Business Development and Startups

Creates organizations that deliverI have extensive management experience, including developing and optimizing organizations, so that work is structured in the same direction, thus creating the greatest possible value for the company and its investors. My way of working is proactive, professional and positive, focusing on collaboration, simplification and action. The driving force is to create development and commercial results. To achieve this, a strong and structured interaction must be created between strategy, structure and competencies in and around the organization.My skills and experience in creating organizations that deliver fall in particular within two main categories:• Larger companies - Management, Strategy, Internationalization, Turnaround, Project Management, HR, Organizational Development, M & A, Change Management, Negotiations and Coaching of Leaders / Talents.• Small and Small Businesses - Startup, Sales, Digitization, Disruption, Innovation and Strategy Development as either a consultant, coach, owner or board member.Education• DisruptionEducation - Digitalization, Disruption, Innovation, Startups, Preetotyping, AROS Business Academy, 2018• CBS Executive Board Education, Copenhagen Business School, 2017• Leadership Program (Mini MBA), IMD Business School, Lausanne and Singapore, 2007• Cand.Merc.Jur, Aarhus Business School, 1998

The shares have been sold.

Renewables & EnvironmentOur purpose has been to take the theoretical idea of the JointBlade Rotor and turn it into a prototype that could be tested.Now that we have shown positive results, we are ready to handover the concept to one of the global players within the windindustry and are excited to see the patents and constructionbeing used to improve efficiency for wind turbines in the future.

2018- Director / CEO, Ringkøbing fjord TourismResponsible for the day-to-day operations and management of the destination. This includes the preparation and implementation of a new strategy in collaboration with the tourism industry, the municipality, VisitDenmark, the West Coast Partnership and other stakeholders. The daily tasks include:• Guest Servicing• Business development within the tourism industries• Daily management of employees• Service of the board, municipalities, politicians, the tourist industry and members of the destination• Marketing our area in Denmark, Germany, the Netherlands, Norway, Sweden etc.• PR, communication, So Me, website, etc.• Digitization, building of new platforms• Facilitating and developing networks and collaboration across both locally, nationally and internationally• Taking care of the tourism industry's political interests and ensuring a good framework for growth• Clarification of needs and education of the tourist industry• Analysis, accounting and follow-upObjectives towards 2025:• 26% growth for the number of nights. From 3.8 million overnight stays in 2018 to $ 4.8 million nights in 2025.• 20% growth in daily consumption. From DKK 750 per day in 2018 to DKK 900 per day. day in 2025• 48% growth in tourism revenue. From $ 2.9 billion DKK 2018 billion to DKK 4.3 billion in 2025.Of trust:• 2019- Knowledge Committee, Ringkøbing-Skjern Municipality• 2019- Member of FOODBOARD, Business Council, Ringkøbing-Skjern Municipality• 2018- Member of Danish Destinations• 2018- Member of the Board, Ringkøbing-Skjern Museum• 2018- Chairman of the Board, LokalVækst A / S.• 2018- Board member, Joint Blade Rotor A / S.• 2017- Director / Owner, PRO/ERHVERV.• 2016- Chairman and co-owner of Keilberg Jewelery.• 2010- Member of the Energy Council, Ringkøbing-Skjern Municipality. Energy 2020.

COO Management Team. Member of the Global Management Team.• Executive Business Partner (VP) for the Chief Operating Officer (COO) in Vestas and a member of the global COO Management Team, which includes all factories globally, Global Sourcing and Global QSE.• Responsible for Strategic HR, Organizational Development and Special Projects.• The COO area comprises approx. 40% of all employees in Vestas 10,000-12,000 FTE.Reference: Chief Operating Officer (COO)Global People & Culture Management. Member of the Global Management Team.• Preparation and implementation of Vestas global HR strategy.• Steering group member e.g. turnaround 2012-16. Organizational Efficiency (OE) (2012-2014) - Site Simplification (2013-2015) - Regionalization (2015-2016). The projects ensure that Vestas reduces fixed costs by more than 40 percent.Reference: GSVP People & CultureHead of Global Compensation, Benefit & Mobility including Executive Remuneration• Responsible for the preparation and implementation of the strategy globally in the field of Compensation, Rewards, Benefit and Mobility.• Responsible for global wages and title structureReference: GSVP People & Culture

Global Blades Management Team• Member of Global Blades Management Team, responsible for Blade factories in China, USA, Spain, Italy, Germany, England and Denmark.• Responsible for the preparation of feasibility study regarding local culture, employment, organizational structure and all HR-related tasks, including recruitment of the new factory management team. In addition, also responsible for the processes, organization and implementation of training of all new employees at all levels.• Steering group member for new factories in China, Spain and 2 in the United States. FTE 400-700 per. factory.• Building global, well-functioning P & C, Sustainability and Communication setup at all factories• Start-up of new companies in China, the US and Spain. Including the preparation of feasibility study of areas based on attraction, recruitment, education and retention of future employees. After that, preparation of: the organization's organizational structure, branding strategy, recruitment plan, introduction and education plan, employment and employee relations, etc. Afterwards, implementation and implementation of plans in collaboration with the local P & C Manager.Global People & Culture Management Team• Member of the Global P & C Management Team, where the overall HR strategy is discussed and secured implemented.• Global Implementation of: SAP HR, Branding Strategy, Graduate Program, Vestas Introduction, Employee Satisfaction Analysis, People Review, Talent Program, Leadership Assessment, Leadership Development Program, Mercer IPE Payroll and Title Structure, Vestas Carrier Tacks, Share Programs, Bonus Programs, etc.Sustaniability (HSE)• Responsible for Sustainability, Health, Safety and Environment (HSE). Communication• Responsible for all communication in Vesats Blades A/S including internal management communication and external communication in collaboration with Group Communication.Reference: President, Vestas Blades A / S and GSVP People & Culture

Globally responsible for the preparation, implementation and follow-up of Vestas Blade's HR strategy.Building global, well-functioning P & C organization at all factoriesLean and TPM (2007-2008) Globally responsible for the preparation, implementation and follow-up of Vestas Blades Lean Strategy. Including building a Lean training center.Reference: President, Vestas Blades A / S

Responsible for drawing up a strategy for approval in the Coordination Committee and subsequent implementation and follow-up.Contact the companies to ensure integration, prevention and retention of the employee. Including dialogue and agreements between companies and the municipalities.Reference: Directors of Social Administration in the two municipalities

Responsible for the sale and marketing of the ferry Sorte Louis• Annual passenger number of approx. 20,000• Corporate events and private parties (60-80 pcs annually)• Annual promotion tour for all cottage rental agencies• Preparation of advertising-funded timetable (120,000 units), which was distributed in West Jutland in good cooperation with the cottage rental agencies, tourist associations, etc.

Responsible for the startups of the restaurants. Start of Restaurant in Ringkøbing in 1997 and in Søndervig in 1998. Both restaurants sold in 2000.Personnel manager for up to 27 employees in high season.Responsible for dinner parties on the ferry Sort Louis. Between 60-80 annually.