Nikolaj Kellum Email & Phone Number

Copenhagen Area, Capital Region, Denmark

https://www.basico.dk/

Copenhagen Area, Capital Region, Denmark

-Direction setting and alignment of expectations.-Built ONE Finance team.-Increased cross functional collaboration as well as Finance engagement and motivation.-Drove implementation of Navision software and related cross functional processes.-Phased out existing Finance & Operations software.

Copenhagen Area, Denmark

-Successfully delivered 117% on personal objectives through a focused and result oriented approach.-Turning Finance from cost center to a true profit center, while lifting focus on strengthened business partnering.-Introduced and implemented exchange rate mark-up, which was subsequently adopted in Maersk, with a notable bottom-line impact.-Proactively increasing and protecting margins through increased focus and collaboration as well as product changes. -Driving companywide SG&A cost below budget by improving transparency and accountability in parallel with identifying opportunities.-Delivering Best in Class working capital, through increased visibility and support, new tools and elevated accountability.

Basel Area, Switzerland

Led a business focused support team of eight people; focused on sales, key products, operations, IT and management reporting.Supported and challenged Executive Board and Executive Committee, with particular focus on performance management and global profitability improvements through growing revenue, margins and cost reductions. Systematically drove internal customer satisfaction up to previously unseen levels.Created/provided transparency of all loss making activities in parallel with driving notable improvements. Enhanced collaboration and aligned peers around correlated objectives; with significant results. Increased and anchored ownership and accountability; especially in regions and countries.Participated in preparing and conducting analyst/investor calls and internal quarterly announcements.

Singapore

Time bound role.Identified, evaluated and implemented efficiency opportunities across all functions to prepare for and enable substantial growth. This resulted in >25% increased productivity; with pace and magnitude exceeding all expectations.Ensuring full benefits of recently re-implemented ERP system through external consultants and internal key staff.Reporting to Group CEO and active sparring partner around strategy and execution.Written CEO recommendation available on request.

Singapore

Transformed finance function through off-shoring combined with recurring sparring and development of Area finance & accounting managers, both as individuals and as a team. All resulting in notable best practice sharing, significantly improved IFRS/GAAP compliance, good commercial data quality and an easily scalable finance organisation.Elevated Treasury and tax focus, leading to reduced currency risks, improved cash flow and better financial ratios.Implemented travelling Business Control function, thereby ensuring appropriate governance, quality annual reports and decreasing both fraud as well as business risks.Key role in business case evaluations; including large acquisition, funding and subsequent integration, leading to a much larger commercial foot print as well as increased profitability.Driving force behind gradual shift from micro management to empowerment of regional functional directors and area managers, thereby freeing up time to deliver significant top and bottom-line growth.Performed several quarterly on-site business reviews; ensuring sufficient insight and trust to execute my regional CEO substitute and board roles role effectively.

Brazil

Strengthened finance functions through development, benchmarking and replacement of low performing finance & accounting managers and their direct reports. This resulted in a notable improved commercial transparency and provided a much needed insight for the right decisions.Developed commercially focused management reporting, leading to identification of new focus areas, thereby increasing profitability by 4-6%.Negotiated an external divestment transaction for a one-off 10 MUSD gain.Complementing the CEO, I pioneered a shift in key priority from turning poor performing entitiesaround, to boosting results in successful ones. Together with networking, coaching, best practice sharing and a long term contract negotiation with a key client, this all led to a net result growth of 8-12%.

Global Head of Project Management Office & General Manager Asset Management, APM Terminals HQ, Netherlands, 2008-2009.Area Head of Controlling, Maersk Line & Safmarine, France, Spain, Portugal, Morocco, Tunisia and Algeria, 2006-2008.Global Marketing Manager, Maersk Line Asia-Europe Service, Singapore, 2004-2006 Economist, Maersk Global HQ, Denmark, 2003-2004

Poland

Key player in commercial development; including acquisition leading to double revenue, significant synergies and a notable increase in profitability. Responsible for treasury; including external hedging and funding.

Executive Program, Business Transformation

Executive Program, Business Improvement

Executive Development Program, General Management

Bachelor'S Degree, Business Administration, Financial And Management Accounting

Thesis: Treasury / Cash Management