Circular packaging solutions for eCommerce

Buyers side M&A advisor on the acquisition of Wiking Gulve A/S. Inserted as chairman of the board.• Formulate business case, valuation and negotiation of the acquisition from Dania Capital.• Various counselling to owners along with developing turn-around plan and strategy for the company.

Managing commercial and administrative departments incl. sales, strategy & projects, marketing, finance and legal. Furthermore, responsibility for international subsidiaries and global sales. Key tasks to consolidate the organization and optimize operation in order to accelerate, and control, growth via a focused strategy and execution.• Developing long-term company strategy including planning, execution and follow-up amongst others via establishment of a war-room, KPI-cockpit etc.• Re-organize and reerect order in finance and commercial departments as well as drawing up new financial plan to secure financial facilities and re-capitalization.• Setting up SwipBox sales department and subsidiaries in Singapore, Australia and Poland hence securing global sales, contracts or project delivery with DHL, 7Eleven, Pakettipiste, Australia Post, PostNord, Posten Norge amongst other.others via establishment of a war-room, KPI-cockpit etc.• Concept development of SwipBox’ latest product; SwipBox Infinity, being amongst the most innovative solutions on the global logistics market creating all time convenience for operators and ecommerce customers.

Managing the Energy Sales division that comprises the sales departments for BtC and BtB sales, customer service center, energy trading and previously business development with product management, project management and market development. Furthermore, managing SE International as well as several major group projects.• Closure of non-profitable business areas and re-structure of the basic operation securing net positive customer intake hence three years’ consecutive growth rate on DB/EBIT level• Developing and executing 5 years’ growth strategy (from regional to national player) amongst others inclosing establishment of internal energy trading desk, retail partner setup (Elgigante/Bilka) and competitor acquisitions.• Establishment of formal partnership with China Southern Grid (Forbes 100 size) setting up up businesses and partnerships in China offering local companies ESCO services. • Active in the industry association Dansk Elhanden and external speaker for Dansk Energi m.fl.

Member of the board and providing various M&A counselling to the company as well as clients.

Co-founder and partner in Dansk Egenkapital setting up Denmarks first cleantech focused equity fund. Dansk Egenkapital was acquired by SE and PFA in 2012 and renamed SE Blue Equity. Blue Equity invest in the cleantech related SME segment on behalf the investors that today amongst others comprises PFA, Lind Invest and BMC. • Formulation of prospectus, fund simulations, legal documentation- and structure.• Formulation of investment strategy and presentation to potential investors securing PFA as corner stone investor.• Screening and valuation of acquisitions opportunities.Based on my experience setting-up Blue Equity I was asked to establish a new fund, SE Blue Renewables, and manage the initial acquisition of 270 wind turbines from DONG Energy A/S.

Took office by demand from the bank and board of directors to complete legal restructuring and massive cost-based turn-around. On top of this a multi-pronged growth strategy was initiated in preparation for divestment of the company to external investor. • Significant cost reduction in the parent company via turn-around incl. closure of unprofitable units, transfer of asset and activities to subsidiary and new collective salary model.• Implementation of new marketing universe with highest Top of Mind recognition in the market.• Divestment of company assets and activities to White Away A/S due to the Fjordbank Mors collapse.

Part of the executive management group managing the administrative operations, sparring to franchisees and board, contact to banks and investors. Furthermore, responsible for strategy, board presentations, organizational development and financial planning.• Re-design of reporting model and -standards focusing on working capital to secure going concern.• Draw up and execution of turn-around plan in connection with the financial crises in 2009 amongst others including closure of activities, outsourcing of administrative/logistic functions and re-negotiation of rental agreements.• Preparation of company sale and various presentation to potential investors (bid from UK equity fund).

Part of global executive management group managing the administrative departments, sparring and reporting to BoD and manager for Wrist Far East Malaysia.• Formation and management of Group Shared Service center in Malaysia servicing the global group on purchase, sales and accounting.• Implementation of new group ERP system.• Optimization of internal processes and procedures.

Managing the financial departments and responsible for reporting to Canon Europe.• Part of the european project organization for implementation of global ERP system• Acquisition of Canon business partners as part of national full service strategy

Consultant at Deloitte BPS servicing various clients within finance, accounting and proces optimization.• Controlling- and chief accountant for miscellaneous outsourcing customers• Consultancy services on various system implementation• Interim manager for Reporting & Controlling, Daimler Chrysler Denmark/Sweden