Reference to the Board of Directors. EcoXell A/S has 35 employees and an annual turnover of DKr 70 million. EcoXell A/S is a medium-sized construction company that produces CO2-reduced and sustainable concrete, where gravel is replaced with recycled EPS (flamingo).The company has a fantastic product and a forward-looking production method. My challenge is to formulate a new strategy and to ensure that the company's potentials are realized.

CFO | CEO | Board member | Focus on Result

(From 04/2018: Deputy CEO.)Reference to the Board of Directors. Registered Director at the Danish Business Authority.Member of the Executive Board as well as daily responsible for financial management, IT and management of foreign subsidiaries.Essential experiences:• Financial management (private sector)• Strategy.• Management of foreign companies.• Board experienceNaviair is responsible for air traffic management in Danish airspace. The company is an independent public company with 650 employees and a turnover of approx. 1.0 billion DKK.

Member of Board of Directors, from 2017 also chairman. Entry Point North is an international training academy that provides education and training in 'Air Traffic Management' on commercial terms in Europe, the Middle East and Asia. The company has a turnover of SEK 300 M, 120 employees and registered as a Swedish limited liability company

Associated with the Board of Directors and a member of the Finance Working Group to take care of Naviair's interests as a minority shareholder.

NUAC HB was a joint operating company between Naviair and Swedish LFV. The company was in charge of all operational traffic management in the upper airspace over Denmark and Sweden. The company was a Swedish Handelsbolag.The company was closed down at the end of 2019.

Member of the Group Executive Board, and responsible for Finance, Real estate, Planning, IT and Procurement. Chairman of the Main Working Environment Committee.Banedanmark is responsible for Danish railway infrastructure and has 2,200 employees and a turnover of DKK 8.0 billion.Key results:• Managing Banedanmark's very large projects (with a project budget of more than DKK 90 billion).); The Signalling Programme, New Track Copenhagen-Ringsted, Ringsted-Fehmarn, The Electrification Programme and the train foundation.• Management of Banedanmark's property portfolio (2,400 buildings/175,000 m2), including the establishment of the traffic tower and a new headquarters. • Establishment of nationwide Internet in Trains, in cooperation with telecommunications companies and DSB.• Implementation of a new strategy. In particular, professionalisation of project implementation and railway maintenance, through structured methods and implementation of SAP IT system support • Adaptation of the construction division to the role of in-house contractor for Banedanmark. This was a significant change in strategy and turn-around after the division for long period of time had been prepared for separation and divestment.• Banedanmark had been in the spotlight of the Auditor General for several years due to inadequate financial management. When I joined it was my first primary task to get this corrected, which was done through focusing on correct accounting, building infrastructure balance sheet and implementing professional IT based financial management in the company.

Head of Finance and member of Naviair's executive board. Naviair had about 700 employees and a turnover of DKK 750 million.

Special advisor and Head of PlanningAdvice to the CEO, head of internal financial management and preparation of contribution to Finance Act.

Preparation of financial management principles for the public sector as well as budget manager for the Ministry of Education’s Finance Act.