Pierre Aagaard Email & Phone Number

Copenhagen, Dk

Copenhagen, Capital Region Of Denmark, Denmark

Optimising online brands to increase business performance

Copenhagen

Jun 2020 - Advisory Board member at Tankespil, a startup focused on developing analogue learning and leisure games for the business and leisure market segments. Apr 2018 - Mar 2019 Advisory Board member and part time consultant at Eco2Saver Aps, a developer of a diesel saving technology. My focus was on business plan development and valuation for funding purposes. Nov 2011- Jun 2015 Part time partner at CORTRICS smba a start-up with focus on development and sales of procurement optimization software and services.

Copanhagen

Integrating IT-company acquisitions in Europe into One.com

Consultant in strategy and operational busienss development at public and private companies

Copenhagen Area, Capital Region, Denmark

Corporate Finance, Financial Transaction Advisory, Northern European Capital and Infrastructure Projects and M&A.

Copenhagen Area, Denmark

Head of 70 staff organisation, 2016 turnover of DKKm 225. Focus on business development in Scandinavia. 3 months into my tenure a new CEO was appointed to Citelum world-wide. The CEO launched a new strategy for Citelum world-wide which made my position redundant.

Copenhagen Area, Denmark

Direct report to the CEO and heading a 12 staff department. Tender & Supplier Management's role was to further DRD’s position as a high performing road infrastructure owner by optimizing DRD’s DKK 3bn annual tender portfolio and developing the Danish road infrastructure contractor market. Results:• Managed the establishment and the subsequent operations of a Danish bridge company responsible for financing (DKK 2 bn.), building and toll managing Crown Princess Mary's Bridge. Reported to the Bridge Company's Board of Directors. • Implemented business awareness at DRD via introducing a market and risk analysis frame work for achieving “business wise” tenders. The framework pillars comprise, market dialogue, performance analysis (DRD’s and contractors’ performance), short and long term market analysis, regulatory developments, and, risk/political profiling of tenders.

Copenhagen Area, Denmark

Head of 14 data scientists and market analysts. Reported to the SVP of DSB Business Development. Data and Market Intelligence provided commercial decision support and guidance on all business development activities across DSB and management levels. The support comprised provision of business critical market and customer insights and reporting, travel and sales modelling and forecasting, BI-system development and valuation of business development initiatives. Primary results:• Business Intelligence System and customer forecast models providing a platform for DSB to monitor and assess the product mix at the local journey level and optimise company sales and profits. The BI system secured DSB’s annual DKK 200m indirect Copenhagen area ticket income and plays a key role in the 10 year operator contract negotiations with the Danish government (contracts worth DKK 9bn). • Market segmentation of the Danish rail travel market, which underpinned DSB’s marketing and branding strategy for 2012 and beyond.

Reported to the CEO and member of the executive group management. Headed a commercial unit comprising 4 middle managers as direct reports, 30 staff in 3 departments, Sales & Marketing, Tenders and Procurement. Responsible for revenue and company-wide commercial business development, comprising commercial strategy and implementation, strategic alliances, procurement optimization, and tender and operational capacity planning and coordination.Key results: • Sales targets met. DKK 1,1bn annual sales targets for 2007 and 2008 were met and market shares above 50% in the Danish rail market were achieved. Furthermore in 2008 the company won rail maintenance contracts worth DKK 250m thus consolidating its dominant position in the Danish rail maintenance market. • Increased value through strategic alliances. Established strategic alliances with competitor companies which resulted in winning rail construction contracts worth DKK 170m.• Procurement. Restructure of the company’s DKK 600m supplier portfolio and improved procurement management resulting in decreased procurement costs of DKK 20m. • Business plans. Developed and implemented business plans aimed at growing the company to a dominant market position in Europe by 2015. • Marketing. Implementation of customer surveys and subsequent development of marketing material and customer magazine targeting decision makers in the Danish rail market and government circles.

Head of a 400 staff rail division, 8 direct reports, turnover DKK +400m. Reported to the CEO. General business management and key account management. Successful crisis management comprising intensive dialogue with the employees, visible management (walk the talk) and a middle management training programme. The activities prevented decisive loss of critical competences to new private market entrants

Reported to Entreprise’s CEO. Headed the formulation, planning and implementation of Entreprise’s turnaround strategy introducing a customer-oriented culture and new work and management processes. Successful transformation which improved EBITDA by DKK 85m, ensured the return of profits, reduced costs by DKK 250m and staff by 400 FTE through lay-offs and divesture of business areas, technical workshops and rolling stock. My role also entailed close cooperating with ABN Amro Investment Banking assigned by the Danish Ministry of Transport to head the M&A process focusing on a sale of Entreprise to industrial buyers.

Functioned as the business liaison between the Executive Director of Operations and the local management of Lundbeck's Central and East European subsidiaries. Primary focus on product launches, sales and marketing planning and implementation, and, finally, business controlling with special emphasis on the subsidiaries’ sales optimisation. Secondary focus was on project management of BI-projects, providing market decision support to the regional and local management worldwide, and world-wide subsidiary training in improved product supply and inventory management processes.

Executive management decision support with regards to Novo’s long-term R&D business development activities (valuation, M&A, partnerships and licences agreements) and long-term business targets. Investor relations support concerning the R&D-pipeline. Primary focus was on market scenario planning, and valuation of Novo’s R&D pipeline, license agreements with international R&D partners and acquisitions of early-stage compounds and R&D-technologies from biotech companies. Secondary focus was on development and implementation of prioritisation tools for the strategic planning of the annual DKK 3bn R&D-spend

Executive management support comprising cross border business development and M&A analysis of target companies in the European consulting engineering industry. Consultant and project manager in risk management within the transport and the IT space. Project risk manager on the design of the Rejsekort-system. Initiator and supervisor of the Industrial Ph,D. study: ”Models and methods for hot spot safety work”, Dorte Vistisen, IMM-DTU/Sweco.

Did research into the application of Bayesian statistics in socio-economic risk management within transport and infrastructure. The developed mathematical risk assessment methods were presented at international seminars and conferences in Europe.

Improved Danish methods and models for the socio-economic appraisal of transport infrastructure projects based on data analytics and applied mathmatical modelling (generalized linear models, stohcastic simulation, Markov models). The results of the study were presented at international conferences in Europe and in the US.

Industrial Phd, Mathematical Modelling And Data Science In Transport Planning And Socio-Economic Investment Analyses

Mba

Msc, Mathematical Modelling & Data Science In Transport Planning