Peter Woods Klingenberg Email & Phone Number

Copenhagen, Dk

Dsb - Danmark

Denmark

Kundechef for DSB

Denmark

Copenhagen Area, Capital Region, Denmark

Copenhagen Area, Capital Region, Denmark

Målsætningen er afspejlet i vores logo. -Det er Awareness Racing i motorsport, og samtidig Raising Awareness på en god sag.Vi har en kæmpe passion for motorsport, og vores formål er ikke kun selv at køre, men skabe den meget fortjente opmærksomhed på vores elskede sport.Men det er jo ikke nok…. for os…..Vi har også en stor passion for velgørenhed, og en helt særlig passion for Julemærkefonden. En fond der via deres Julemærkehjem hjælper unge børn til at blive børn igen.Awareness Racing arbejder via vores motorsport på at brande og promovere Julemærkehjemmene, der arbejder med børn og giver dem et livsændrende ophold. Minimum 10% af alle vores sponsorater og indtægter doneres direkte til Julemærkefonden. Herudover arbejder vi intenst på at lave fundraisers. Fundraisers er events der alene har det formål at rejse midler til Julemærkefonden. Det kunne være foredrag, oplevelser, drivers events etc. som samtidig er med til at give vores gæster og donorer en oplevelse. Vi tror på at velgørenhed sagtens kan være en win win for alle parter.Vi har også sportslige ambitioner på racerbanerne. Christian og Peter har imellem sig mange års erfaring i Dansk Motorsport. Særligt igennem karting på elite plan, men også enkelte optrædender i banesporten, med pæn succes. Vores store passion for motorsport er vores drivmiddel til at komme tilbage på asfalten, og vi har realistiske ambitioner om succes på banerne

Brøndby

Konsulent på projekt "ATK Træner" & "Gå til Gokart".Projektet er oprettet i samarbejde Team Danmark og DASU, og jeg varetager region Øst.

Charlottenlund

Implementation of IPM-StrategyFull PNL-responsibility of two centers in Charlottenlund and Hørsholm.7 Managers in direct refrence1 administrative staff member237 FTE allocated on two Distribution centers

Assigned to change and develop the economy, productivity, quality and employee satisfaction, on 3 Distributions centers located in respectively Helsingør, Helsinge and Gilleje, with full P&L-responcibility.A definite Change Management assginement, and closing 2014 budgets I can reflect on succeeding with the 3'd highest productivity in the region, only 0.5% from second place, and still developing. In addition to that I have in 2014 developed the employee satisfaction to not only have the highest development in the region, but now also has the highest score.First mover on new distribution methods.

Østerbro

During my period I managed to stop and reverse change a massive downwards spiral with substantial quality, personnel and economic challenges.During the first 18 months I changed a massive budget overrun to not only meet all KPI’s, but changed the management and empowered them to perform a totally different kind of management than they were used to. It was a 2-figured million improvement.During this, and despite of massive layoffs due to changes in the markets, I also succeeded in developing the employee satisfaction from an absolute low to being amongst the best within PostNord Danmark.The next project was to manage the merger between two of the biggest distribution centers in Copenhagen. This was now the biggest distribution center on one location in Denmark serving approx. 97.000 households, 230 employees, and some DKR 60 million budget on the cost center.In the time after, I also developed 3 out of seven managers to grow and take on new and more challenging assignments within the company, developing them to an active to the company.Further more I managed to coach and develop 1 demoted manager to be promoted again.• March 2012: Assigned to central Excellence project for Strategy and Politics in PostNord Danmark.• March 2012: Voluntarily associated as mentor at Foreningen Nydansker. A non-profit charity who helps immigrants to employment• April 2011: In addition to Østerbro, I’m appointed as Head of Nørrebro Distribution-center.• April 2011: Integrates a department for special deliveries and services at Østerbro Distribution-center• January-May 2011: Project Manager for the merger of Østerbro and Nørrebro Distribution center• Deploys LEAN-Management to the local managers.• Raised the employee satisfaction• Raised the quality of processes from 80% to 99.2%• Created economical growth and stability• Met the budgets for the first time in 20 years.

Hornbæk

Restore and develop the distribution center after having some difficulties. Developed the KPI's and restored the vision of success to the staff.They went on to win the SBT-Award, which is an internal award given to the most self-supporting and developing team of the year.

Allerød

Heading the Distribution Development Department. A staff function who oversees, supports and develops the processes for the region. The department has the responsibility to oversee the quality, performance and execute changes in the distribution in collaboration with the the Heads of Operations for approximately 1300 workers.

Hillerød

Full responsibility for the Strategic Business Centre in Hillerød. 1 of 8 fully integrated Business Centers in the company, out of more than 60 locations.Had the responsibility of a 4 man team which catered primarily to the large and strategic customers in North Zealand.Raised the bottom-line with 84% compared to the year before.Took initiative to a new canvas setup for our business salespeople in the whole district. I developed and executed it for District North Zealand including Copenhagen.Developed 1 employee to the marketing dept. in addition to 1 sales representative to branch manager.Recruited and developed furthermore 1 sales representative to branch manager.

Søborg

Raised the bottom-line with 54% compared to the year before.Expanded the collaboration with Danish Veterinary and Food Administration (Ministry of Food, Agriculture and Fisheries; Denmark), who had changed their communications partner. Got them back, and executed a comprehensive test on a pure mobile solution to the entire ministry.

Frederiksberg

Raised the bottom-line with 265% compared to the year before. An unprecedented growth record, which still stands, to my knowledge.Recruited and developed 1 sales assistant to Store Manager.

Managed several service station in addition to completing a Trainee Program, becoming an Academy Economist.Was appointed as Commercial Manager just before turning 21 years. The youngest Manager in the history of Q8-Denmark.Ran and developed several service station with changing locations. All with great success.

Herlev

Headed the daily management, reporting to the Commercial Manager.

Herlev

Attending the register. Stokking goods, etc.

Executive Mba, Management

Executive MBA

Cba, Certificate Of Business Administration

Activities and Societies: Strategy & Competition, Leadership & Organisational Behavior, Operational Management, Marketing.

Matematisk Student, Math, English, Music

Activities and Societies: Team Volleyball: 7'Th in the National ChampionshipMathematical student; A-Level