The Corporate Strategy team in LEO Pharma is responsible for building - and ensuring relevance of - the strategic direction of the company. We do this by sparring with top management and BoD about our long term ambition and the challenges to get there, as well as engage with all parts of the organization to provide a meaningful plan for how to achieve this.My role in the team consists to a large part of 1) identifying and leading analyses of strategic relevance, 2) providing recommendations in a simple, clearly communicated format, 3) involving relevant parts of the organization where needed, 4) managing stakeholders across areas and 5) ensuring coherence amongst all ongoing pieces of work. A couple of examples:• Built corporate strategy of the company as well as designed strategy execution framework used in Global Leadership Team• Engaged top ~100 leaders in comprehensive communication effort of the strategy• Integral part of the work initiated by the LEO Foundation to introduce a minority owner (Nordic Capital)• Supported line of business in designing the process for, and executing, disease strategies feeding into the corporate strategy• Co-lead manufacturing and supply chain strategy in collaboration with Product Supply organisation• Co-lead Technology Platform Strategy in collaboration with R&D• Provide ad hoc material for strategic decision making (issue, analysis, recommendation) for Global Leadership Team and Board of Directors

As a part of Valcon's Strategy and Markets team, I primarily worked with strategy development and implementation. Valcon's projects are characterized by a high level of involvement of the client's organisation, and delivering plans that are fully owned by the client organisation.For the last ~1,5 years in Valcon my role on projects was project manager. This would consist of scoping the assignment together with the accountable partner, laying out time plan, designing final deliverables, ensuring quality in analyses and communication material and helping develop junior consultants in the team. In addition, I was made responsible for the internal training on 'issue-driven problem solving' and I acted as development manager for a couple of younger consultants.

Responsible for: Training of new project assistants. Quality control of Fulfillment processes. Assisting Head of Research in developing new concepts.Tasks: Setting up and executing training sessions for new PAs, optimizing and updating work processes and development of sales material and news letter articles.Results: Two fully developed software concepts sold by our software sales department, and several newsletter articles.