Executive board member and sparring partner for the CEO and management team.Main efforts and results:• Completed turnaround from - 23 mdkk to +28 mdkk in 2 years • Re-established the finance function - reliable data, accounting, reporting, controlling and governance• Established cash management • Established risk management • Establishing of routines and procedures across the organization including our Shared Service Center in Poland• Implementation of new ERP system - On time, at spec, below cost• Strategy roll-out & KPI• Establishing of procedures for reliable budgets - owned and anchored in the business A new culture was implemented with customer focus and internal corporation and support.Keywords: turnaround, strategy, leadership, finance & accounting, controlling & analyzing, and change management.

Product and service provider to the maritime and offshore sector within a range of areas / technologies: Electrical and automation, HVAC conversions, Energy management solutions. For several years, the activities also included Fire Fighting. 2015 – 2018 Director Innovation, Supply Chain & Shared Services, Electrical and Energy ManagementMember of the management team for the Electrical Energy Management business steam, placed at 7 locations (Europe, US and Russia), with the responsibility for Strategy, QHSE, Supply Chain, R&D, Innovation, own products and business development. Take-aways:• Optimizing processes and procedures utilizing IT and ERP investment made earlier – cross the value chain • Strategy rollout in business stream – including KPI• Reducing lead-time HVAC- products from 12 to 4½ month• Establishing product management• Turnaround of US business by introducing new KPIs and data driven decisions 2013 – 2015 Director R&D and Business development, El & Auto / HVAC-RMember of the management team for the Electrical & Automation / HVAC-R and EMT business stream (Europe, US, Russia, Dubai and Singapore), with the responsibility for business development, R&D and own products.Take-aways:• Strategy rollout and follow up in business stream• Business case for Dubai. What will it take to make Dubai a sustainable business? And implementing it• Business support – including M&A assessments• Restructuring of logistic set up in Sweden – utilizing ERP investments already made2012 – 2013 CFO, Novenco Fire Fighting A/S (acquisition)A turnaround. Existing for 5 years as individual company – segregated from Novenco (HVAC) with loss for all 5 years. Made plus before enrolled into the existing company structure.Take-aways:• Organizational clean up• Rebuilding finance and bring reporting & complience to group standard• Turnaround• Implementation of new production planning procedures• Enrolling into existing business

2011 – 2013 Director Business Development, EMEA regionMember of EMEA management team for the full scope of Callenberg offerings. 10 offices in the region. Take aways:• Introducing and implementing strategy rollouts based on Balanced Scorecard – including KPIs• Follow up on strategy implementation plans at each office• Actively supporting the establishing of business area strategies• Business / financial analysing• Implementation support – optimizing value chains• M&A 2009 – 2011 Finance Director Callenberg, El & Auto divisionAs member of the management team for the Electrical and Automation division (Denmark & Sweden) I was responsible for Finance, IT, HR and administration. 2003 – 2009 CFO, Callenberg A/SMember of the Management team for Callenberg A/S, an activity acquisition by Swedish Segulah in November 2003). Responsible for Finance, IT, HR and administration. Take aways:• Establish production company in China. Architect and executer. Investment payback in 18 months• Turnaround in 2008/2009. From 255 employees to 100 • Implemented “best board reporting package” in Segulah (PE owner at that time)• Reducing inventory from 10 mdkk to 2½ mdkk

Deputy Chairman of the Board of directors after the establishment. The company was run by local management (CEO and CFO).Investment payback in 18 months

Member of the Executive Board with responsibility for finance and IT.I was the 3rd CFO in just over a year.My primary responsibilities and tasks:• Clean-up after a failed merger of the finance and IT functions from the 4 companies that formed KE - establishment of routines and procedures for accounting and reporting• Re-implementation of ERP system• Group consolidation; submitted in accordance with A/S legislation, EU regulations for electricity-, water-, and gas- distribution companies• Active member of the M&A Group. Sale of the contractor part of KE and finding a partner to a subsidiary for commercial side of electricity sales• Establishment of group strategy and rollout• Establishment of group IT strategyKeywords: Cleanup, leadership, change management and strategy.I was hired to up at KE at the request of a board member at Copenhagen Airports, who was CFO of the City of Copenhagen.

Member of the management group responsible for finance.HT was changing from a public bus company to HUR, a more administrative body with consequent changes in financial management set up.

Member of the management team in finance in charge of controlling and budgeting, in the period from the state budgeting to a financial management based on operational budgeting and follow-up.Responsible for implementing ABC projects for all airport activities.

Responsible for finance auditing. Nykredit had used PriceWaterhouse as internal auditors in finance.Main Duties:• Establish own internal audit programs to take over from PW• Carry out audit• Support to finance department• Support to new trade departmentMain Achievements:• Audit taken over from PW• Audit program established• Nykredit established itself as a direct dealer on Copenhagen Stock Exchange – no audit remarks – internal controls in complianceKeywords: Accounting, establishing

• Audit assistant• Leading Auditor

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