Working with new card issuing customers at Nets, Issuing and e-Security.

Support for Sales department in pre-sales function as solution architect. Responsible for proposals and solution design for card issuers in Denmark and some account in Sweden. When solution design is agreed with the customer, it's my responsibility to establish a project (IT-requirements and project organisation) within Nets.Primary focus:- Project Executive (Prince2) for the total delivery for BOKIS- Design of contactless cards (credit and debit)- Card Management System

Head of Consumer & Cobrand with a direct reference to the CEO and also a member of the local group of directors at SEB Kort Denmark. The Consumer and Cobrand department was established by October 2011, based on my business presentation and a wish to align the Danish organization towards the Swedish and Norwegian. Besides been jointly responsible for the daily operation at SEB Kort Denmark, my responsibility was:• Establish the department (recruiting 2 people, defining purpose and KPI’s etc.)• Finding new and developing existing distribution channels• Maintain our revenue from own brands and our position on cobrand• Discuss and define interfaces towards other departments• Member of the 2 Nordic business committees Results:The department was in place by January 2012. Purpose, KPI’s, whiteboard meetings, performance management structure etc. was successful implemented during the first 2 month.5 new distribution channels/partners was established during 2012. The first indicators were positive by the end of 2012 on most of the new and developed agreements.The primary business goal to maintain revenue from own brands was accomplished, through various actions (e.g. increase interest rates, implementing predictive selection of customers to campaigns, focus on internet shopping). Revenue increased by app. +20% even though the number of cards in force was below last year.A partial success on coordinating the Nordic sales work in the Nordic business committees and defining the internal interface, due to the limited period of time. However we got the most important and complex interface with the marketing department in place in October 2012.

Director Corporate Sales with reference to VP Corporates Sales and Products. During the period there was a natural change in the responsibility and size of department. Number of employees reporting to me was between 10-20 people, also including a team leader with her own unit. The span of business areas was corporate sales, corporate support and acquiring.During the period I became jointly responsible for the daily operation at SEB Kort Denmark, and besides that my responsibility was:• Maintaining our position as No. 1 at the Danish market for corporate card solutions• Introducing a MasterCard and Visa acquiring solution to the Danish market• Maintain and develop the skills of employees (Consultative selling, Nordic/European solutions and integrated solutions with expense claim systems and statistics)• Implementing Lean program (SEB Way) into the sales unit• Expanding the Nordic and European business• Continuing the merger of 2 sales departments from SEB Kort and PBS • Member of the Nordic corporate business committee  Results:The introduction of the new acquiring solution, which was in direct competition to Nets in Denmark and aimed to bring down the old monopoly, followed the sales plan 100%. We maintained our position as No. 1 in the corporate market, even though we lost 3 major accounts in the period. Within 2 years the gap of 10% lost turnover was closed. This was done trough special focus on new sales and Nordic agreements, introducing European solutions and optimizing the workflow round expense claims.Through the implementation of Lean tools in the sales unit, the sales focus increased and a lot of administration was removed from the sales staff. In total we released time equal to 1,2 FTE in the unit, after the 14 weeks transformation period.These changes and shift in gear could only be done by having a motivated and customer focused group. In all employee satisfaction surveys the department has been in the top 10% of the departments at SEB.

Key Account Manager Diners Club (SEB Kort) with reference to Sales Manager corporate sales. The main focus was to maintain and develop the existing portfolio, and secondarily new business. Been responsible for:• Account management and sales of travel related credit card solutions to the 15 largest customers (KFX-companies) in Diners Club/Eurocard. This portfolio equaled app. 15% of the total turnover in the corporate segment• The sales coordination with Diners Club International • Supervisor for the Account Manager group (sales to SME customers in Denmark)• Trusted advisor to the sales ManagerResults:Working structured and always value based towards the customers, I succeeded in generating the expected growth in a more competitive market. Bringing home the first international credit card agreement to Diners Club Denmark with a Danish company was one of my biggest achievements.

Branch Manager at Avedøre Holme office for the last 2 years in Amagerbanken. Began my career as a trainee and got my first portfolio of customers after 1 year, which was very extraordinary. After the first two years as trainee, I was moved to the central corporate department and after 1 year was appointed a minor corporate portfolio, as well as new sales was done to increase the portfolio.After two years in the corporate department I moved back to a branch office where I accepted the position as Deputy Manager – my first manager position. I was in this position for 1 year until I applied for the Branch Manager position at Avedøre Holme. A small branch of 7 people in total.Being educated in Amagerbanken gave me a very good foundation for sales, commercial thinking and testing the leadership potential. Always delivering the results in sales campaigns and developing the portfolios.