Executive Team Performance is a consulting company specialized in supporting top management being an effective management team. Executive Team Performance is characterized by; - having long experience being a part of top management teams - both effective and ineffective - in big and middle size companies- broad experience from different industries - worked in companies with venture capital - business insight within the traditional disciplines being a part of a top management team - being a respectful facilitator of necessary and typical difficult dialogues between strong personalities- a strong theoretical background and an ability to put these into practice- strong focus on execution and creating lasting resultsAll embraced by a STRONG PASSION for supporting top management teams being effective.

Configit is an international software vendor that offers configuration solutions to companies with product configuration needs. Configit customers include ABB, Jaguar Land Rover, John Deere, Grundfos, Vestas, Siemens, Danfoss amongst others. Configit has employees located in DK (HQ), DE, UK and US.Assignments:•Manage Global HR (+ HQ Reception): 5 employees.•Part of Executive Management.•Support ambitious growth strategy.Main results:•New Recruitment Strategy incl. Recruitment Handbook, Best Practice Tools and Templates, implement Recruitment Tool, Supplier Management and Channel Assessment/new channels. •Executive Management alignment through clear Roles and Responsibilities. •Recruit key positions incl. CPO, Executive Sales, Nordic, Global Accounting Manager, Communication Manager and Strategic Project Management Officer. •Implement Engagement Survey incl. International Work Shops and Action Plans.•New Sales Organization and new Sales and PreSales Bonus Scheme. •Global roll-out of On-boarding and Annual Development Review process.•Establish new Leadership Forum.

DELTA specialise in design, development, test, certification and consultancy in the following areas: Electronics, microelectronics, software technology, light, optics, acoustics, vibration and sensor systems. Revenue in 2015 was 300 million DKK; EBITBA 11 million DKK; 250 employees in DK, Sweden and UK - mainly engineers and technicians. Assignments:•Head of HR: 2 employees.•Leverage HR to be strategic and a trusted advisor on all HR issues. Results:•Part of the top management team, which managed a turnaround on profit and cash. In 2013 the profit was (8.7 million DKK) and the cash position very critical.•Facilitate corrective action plan incl. down seizing of about 10%. •Assist the Chairman in the recruitment of new CEO and new board member.•Recruit key positions incl. CFO, VP Test & Operation, VP ePatch, Head of Economy, Head of IT and Head of QA/E. •Implement ”DELTA job evaluation system” securing external benchmark and internal coordination of compensation and benefits incl. title structure.•Implement web-based performance appraisal (DELTA Dialog) securing strategy breakdown, continuing follow up and effective administrative set-up. •Implement Engagement Evaluation Survey incl. improvement actions.

Aalborg Portland manufactures and distributes white and grey cement, aggregates, ready-mix concrete and concrete products worldwide. Revenue in 2009 was 2,9 billion DKK; EBITDA 380 million DKK; 1.000 employees – 400 white collars and 600 blue collars.Assignments:•Head of Global HR & Internal communication in Aalborg Portland later Nordic & Baltic Region (AP excl. US + Asia): 8 employees (incl. 3 HR Business Partners).•Part of top management in Aalborg Portland later Nordic & Baltic Region. •Project manager for the Cementir Holding organizational change project – “Cementir 3.0” - in Aalborg Portland.Main results:•Project manager in AP: restructuring of Aalborg Portland into a Nordic & Baltic region in Cementir Holding incl. a spinoff of the operations in China, Malaysia, Egypt and US, establish a new functional matrix structure aligned with Cementir Holding, downsize staff functions, personally recruit new key players in different positions and handle changes in expatriations, all in line with “Cementir 3.0”.•Restructure the Aalborg Portland HR organization to match a Nordic & Baltic regional set-up incl. spinoff of HR departments in China, Malaysia, Egypt and establishing a new area of responsibility within HR – Organizational Effectiveness (incl. Lean, Six Sigma, Keizen, KPIs etc.).•Implement new Holding HR processes and tools incl. new Approval policy, Performance Appraisal System, Job Classification System, HR reporting process incl. HR KPIs and Risk Management Process. •Implement Lean Six Sigma incl. green belt training with business projects.

ST is an international FMCG company headquartered in Denmark with subsidiaries throughout Western and Eastern Europe. Reve-nues in 2007/8 were 4 billion DKK, profit before tax 1,4 billion DKK; total headcount 6.000 employees.Assignments:•Manage the corporate HR organization of 4 employees (incl. 3 HR Managers).•Responsible for the Danish HR administration incl. industrial relations and head-quarter reception (13 employees).•Professionally responsible (dotted-line) for 10 int.HR Managers. •Part of the top management team at subsidiary House of Prince.•Responsible for the HR integration process involving the former ST organization as a consequence of the British American Tobacco A/S acquisition of House of Prince (HoP) and Fiedler & Lundgren as of July 1, 2008.Main results: •As part of HoPs top management creating yearly growth of 4 % in profit and 6% in revenue in the period 2006-8, in a declining cigarette market of yearly 3%.•New HR strategy that supported the business strategy.•Improving the corporate trainee program (retention 90%), optimize use of headhunters, renegotiate supplier agreements (cost savings of 20%) and redesigning the company homepage.•Strengthen the internal recruitment through focused successor planning (internal recruitment 80%, target 70-80%).•Implementing a new compensation and benefit system (Mercer). •Optimizing and renegotiating corporate pension scheme.•A new corporate performance appraisal dialogue concept.•A new corporate employee development program. •Implement mandatory performance appraisal dialogue training.•A new tailor made ‘360 degrees’ manager feedback analysis.•Improving the corporate young manager talent program (avg. satisfaction 4,73 out of 5,0).•Successful HR integration after British American Tobacco acquired HoP and Fiedler & Lundgren as of July 1, 2008

NetTest is an international Telecommunication company with subsidiaries in France, UK, Germany, Italy, USA, China, Singapore and headquarters in Copenhagen. The company revenues in 2006 were 700 million DKK with a small profit; total headcount 515 employees.Assignments:•Part of the top management team, which in close dialogue with equity partner AXCEL manage a turnaround with an expected exit within 3-5 years. In 2002 the company lost 5 billion DKK. •Manage the corporate HR organization, including 4 direct reports (incl. 2 HR Managers) and 5 international HR consultants.•Took part in the integration process following Anritsu’s acquisition of NetTest on August 30, 2005.Main results: •Successful exit after 3 years with Anritzu A/S: Focus on telecom operators, sell off Canadian subsidiary, close sales offices, centralize staff functions and downsize organization from 877 to 435 employees. •In the period 2003-6 yearly revenue growth of 14% and profitable all years.•New HR strategy that supported the business strategy. •Secured legal compliance on personnel contracts to all employees. •Implement new IT personnel system (from Orkidé to HR SAP).•Downscaling of the company policies and benefits incl. the travel policy, the car policy and the sales bonus schemes.•Relaunching the Intranet, incl. a new electronic personnel handbook (administrative enquiries down by 40%).•New reporting system to manage employee cost, sickness, turnover etc. •A new corporate Employee Satisfaction Survey.•A new leadership program implemented in Denmark, USA, Italy and France (Average satisfaction 4,71 out of 5,0). •Implemented worldwide “The Performance Pyramid” (incl. new Mission, Vision and Values) through workshops in all 8 subsidiaries.•After the acquisition of NetTest head of the redundancy process that reduced the former NetTest organisation by 10% (involving employees from DK, Germany, France, Spain, Singapore, China, UK and USA).

Officer of the reserve (2 year program)1 year service in Holstebro