Act as overall responsible for all commercial activities in Denmark across channels. Is responsible to increase sales coming from personal sales, web sales and customer care and making sure marketing activities support sales.

Stillingen indebærer blandt andet ansvaret for strategi, relationer, P/L og udvikling af samarbejdet med servicepartnerne, så der altid er en stærk "vi-kultur" med maksimalt fokus på kunderne og den fælles forretning. Servicepartnerne er eksterne virksomheder, som Verisure har et stærkt, tæt og årelangt samarbejde med. De beskæftiger ca. 100 serviceteknikere, som udfører mere end 5.000 serviceopgaver hver eneste måned. Dette sker i et tæt samarbejde med Verisure sales, operations, logistic og marketing.

In September, I took over the responsibility for the Fleet and Logistic departments. This means, that I manage 4 central departments in Verisure with super competent employees, who do their best every single day, to deliver a fantastic service to our customers, who primarily consist of internal stakeholders.

Since november 2020 again responsible for the Facility Management department with both Hard and Soft FM, at the offices in Denmark. Still managing the role as Head of Procurement.Verisure DK has 10 offices spread all over DK with a total of approx. 650 employees

From July to November 2018 with the title of Facility & Contract Manager with 9 employees, but due to tremendous expansion we divided the position and appointed my team leader as Facility & Logistics Manager and created my new position with the title of Contract & Fleet Manager.

A flexible staff solution from LejeVikar ensured your company maximum utilization of resources - without unnecessary wasted time. It provided increased competitiveness without changes in service level, delivery time and quality. And once the hustle and bustle was over, you subsequently avoided unnecessary labor costs.We took care of all the practicalities of salaries, contracts, holiday pay, etc., so you only had to spend time on the important thing - namely to ensure efficient production. Put a little differently, with Lejevikar, you could convert fixed costs into adjustable variable costs - which helped to strengthen both your competitiveness and the company's finances.

Encepa A / S helped companies with the transition to new and modern LED lights.With the switch to LED, companies often achieved so large savings on energy consumption that the entire replacement and modernization was repaid in less than 1-2 years and with a durability of min. 5 years, massive savings were achieved.Encepa A/S worked with their suppliers and partners according to a simple plan, which was to make it easier for their customers to modernize their lighting solution and achieve a better working environment.As the head of a dedicated sales department, my daily work consisted of inspiring, coaching and developing the team that handled the customer contact to the company's many customers and partners on a daily basis.Sales & creative marketing plans were also my responsibility, as well as participation in strategy development and budgeting.All with a good mix of structure, dynamism, experience and business understanding, spiced with an ambitious and goal-oriented approach to achieving results.

MT Højgaard was one of Denmark's leading construction companies. The tasks included project development, design, construction and renovation of facilities, bridges, homes and commercial buildings. The company was headquartered in Denmark, covering the entire country and with international activities, primarily in Europe and Asia. MT Højgaard had a turnover of DKK 7.0 billion in 2014 and 4,000 employees. The group included the subsidiaries Ajos A / S, Enemærke & Petersen A / S, Lindpro A / S, Scandi Byg A / S, Greenland Contractors I / S and Seth S.A. We were nationwide with headquarter in Søborg and a number of offices in major cities across the country. We also had offices in Norway, Greenland, the Maldives and Qatar.

In collaboration with Business Development Manager, I worked with the company's strategy development and go-to-market strategy for 2014-2018. The goal was to hand over a finished strategy to the sales manager, who was to be recruited and referred to, after my inauguration period. Some of the keywords for my work were:Strategy development.Go-to-market strategy.Relationship building.Sales activities.After recruiting a new sales manager, I was responsible for selected customers and segments in the Danish market. Including relationship building, sales activities and customer maintenance.

Country Manager responsible for the development of the Danish subsidiary.Man In Van was involved as faciliity management partner in large national and international companies with many locations across the country. We performed daily, weekly or monthly surveillance on their locations and performed all tasks within the following areas: plumbing, painter, bricklayer, carpenter / joiner, electrician, glazier, landscape gardener and handyman / caretaker responsibilities. The tasks was carried out by external contractors in a nationwide network.Man In Van was established in Norway, Sweden, Finland, Denmark and in Spain (Gran Canaria).(Danish)Country Manager med ansvar for udviklingen af det danske datterselskab. Man In Van beskæftigede sig med drift og vedligehold for store nationale og internationale virksomheder med mange lokationer fordelt over hele landet. Vi udførte f.eks daglige, ugentlige eller månedlige tilsyn på virksomhedens lokation og alle opgaver indenfor følgende fagområder: vvs, blikkenslager, maler, murer, tømrer/snedker, elektriker, glarmester, anlægsgartner samt handyman/viceværtopgaver med alt forefaldende arbejde. Opgaverne blev udført af eksterne underleverandører i et landsdækkende netværk.Man In Van fandtes i Norge, Sverige, Finland, Danmark og pr. 1.1. 2013 i Spanien (Gran Canaria).

Sale, support and advise for main construction companies in DK, as well as contract responsible on all major agreements with house builders and retail-chains.

Responsibility- Advise and sale to Main construction companies, architects, retail-chains as well as flooring entrepreneurs.Results- Increased the sale with approx. 26 % during the period.

Traded exclusive products in wood floors, carpets, linoleum etc. for retail and business.

Country Manager (1998)Concept Coordinator (1997-1998)Area Manager, Sjælland (1995-1997)Butikschef, Lyngby (1994-1995)Førstemand, Amager (1993-1994)Salgsassistent, Amager og Slagelse (1990-1993)De forskellige stillinger indebar bl.a.Konceptudvikling af nye butikker og optimering/space management af butikker i Danmark og udlandet. Projektleder på etablering af nye butikker i udlandet.• Bindeled mellem hovedkontoret i Danmark og lokale entreprenører, håndværkere og ansatte på ny- og ombygninger i England og Polen.• Ansvarlig for nye butiksåbninger og ombygning af 8 butikker i f.eks. Manchester, Liverpool og Huddersfield (3 måneders udstationering i England). • Ansvarlig for butiksåbninger i Katowice, Polen og potentielle butikker i Prag, Tjekkiet (3 måneders udstationering i Polen og Prag).• Udsendt til Prag, Tjekkiet med det formål at undersøge og beskrive markedet i Tjekkiet med henblik på senere etablering af butikker. Implementering af Tæppelands nye koncept i 3 danske butikker (testbutikker).Medlem af udvalg, der besluttede nyt butikslayout, facadelayout, logotype samt indkøb til og markedsføring af varegrupper etc.Medlem af ledergruppen.