects to a value of approx. DKK 280 million which was all delivered on time and within budget or better

Owner and CEO of Christensen & Weber's Tegnestue which was a consulting company within architechtural design and construction👉 ASSIGNMENTS∎ Managing the company∎ Sales and Projects∎ Economy, finance, investments and accounting∎ Design to Principal and Turnkey Contractors∎ Competition projects∎ Design and Projects

Rederiet Erik Høj A/S operates in Northern Europe and perform port and ▶offshore constructions, as well as ▶offshore infrastructure projects, with an annual turnover of DKK 40 million and approx. 45 employees👉 ASSIGNMENTS:∎ Head of sales and project management & execution, and P/L responsible∎ Member of the Executive Board and member of the Board of Directors and participated in Board meetings and reported on ▶sales and ▶projects for my area of responsibility ∎ Conducted strategy workshops with the Executive Board and the entire Board of Directors, including preparation of the company strategy (customer, market, and competitor analysis)∎ Prepared business case for procurement and financing of ▶increase capacity by 100% with a gross margin of 15%.∎ Prepared sales budgets and forecasts for annual turnover with a focus on capacity ▶utilization/ expansion∎ Outreach for tendering to public, private and B2B customers and building personal relationships in connection with sales projects and to be ▶“top of mind” with customers∎ Have submitted tenders and closed subcontracts and turnkey contracts on projects in Denmark and abroad to ensure ▶utilization/maximization of production capacity∎ Responsible for carrying out port and infrastructure projects that I had offered and sold to customers in Denmark, Germany and the Baltics∎ Completed project procurement, management of own production and crew, preparation of method statements, quality assurance and HSE documentation👉 RESULTS:∎ Contributed to a doubling of production capacity and a revenue increase of 150% with a gross margin of 15%∎ Increased gross margin by 73% on the Puttgarden infrastructure project in Germany∎ Optimized a breakeven project (0% gross margin) to 25% gross margin∎ Ensured that projects were delivered on time, to satisfied customers∎ Increased production occupancy rate to 80-90% in a competetive industry.