Aarstiderne is an organic food solutions company focusing on online sales of meal kits and groceries to B2C customers in DK and SE, and on wholesale to B2B customers. The company is primarily owned by the founders and man-agement, but with a long-term focusing Dutch PE fund as minority shareholder. Aarstiderne has annual revenues of approx. DKK 700m and employs roughly 300 FTEs.Areas of responsibility: - Heading the Finance, Business Analyst, ERP, and IT infrastructure departments (14 employees)- Part of Executive management with high involvement both in strategy and operations across all functions/departments of the company - Responsible for all reporting, and participating at board meetings (English both in speech and written in terms of reporting, presentation, and minutes).Chosen achievements: • Implemented strongly professional management reporting • Implemented datawarehouse and enhanced internal reporting and BI• Implemented numbers and analyses as everyday tools across all functions of the business – following the Finance Business Partner mindset• Headed and carried through a comprehensive cost-out programme • Participated in reshaping an ambitious business strategy and led a larger financing round to support the strategy.

DAFA is a family owned production company headquartered in Aarhus with sales and production sites in Denmark, Poland, China and Italy, and sales offices in USA, Germany, Sweden, and Norway. As CFO I was responsible for the Group’s Finance and IT, and part of executive management as well as actively participating at board meetings. My team consisted of 7 employees in DK, and 12 abroad (Poland, China and Italy). My main task was to upgrade and modernise the IT and reporting infra-structure to support data driven and efficient processes and decision making.Chosen achievements: • Completed gap-analysis of what was needed to upgrade and modernise IT and reporting infrastructure, and got buy-in and full support from the Board to execute the plan• Hired first employees needed in the new Finance & IT organisation• Initiated several IT projects supporting the strategy of becoming data-driven• Integrated the IT departments in Denmark and Poland to a Group IT function working closely together cross-border• Transformed monthly management reporting to a more business oriented content and layout.

As Group CFO and part of the executive management, and actively attending board meetings, I was responsible for Finance and IT for the international Group headquartered in Middelfart consisting of 24 companies (of which 17 were shipowning SPVs). When I joined Uni-Tankers, the company operated 7 vessels and had 14 land-based employees – all in Denmark. By the time I left Uni-Tankers, the fleet counted approx. 50 vessels, revenue was approx. DKK 1.5bn (USD 220m), headcount was approx. 600 FTEs (90 land-based in 5 locations worldwide), and I was heading 14 employees in direct and indirect reference. I started as Chief Accountant and was appointed CFO in December 2011.Chosen achievements: • Build up effective accounting and controlling department (from 1½ to 14 employees scaling to the company’s growth)• Executed acquisition of another shipowning company in 2012, including negotiations with seller and bank, and implemented the acquisition successfully• Executed purchase of 5 vessels, including negotiations, financing etc.• Implemented new ERP system (Microsoft Dynamics NAV 2009 R2)• Implemented new management reporting• Implemented long term strategic financial forecasting model• Implemented own-developed effective cash management system• Implemented BI tool automating reporting and ensuring “one version of the truth”• Participated in developing and implementing new strategy for the group in 2016• Executed refinancing of the group in 2016• Implemented new commercial IT-system• Implemented effective risk management (currency and commodities)• Established in-house IT department• Implemented effective processes and procedures• Established a safe internal control environment.

Project manager focusing on working capital optimisation, cash management and financial risk management.

Project manager focusing on financial due diligence and restructuring.

Part of a team of 7 Financial Controllers at HQ having the responsibility for analysing and controlling reporting from subsidiaries.

Acting as right hand to the CFO, I was responsible for preparing internal and external reporting, consolidation, daily management of the accounting team, tax, cash management, etc.