VELUX: Established a team of strategic Business Relationship Managers jointly defining digital roadmap for all of VELUX’s business areas. Implementation of a standardised process for project intake and execution as well a establishing a portfolio mgt. office. Results was a well functioning team and fewer and better IT projects delivering business value to the company.
Novo Nordisk: Established a strategy execution team responsible for key strategic initiatives across the Early Research & Development organisation operating in multiple countries. Key initiative focused on reducing lead time in research processes significantly. This included process mapping and advising on how to reduce lead time by automating and optimising key sub processes.
Egmont: Led and-to-end finance automation project resulting in 80% automation of all back-office finance processes. This led to significant savings in FTE costs in the finance team.
Egmont: Responsible for defining and implementing a cross-border program with the objective of standardising key business processes across 20 markets and implementing a common content management system enabling higher efficiencies as well access to editorial content in all markets. Result was significant savings in man hours as well as in content costs.
Egmont: Heading a Post Merger Integration (PMI) team responsible for capturing synergies after merger of two separate business divisions. Responsibilities included management of the team as well as defining and monitoring progress of PMI projects.
Egmont: Establishing a strategy execution team tasked to deliver key strategic projects. The project included getting buy from executive team, defining operating model, recruiting team and management of the team. Result was a high performing team delivering critical projects across the Egmont business.
ISS: Responsible for establishing and running strategic PMO overseeing portfolio of strategic projects supported by the Executive Committee. Projects included optimisation scopes as well as business development scopes.
LOGSTOR: Executive Advisor supporting CEO in project establishing LOGSTOR in China spanning business case to the BoD, implementation plan including, set-up of production facility and sales offices. Results where successful establishment of production blue print in China as well as operational sales office.
LOGSTOR: Responsible for establishing a strategy execution PMO overseeing multiple strategic projects to deliver on strategic programmer developed with PE owner. Project scopes included optimisation projects, cost out projects, and efficiency programmes. Results where significant improved efficiency in core business processes.
Career
2025 – | ZILLION Consulting Group
2024 – 2025 | VELUX, Director, Strategic Project Execution, IT
2023 – 2024 | Novo Nordisk, Director Strategy Execution
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