Coatable helps their customers with energy savings, a good indoor climate and a better operating economy via their environmentally correct and fire-approved coating solutions for the renovation of all types of ventilation ducts. And that they have products that are robust within pH 3-12 and protect against corrosion.

As certified Benelizer® Navigator I help you develop your business. I ensure that insights from Benelizer® are ongoingly turned into effective decisions about resources and realization of goals. Benelizer® continually monitors the health of all initiatives, at all times allowing you to focus your attention on initiatives that best support your goals and have the greatest chance of realization. Benelizer® ensures a high level of change in your company while staying on track.

Responsible for developing and managing the building portfolio comprising approx. 1.3 million sqm building stock with an operating budget >1 billion DKK annually not including capital investments in property purchase, renovations and new buildings. Direct line mgt varied between 50 to 100 internal employees and >1,000 external people from outsourced activities and construction projects.Significant results:• Established a competent, central FM unit; negotiated the framework conditions for its coverage; developed the strategy for the FM area and steered its implementation• Developed a new office portfolio strategy with fewer sites and larger, more modern and efficient office buildings (> 5,000 wpl), developed a new global corporate headquarter (> 1,100 wpl) and in cooperation with external investors developed a new office complex, which together with existing properties resulted in an overall solution (> 2,000 wpl) that supported the project organisation that bring products to the market• Developed strategy for introduction of activity based working and implemented projects with the conversion of >2,000 jobs• Developed a standard mgt concept for handling external suppliers; introduced function-based contracts on technical property mgt; developed and implemented global guidelines for office design and visual identity; and created a productivity increase for the FM activities of 2-3% per annum combined with an increased customer satisfaction• Prepared development strategies for the Danish main sites and negotiated several potential property/land acquisitions for future growth• Established cooperation with the Gladsaxe municipality which has enabled a more efficient process for significant authority projects as an active member of the Gladsaxe Business Council and the Advisory Board for "Growth in Gladsaxe municipality"• Successfully negotiated solutions with the authorities in relation to the development of infrastructure in Bagsvaerd, Søborg, Måløv and Gentofte

GF Smørmosen is a separate legal entity owned by Novo Nordisk and Novozymes, which owns and operates the common infrastructure and power plant supplying the companies in Bagsværd.Significant results:• Negotiated and ensured establishment of district heating• Established a significant wastewater and neutralization solution to support future growth in both production and research areas• Ensured the establishment of emergency capacity for business-critical utility systems

NNS was a service company with initial 1,100 employees adjusted to approx. 600 and with a business volume of approx. 800 million DKK distributed on both intragroup and external customers.Responsible for Finance; Quality/Environmental Mgt; Project/IT Mgt; Communication; Mgt of Subcontractors; Customer/Contract Mgt; handling auditors, authorities and banking; handling the board secretariat. Direct line mgt varied between 50-100 employees.Significant results:• Performed project mgt on the separation of the service units from Novo Nordisk into the independent company NNS A/S - and seven years later for closing down the company integrating functions, assets and employees into Novo Nordisk A/S as well as to external providers; liquidating non continuing operations; and dismissing redundant employees• Took responsibility as the main architect and driver of transformation from producer to provider by outsourcing and redeployment of >300 positions• Negotiated with external suppliers on taking over employees in return for future deliveries of services and maintenance• Managed implementation of quality/environmental mgt systems according to ISO9001 and ISO14001• Conducted a number of M&A activities with due diligence and contract negotiations for acquisitions and divestments; prepared business cases and handled negotiations for Novo Nordisk's entry into the ownership of the Swedish IT-based marketplace IBX in close cooperation with the head of procurement• Responsible for Novo Nordisk Procurement for a year ensuring an ISO quality management certification• Acted as a close sparring partner to the CEO; contributed to the strategic development of the company; was responsible for Board reporting and participationIn addition, I was an active team member handling the Ferrosan Group's divestment preparing:• Material to data room and participation in due diligence process• Financial scenarios for valuing the business• Alternative valuation by pricing individual assets

Member of the Board of Directors for a company with approx. 55 employees delivering security services to Novo Group companies as well as some third-party customers.

Was external lecturer at the Institute for International Business Finance and Management at the finance graduate programme supervising seminar tasks, case teaching and thesis work.

Primary responsibilities were overall management of the Group’s financial activities, management reporting to group management, the board and owner, as well as relationships with internal / external auditors, authorities and banking.Significant results:• Corporate as well as operational consolidation of the company in connection with significant acquisitions, including the Booker Nutritionals Ltd (UK), Hälseprodukter AB (S) and Scan Vita A/S (DK) - all with several subsidiaries• A successful establishment of controller functions in Danish and foreign subsidiaries (DK, S, N, SF, NL, UK)• Ensured a balanced development of the various companies through a direct involvement in their financial as well as business operations and developmentWas in 1991-93 negotiation and project manager for a joint project of Novo Nordisk Health Care and Ferrosan negotiating with local state-owned pharmaceutical companies in Algeria aiming at an establishment of a Joint Venture manufacturing company located in Algeria; the factory was subsequently build and commissioned as agreed.

Corporate controller, Corporate Financial PlanningWas in 1986-91 corporate controller responsible for cross organisational financial management and coordination of the group's annual budgeting; rolling estimates and medium term financial planning; long term strategic planning / scenario planning; and reporting to Group Management and Board of Directors. The role also included task-force participation for acquisitions, mergers, divestitures, etc.Significant M&A project participation included:• Merger of Novo Industri A/S and Nordisk Gentofte A/S with the coordination of the Group's total finances through the year of merger in close cooperation with the financial manager at Nordisk Gentofte and the local controller in Novo Industri's pharmaceutical division• Integration of Ferrosan group following the acquisition, including dialogues with a number of external parties to identify possible partnerships• Merger of Novo Nordisk and Ferrosan veterinary units into Novo Nordisk Agrovet A/S and subsequently divestiture to Boehringer IngelheimIn addition, contributed as a key project participant in the implementation of strategic scenario planning at corporate level through 1990-91 as well as acted as negotiation and project manager for Joint Venture project in Algeria as of mid-1991.Division Controller, Production & EngineeringWas 1982-86 in a staff function to the executive vice president for Production & Engineering of the former Novo Group. The area covered all global production, as well as all technical and logistical group functions. The tasks included financial management and strategic planning for these functional areas as well as acting as management’s representative in building committees for major construction projects.

Project manager in the company’s planning department and industry advice providing consultancy in operations analysis, logistics, administrative rationalization, hospital planning and business management.Significant results:• Preparation of a catalog of energy conservation opportunities for BP aiming at global rollout based on a thorough analysis of BP's Danish activities• Preparation of an optimization project for commercial laundries in collaboration with Technical University Denmark and published in a report targeted the industry• Development of a simulation model for the analysis of inventory management for Copenhagen County Hospitals and their supplier Institutionsvask I/S

Project participation and provision of funding for this purpose.