Reporting to SVP of Electronics Controller Division. Scope within Electronics Division: Global Quality, Global Procurement, Global Operations and Global Planning & Logistics.Team based in Denmark, Poland, Italy, India and Mexico. Production site in Nordborg, DK.Responsibility: End-to-end responsible for Demand Planning, Sales, Inventory & Operations Planning (SIOP), Production Planning, Inbound Logistics, Operational Procurement, Production, Supplier & Customer Quality and Procurement. In addition, responsibility covers Contract Manufacturing Operations.

Reporting to VP of Supply Chain & R&D. Responsible for Global Operations and Planning & Logistics in Danfoss Electronics Division. Team based in Denmark, Poland, Italy, India and Mexico. Production site in Nordborg, DK.Responsibility: End-to-end responsible for Demand Planning, Sales, Inventory & Operations Planning (SIOP), Production Planning, Inbound Logistics, Operational Procurement and Production. In addition, responsibility covers Contract Manufacturing Operations. Main tasks: - Establishing new i production facility (Denmark)- Integration of 2 newly acquired Electronics companies (Italy and Holland)- Contract Manufacturing (+10 EMS factories globally)- Development of suppliers (Direct suppliers and Contract Manufacturing)- Logistics Solutions (VMI, 3PL, Consignment etc.), both suppliers and customers - Inventory Management for full product portfolio (Electronic division)- Performance Excellence: Customer Availability, Supplier Delivery and Logistics Costs- Responsible for 2023 Initiative: Supply Chain Resilience and Supply Chain Strategy 2030

Reporting to Global Supply Chain Director. Responsible for Global Planning & Logistics in Danfoss Electronics Division. Team based in Denmark, Poland, Italy, India and Mexico.Responsibility: End-to-end responsible for Demand Planning, Sales, Inventory & Operations Planning (SIOP), Production Planning, Inbound Logistics and Operational Procurement. Both direct raw material suppliers and Contract Manufacturing Operations. Main tasks: - Contract Manufacturing (+10 EMS factories globally)- Customer Integration (Logistics solutions with key customers)- Development of suppliers (Direct suppliers and Contract Manufacturing)- System Integration with Suppliers (SNC/EDI)- Contract Integration with Suppliers (Service Level Agreements and Logistics Agreements)- Logistics Solutions (VMI, 3PL, Consignment etc.), both suppliers and customers - Inventory Management for full product portfolio (Electronic division)- Performance Excellence: Customer Availability, Supplier Delivery and Logistics Costs- Implementation of new SAP system (SAP Hana)- Implementation of new SIOP system (Sales, Inventory & Operations Planning)- Establishing a new team, globally

Global responsible for Inbound Logistics; 12 factories globally – DK, PL, FR, IN, CN, MX etc.4 direct employees (Sr. Specialist and Global Project Managers) from Poland and India.12 dotted-line/matrix employees (Sr. Logistics Managers based in factories) Responsibility: Driving the Logistics function globally and securing material availability while balancing risks, logistics costs and inventories.Main tasks: Global Inbound Project Execution:- Formulate and Implement our 2020 Global Inbound strategy- Implement a Customer Oriented Supply Chain, incl. differentiated supplier approach- Implement Logistics concepts/solutions (3PL, Consignment Stock, VMI…) - Logistics Cost-out Project (e.g. change in transport mode and implementation of “milk-runs”)- Division representative in “Danfoss Global One-ERP project” (1 SAP system)- Division lead in “Danfoss Global Supplier delivery-time project” (5-day delivery-time) Performance Excellence:- Secure KPI’s: Supplier On-time Delivery, Lead-time, Factory Inventories, Logistics Costs- Creating flow by reducing minimum order quantities (MOQs)- Warehouse Management optimization- Service Level Agreements (SLA) with suppliers - Supplier Capacity Management- Supplier System Integration (SNC/EDI)- Supplier Logistics Audits- Supplier Risk Management and Performance Follow-upProcess Excellence:- Secure global alignment across 12 sites - Identify, map and drive processes improvements- Secure alignment in system usage (ERP: SAP)- Audits in processes- Training and competence developmentOrganization Excellence:- Support Site Logistics Managers (incl. removing roadblocks and dealing with politics)- Develop site roadmaps and logistics improvement plans- Coach and develop employees

Working closely with Vice President of Supply Chain, I led the development and implementation of the 2020 Supply Chain Strategy. More specifically, my primary areas of responsibility are:Formulate a “Customer Oriented Supply Chain Strategy 2020”- Identify top Strategic Themes towards 2020- Identify key Must Win Battles and sub-projects- Global Communicate of strategy- Create full alignment with Product- and Sales/Marketing StrategyImplementation of Must Win Battles/Strategic Projects- Project Manager - Must Win Battle #1: “Customer Oriented Supply Chain”. Purpose: Re-design the Supply Chain to deliver according to customer needs. - Project Manager - Must Win Battle #2: “Footprint Alignment”. Purpose: Optimizing our global Supplier/Manufacturing Footprint.- Project resource in several other projects – e.g. “Process Excellence” and “Transport & Warehouse Excellence”Support to Top Management- Support Vice President for Supply Chain in decision-making- Support Management in the development of a Division Strategy/PerspectiveMentor/Coach for Danfoss Supply Chain Graduates

Working closely with Senior Vice President of Supply Chain Management, I lead the identification, prioritization and implementation of cost out opportunities. With a total cost mind-set I was a change agent focusing on building capabilities within the organization through the development of supply chain strategies and the establishment of professional processesMore specifically, my primariy areas of responsibility was:- Assisting Category Managers/teams in profiling categories, reviewing spend and identifying opportunities for total cost reduction- Supporting and facilitating opportunity assessment and prioritization with a total cost approach - Co-lead initiatives with category team members to secure successful implementation- Managing project plans and follow up on business performance, conducting regular reviews with Category Managers- Securing a professional and fact-based approach to supplier negotiations- Acting as a change agent and securing capability building through sparring, coaching, engaging with key stakeholders and the implementation of professional purchasing processes- Aligning Sourcing Processes with the SCOR framework- Support in developing strategic suppliers

Worked closely with Vice President of Sourcing & Procurement, I lead the development of Vestas Sourcing Processes, Tools and Policies. As a part of the management group, I was to secure that we were on the right track towards Sourcing Excellence.More specifically, my primary areas of responsibility was:- Introduction and Implementation of the Category Management concept- Developed the 'Vestas Soucing Strategy' together with Professor Kim S. Hald- Developed sourcing tools (TCO, Should-Cost, Segmentation, Spend, Cost, Market analysis, Risk assessment etc.)- Conducted company-wide training in the Vestas Sourcing Process and Category Management during 2008/09 for more than 200 SCM professionals.- Translate customer requirements into concrete business requirements- Formulated the sourcing strategy for the Towers division- Supporting Category Managers in the development and implementation of Category Strategies- Divisional representive in all cross divisional projects (e.g. Supplier Scorecard, Sourcing Excellence, Supplier Loyalty, Lead-time, Supply Chain Agility etc)

Management nominated me as a candidate for the ‘Vestas High Potential program – a program for employees with potential for quick advancement within Vestas. Approx. 1% of Vestas 22.000 employees was nominated, and from this 50% of us ended on the final High Potential Team. We were appox. 60 people on this team from all regions - who joined up worldwide on a quarterly basis to solve larger strategic challenges.The Programme was closed after 3 years due to the financial crisis

Worked closely with Vice President of Sourcing & Procurement, I lead the development Performance Management, Business Intelligence and Risk Management. This was to secure that we were on track and that all decisions was fact-based.More specifically, my primary areas of responsibility was:- Setting up Performance Management in SCM and Follow-up on Supply Chain performance- Setting up Business Intelligence System: Macro Economy Analysis (e.g. Leading- & Lacking Indikators), Market Analysis (e.g. suppliers), Financial assessment of suppliers, Competitor Benchmarking and Commodity Analysis (e.g. steel, aluminium etc.)- Setting up a Risk Management System and support the identification and mitigation of Supply Chain Risks- Ad hoc analysis for Top Management

Next to my Masters degree I conducted a market analysis for Dairy Friuts. After statistical analysis of data, areas of improvement was suggested for the management group.

During my internship at VIKING I primarily working with Business Development, helping the company with identifying new markets and new areas of improving revenue.