Product management and sales support, including the P/L responsible for a global product range exceeding +80 Mill € in turnover. Responsible for direct sales to US market, and sales support to Mid EU, UK and Benelux.Key focus area• Development and implementation of product line strategy. • Product profitability (Pricing, product portfolio, sourcing, development)• Sales channel and market development.• Acquisition possibilities linked to the portfolioDirect reporting is 8 people global based. Reporting to the VP Product Management

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ACO Engineering A/S is a private owned company (See also www.aco-engineering.dk) belonging to a group of companies. Comprising ACO Service A/S and ACO Engineering SP.Zoo Poland. In total app 200 employee of which 70 employee are within ACO engineering A/S in Denmark. Also being Co-owner of ACO Engineering A/S and the group companies.ACO Engineering A/S has over the past 3-4 years focused on a strategi change, from mainly being a sup-supplier, over to development and selling own developed products with-in Advanced heat exchanging application. Key application are Chemical, food and paper industry. With an increasing focus on heat recovery from exhaust with-in general industry application.Reporting to the board chairman. Responsible for full P/L. With the following key focus areas:• Strategy development and implementation.• Development of sales channels.• Product development of own product portfolio.• Start-up and implementation of manufacturing company in Poland.• Due Diligence process with potential investors.• Optimizing of internal processes.

R & D Manager for fluid handling globaly, as well as supporting business development.The R & D function comprices development recources in China, UK, USA and Denmark in total 40 persons.Reporting line to the Product Center VP

Strategikonsulenterne er et specialiseret konsulenthus med kontor i Haderslev og kunder i hele landet. Vores specialer er strategi- og forretningsudvikling samt psykologiske tests og personvurderinger.Vi faciliterer strategiseminarer og vi hjælper med at planlægge og implementere forandringsprocesser. Vi udvikler lederne, rekrutterer nye nøglemedarbejdere og vi træner jer i vores specialer. Enten i virksomheden eller på åbne kurser.

Baxi A/S is part of BDR Thermea Group, Europe's third largest producer of products for domestic heating products. Baxi A/S had a turnover of 158 Mill (2009) DKK in Denmark and Sweden, and 64 employees (2009) in total. The product range consists of solar cells, heat pumps, oil, gas and bio-boiler. Products are sold to plumbers through wholesalers. With reference to, BDR Thermea Vice President Northern Europe, (Chairman) full P / L responsibility for companies in Denmark and Sweden. In addition to this, exports to Norway, France, Germany, Spain, Italy and the United States through distributors. I have the direct sales and marketing responsibilities in exports and the Danish market. This consisted of contract negotiations, pricing, marketing efforts at home and abroad, wholesalers and distributor interaction. Development and expansion of sales and marketing capability and development of new energy-efficient products - all to create a competitive product range.The organization consists of 50 employees in Denmark and 14 employees in Sweden (2009). The direct management responsibilities consist of a director in Sweden, and 6 in middle management in DK, of which 3 were part of the management team.Carried out a reduction in staff from 185 people to 50 people in Denmark due to outsourcing of production to Turkey, and the closure of the production in Denmark. Subsequently, a new strategy developed and implemented. This consisted of the launch of new energy saving product lines. Developing and implantation of a new sales / customer / partner structure. Financially, this meant that sales in Denmark and Sweden (September 2010) increased by 4% and 11% over 2009 while a cost reduction of 22% and an expected positive result for 2010 (the first time since 2006).The companies in Denmark and Sweden have been sold in September 2010, after which I have resigned.

Alfa Laval is an international company with a turnover of 2,150 Mill €, 11,700 employees, its own sales companies in 45 countries, and production units located strategically around the world. Alfa Laval manufactures heat exchangers, separators and flow equipment targeted at a broad range of industries. Alfa Laval is listed on the Swedish stock exchange. Alfa Laval is divided into a number of strategic business segments. The segment which I was involved in were the manufacturers of equipment for food industry with a turnover of 240 Mill € (2006). With reference to General Manager (segment manager) I had the sales responsibility for 45 global sales companies, including customer relations, key account and sales channel development, market plans and the associated financial monitoring. Marketing Function, where I was responsible for all product and market launches globally, and marketing materials for a total of 26 different languages. An e-business unit, whose purpose was to create an electronic platform for trading with customers globally.The direct staff responsibility included 16 persons located in Denmark, Sweden, Singapore and Brazil. (4 Business managers, 9 people in marketing and 3 people in eBusiness) Management responsibility was to ensure staff resources were optimized in the sales companies.Direct/Indirect management responsibility for 260 sales people in the matrix with the 45 local country managers in order to ensure consistency between the rest of the Alfa Laval organization. The sales companies I had operational responsibility for was the sales companies in China, Japan, Germany, USA, Brazil and Nordic. Developed and implemented the strategy and tools to create growth through sales channels. The result was a sales increase of 7%, and higher earnings (2007). By the end of 2007 the number of online orders has increased from 10% to 17%.

In 2001, Alfa Laval was acquired by an investment fund (Industri Kapital) and a new structure with two divisions and a number of business areas were established. This meant an optimization and streamlining of all business areas. The business, I was involved in, were within the food and pharmaceutical industries. The structure of the segment consisted of the central part with marketing, product management, business development and other central functions. The direct sales and customer interaction where handled in the 45 sales companies around the world.With reference to the General Manager, (segment manager) covered the responsibility management and development of segments' product portfolio. Identification and preparation of acquisitions. Establishing of alliances. Global marketing and product introduction. Product support for sales channels and developing a key account strategy. The function included managerial responsibility for a total of 14 persons of which 8 where product managers, 1 application manager, 1 pricing manager, 2 marked supporter, 1 secretary and 1 product supporter. Employees were located in Denmark, Sweden and England. Implementation of a key account strategy, which led to closer cooperation with global key accounts. An increase in earnings, due to development of new products as well as production and design optimization of existing products. Closing of the three product alliances, of which one later led to an acquisition. Establishment of a marked introduction process, which reduced the time from product launch to actual sales, from 10 months to less than 1 month.

With reference to President Flow, I had responsibility for product performance, ensure that all products where sold globally, and the necessary sales and technical support to sales companies globally. The assignment was to create an organization focused on optimizing and streamlining the product range, from individual countries' product lines into a global product range. This also meant the closure of a factory in the U.S. and Mexico as well as building capacity in China and India, all in matrix with operation and logistic. Building a customer service organization capable of supporting the sales companies and customers globally across time zones. Product Organization consisted of a customer service organization and product management with a total of 56 employees, with 7 direct and 49 indirect, based in Denmark, UK and USA. The function also included the countries responsible for Denmark, Norway, Austria, Germany and Switzerland. A consolidation of sales functions in the German speaking countries and the establishment of a German-speaking call center in Denmark. This centralization resulted in an increased turnover from € 8 Mill to 18 Mill € three years later. The model was later copied to other Alfa Laval's business segments. Each product was analyzed and evaluated. This resulted in a comprehensive product range with a uniform pricing, which covered all markets worldwide. "One product one price"

With reference to the CEO, I had overall responsibility for the sales and marketing function including sales and marketing P/L. This included sales to own sales companies, but also for agents and distributors globally.