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Head of Group Innovation – Central commercial innovation function with 12 FTEs & 5 innovation platforms. Member of Group Sales, Marketing & Innovation (GSMI) leadership teamResponsible for “step-changing innovation” to drive more profitable growth (1 of 5 strategic focus areas in Carlsberg): - Strategy, incl. centralization, focus areas/platforms, expansion to adjacent categories- Consumer & customer insight/intelligence- Innovation pipeline development in collaboration with internal customers (regions & markets)- End-to-end international innovation development (incl. ready-to-use support packages)- International launch/roll-out planning & support- Portfolio management & governance- Best practice tools/processes (e.g., Stage Gate, research, business casing, partnering/JDAs)- International performance tracking & follow-up- Global innovation community management, incl. transparency & best practice sharingKey achievements: 1) Group Innovation lifted to FMCG best practice level, incl. establishment integrated & consumer-centric innovation engine (end-to-end focus), 2) Strongest international pipeline ever in Carlsberg with more than 30 projects/prospects targeting beer (core) & expansion from core into adjacent categories, 3) Multiple international innovation developments & launches (e.g., Copenhagen, BEO*, DraughtMaster dispense system portfolio incl. Modular 20L, Flex 20L & Select 10L, RAW platform, Premium PET platform, Fresh platform incl. Tuborg Lime-Cut), 4) Strengthened processes, governance & cross-functional collaboration, 5) Innovation performance increase to 10% of net sales in 2010 (4% in 2006)

Head of Carlsberg Innovation Centre – Central commercial innovation & technical development function with 13 FTEs. Member of Group Sales & Marketing (GSM) leadership teamResponsible for innovation as strategic “Must Win Battle” to drive profitable growth:- Strategy, e.g., transparency, sharing, international innovation development, tools & processes- Consumer & customer insight/intelligence - International pipeline development in close collaboration with markets- End-to-end international innovation development incl. ready-to-use support packages- Technical development support to local markets (liquid/recipe, packaging, equipment & tech.)- Transparency, sharing & deployment of best practice innovations across markets- Portfolio management & governance via cross-functional Innovation Boards- Best practice tools/process developmet (e.g., trends/insights, strategy, concepts, testing)- International launch planning, performance tracking & follow-up- Global innovation community establishment & management (incl. Centres of Excellence)- Development of new innovation ambition, strategy & structure (“step-changing innovation”) in connection to the S&N acquisition in 2008, incl. integration of Carlsberg Innovation Centre, Research Centre & S&N Development CentreKey achievements: 1) Establishment new central commercial & technical innovation function, 2) More effective & cost efficient innovation at both central & local level, 3) Effective sharing & acceleration of innovation best practices (e.g., Eve, 1L can), 4) Successful international innovation development & multi-market launch (e.g., Somersby), 5) Upgraded innovation tools/processes, 6) Doubling of innovation performance (4% in 2006), 7) Full top management commitment to new strategy & structure for step-changing innovation in 2009+

Head of Commercial Excellence - strategic program to lift the Group’s sales & marketing capabilities & performance to FMCG best practice level. Team consisting of 12 FTEs (Directors & Managers) with strong proven marketing/sales track record & project management skillsResponsible for overall ComEx implementation:- ComEx program planning & country roll-out (waved multi-market roll-out approach with country teams consisting of 4-6 ComEx Project Managers & 20-30 local team members collaborating for 3-4 months locally)- Introduction new KAM/BM roles & toolbox aimed at managing each account/brand as business for profitable growth- Implementation new stronger commercial mindset- Implementation best practice tools/processes within sales & marketing, e.g., customer/brand P&Ls, customer segmentation, account planning, price opt., channel/pack, brand/product mix opt., trade spend opt., promotion effectiveness, service model opt., sales force opt. & planning, sales handbook, channel offerings, deal-making, marketing spend effectiveness, consumer segmentation, brand portfolio opt., etc.)- Local market capability building & cross-national ComEx Academies- Identification profitable growth initiatives & implementation planning- Initiative & impact tracking/follow-upKey achievements include successful delivery against ComEx ambition, roll-out plan & key objectives:- Effective ComEx roll-out across G9 markets (DK, FI, NO, SE, GE, UK, CH, IT, PL) & MA (Asian hub)- Strict alignment of ComEx program with local strategic issues to secure maximum commitment & impact- Effective implementation ComEx toolbox across markets, incl. commercial mindset & capability building- EBITA impact of 2-4% of net sales (fully in line with target)- New On Trade Sales program development , incl. CH country leadership (pilot) prior to full scale intl. roll-out- Successful elevation On Trade Sales to strategic “Must Win Battle” status (part of 3-year strategy process)

- Commercial Excellence to boost profitable growth for global consumer goods company- PET packaging procurement strategy for global consumer goods company- Innovation marketing knowledge effort with global research company- New retail sales org., segmentation & value proposition for global consumer goods company- R&D governance structure & new portfolio management approach for global Pharmaco - Procurement/design-to-cost seminar for large transportation company- Innovation effectiveness improvement program for leading Nordic consumer goods company- Growth strategy for large Nordic construction company- New go-to-market model, promotional effectiveness & product mix optimisation for global consumer goods company- Valuation perspective for a potential spin-off of a global consumer goods company

- Part time portfolio management support to the Global Stocks department- Development & management of model portfolio systems- Author of internal handbook for stock & sector analysis

- Platoon leader responsible for education, management & leadership of the 2nd platoon (~30 privates & 4 sergeants) in the 3rd Engineer Company- Officer of the Reserve