MultiTap er et topmoderne IFS certificeret og økologisk godkendt tapperi.

Investor, board, advisory board

Responsible for 8 cosmetics clinics and a private hospital.Development of a strategic for a business turnaround. Implementation of tactics and operational framework to grow the business. Conversion and retention increased with >10%.Implementation of 360 marketing wheel, change digital marketing approach. Created more lead, digital and physical traffic. Increased commercial awarness and started a culture change. Implementation of KPI performance frame work and culture.

Self-employed consultant with focus on supporting equity fonds in retail operation and due diligence.

Matas (listed at NASDAQ) is the largest retail/e-commerce merchant of beauty and health in Denmark with 275 stores selling over 500 brands. In addition to its nationwide omnichannel consumer presence, Matas have for 50 years sold its own label of daily skincare products. Full P/L for 600-million-euro turnover, 275 stores, 2.500 employees. Part of the executive management team. Challenge• Matas had traffic, but lacked conversion of footfall• Store staff spent only 45% of their time on customers, but 55% on administrative tasks• Matas is set-up as a traditional buying organization, leaving the stores as non-central to the business, which damaged customer focus and experienceExecution and results• Overall turnover grew to index 104,4 LFL. 90 DKK increased productivity and 2% growth of UPT• Implementation of strategic initiatives which will raise conversion from 46% to 60%• Implementation of Less Tasking – More Selling program, consisting of 75 initiatives across the entire organization led to 80% time spent on customers and 20% on administration• Brought the organization from a buying organization towards a retailer • ensured that the whole organization priorities the core retail business as a top priority

Hunkemöller (Owned by PE Carlyle) is with 900+ stores the biggest lingerie omni retailer in the world. Over a period of 6 years Hunkemöller opened over 500 stores in current and new markets, doing significant eCommerce growth via digital transformation and implemented a seamless customer centric omni journey in the organization. Full P/L for Hunkemöller in Scandinavia, 120-million-euro turnover, 100 stores and 800 employees. Part of the global Executive board of Directors. Challenge• An organisation without common culture, customer focus or KPI driven processes• Customer journey was inconsistent, not defined as omnichannel and executed without passion• Stores were more focused on HQ than customers and marketExecution and results• From 2012 to 2018 YOY LFL growth on all mayor KPIs in SCAN • Increased conversion from 19% to 26%• LFL turnover growth in 7 consecutive years in Denmark and 3 consecutive years in Sweden • Market leader in Denmark and Sweden• Redefined competitive products and price points for all markets• Build an organization focused on customer needs and market potential• Hunkemöller went from a high street retailer to a global omni brand, from 375 to 900 stores• Opened 65 stores in Scandinavian, which increased the portfolio to 95 stores• Online share of total turnover increased from 3% (2012) to 22% (2018)

Chairman and steered the business from a family owned business via equity fund to a new private owner. Build the new strategic business plan. Changing the organisation from a classic retailer to an OMNI channel business.

Head of sale Noa Noa and Noa Noa miniature. 1.200 B2B customers and 200 franchaise partners in 14 markets. Turnover 70 million EUR. Member of the Management Board. Running a global sales organization with both wholesale, agents and distrubutors.Challenge• Noa Noa had a growth rate every year of 25% to 50% from 2001 to 2006. In 2007 the family owned business was sold PE (Axcel) in 2007. In 2008 the economic crisis came which Noa Noa was not prepared for. Execution and results• Changed of commission-based wholesale agent set-up to own country offices in UK, Norway and Germany• Adjusted the organization several time to the new reality • Opened two new markets Canada and Greece