As VP for Group Human Resources (CHRO) overall responsible for the Global HR Organisation in ECCO. Further responsible for driving the HR strategy process and for the implementation of strategic initiatives derived from the strategy and in accordance with the business needs. In addition I act as trusted advisor to the Group Managing Board and the Chairmanship on all people related matters and reports directly into our CEO.

Appointed Head of Group Human Resources with a global responsibility for the HR organization in ECCO. Responsible for developing and leading the implementation of the global HR strategy; driving the global HR strategy process and responsible for the implementation of strategic initiatives derived from the strategy. I acted as a trusted advisor and sparring partner to the Chairmanship and the Managing Board of ECCO. Other general responsibilities included ensuring all activities and programs related to human resources were implemented in accordance with the organizations human resources strategy. These included: recruiting; training; compensation/remuneration; benefits; performance evaluation; organizational development; relocation; equal employment/affirmative action; health and safety; human resources administration; human resources information systems; payroll; employee communication; employment/industrial/labor relations. Lead, direct, evaluate and develop a team of managers to ensure the organization´s human resources strategy was implemented effectively, consistently, and according to established guidelines and budgets. Contributed to strategic planning and decision-making at the top executive level so the organization´s human resources strategy was aligned with other business strategies. Represented the organization in interactions with external parties in order to protect the organization´s interest and reputation.

Globally responsible for ECCO's People Pipeline processes incl. Graduate Programme, Performance Management, Talent Management and Succession Management. Furthermore, responsible for Training and Development; to plan and execute the strategic organizational changes and leadership development activities together with coordination of ECCO University. I had a team of 11 people and 2 managers reporting directly to me. My main responsibility was to develop and lead the implementation of the global People Pipeline Strategy, which included the creation of a disciplined performance culture and ensuring that tools and processes were anchored in the business. I was responsible for the global roll out of Performance Management, Talent Management and Succession Management. Furthermore, I introduced and implemented People Review (potential assessment) across the globe. Last, but no least I was also overall responsible for accurate HR SAP master data and solid reporting tools.

Globally responsible for ECCO's Graduate Programme, Performance Management, Talent Management and Succession Management.

As Head of Human Resources for Denmark I had the HR responsibility for all Headquarter functions of ECCO, with a team of 8 people reporting to me. My first task was to build a HR Business Partner structure consisting of 5 HR Business Partners supporting the 5 main business areas in Headquarter. My overall job was to ensure local implementation of the key HR processes throughout the Danish organization and to provide professional support and sparring with the line managers on all people related matters in accordance with the HR annual cycle. The number of employees in ECCO Headquarter was at that time 600.

Nordic Head of Human Resources with the HR responsibility of all legal entities of the RBS Group in Sweden, Denmark, Finland and Norway. Managing a Nordic HR team of 5, providing HR support to all our Nordic employees.Employed to lead the people side of the Nordic integration of ABN AMRO into RBS. Main challenge was to create a process clear and well communicated to the benefit of our people, both to those who should stay and to those who were to be made redundant following the integration. A process that included both the legal transition and transfer of staff, ensuring consolidation of T & C's and policies, but even more important a process that facilitated a new, shared culture for the combined organization. Facilitating a process of Competence Building and Mindset Change into a High Performance culture, increasing efficiency by developing an "investment banking profile" of our people. Attracting, retaining and developing Talents were the cornerstone, with a strong focus on setting priorities and managing underperformance under the Performance Management & Reward process as well as providing direction and modeling behavior under Leadership & Learning. Providing continuous advise and coaching to Line Managers on all people and organizational issues including defining future human capital requirements. Introduced the concept "People Strategy Sessions" and held quarterly sessions with all Line Managers across the Nordics.

Country Head of Human Resources and from 2006 also Head of Communication, Corporate Director at ABN AMRO Bank N.V., Copenhagen Branch (all legal entities including ABN AMRO Asset Management)In addition to my HR Manager role in Denmark I was the Nordic HR Business Partner for 4 business units advising and coaching Nordic Line Managers on all people and organizational issues. Responsible for ensuring an effective HR strategy developed and implemented in line with global and group guidelines and at the same time incorporating the needs of the various business units locally. Acted as a catalyst for organizational changes and completed various activities to visualize new structures for our people and to mitigate the resistance.Responsible for the people side of the integration and co-location of Alfred Berg and Alfred Berg Asset Management into ABN AMRO. Aim was to provide one platform to easier improve the product offering to our clients. Responsible for facilitating the entire change process, which included both the legal transition of Alfred Berg SE branches into ABN AMRO with subsequent structural changes and the "bringing together" of three different organizations and cultures.As HEY feedback coach providing leadership feedback to our Senior Executives across Europe. Coaching them on the use of the different leadership styles and the climate that these styles would subsequent generate for our people.