I help organisations excel.

Business development runs across sales, marketing, product, projects and vendors, plus networking, negotiation, partnerships and cost savings. All of it should be driven by and aligned with the business development goals.

For me the most important thing is a clear line of sight to the customer and the market. Their current needs, their future needs, and even the needs they do not know they have yet.

A good strategy sets the direction, but it is worth very little without clear tactical plans that can be executed. It is easy to say what you want to achieve. The how is what takes knowledge, experience and investment.

I work with frameworks such as Strategy Deployment and Traction/EOS. At Vestas Offshore I ran the entire strategy process across departments and took those lessons into my roles as CEO.

A business that meets its goals and makes money is not built on luck. It takes a mindset, a skill set and routines that keep improving the organisation and its processes.

One of my biggest lessons was building a global sound production setup, where the engineers first told me: "Our work cannot be described in a process, it is an art form." A year later it ran globally on bespoke processes, kept sharp by operational excellence routines.

Unlike many leaders, I did not start in sales or finance. I started in IT, at Vestas, and learned from the ground up how technology lifts a business.

I thrive on bridging business and technology and the people on each side. It is a real asset in both business development and operational excellence.

Leadership is about people, and people are different. To me it comes down to lighting the inspired fire in each individual: to become the best version of themselves, reach the company's goals and grow along the way.

It is also taking time with people in moments of frustration, and making decisions in easy and tough times. When someone tells me they want to be a manager, I ask why. It should be because you want to bring out the best in people and turn them into a team that does things they never dreamed of. I love to lead.

Communication is hard. I have been trained and coached, and I have communicated in many forms. I still have not perfected it, and I doubt I ever will. But I enjoy it.

I have presented to audiences of more than 500 people in Danish and English, including as a speaker at itSMF, the Dansk IT globalisation conference and the Write2User conference.

You have baked the bread a hundred times without thinking about the recipe. Now split the work with someone else. Where do you stop and they take over? What is the recipe? Add people you have never met, in another time zone, in another language, on slow shared systems.

I have been through that several times. Globalising a department or a whole company brings great opportunities, but the challenges must be taken seriously, or they will outweigh the benefits.

Great negotiation is great collaboration. The adversary is not the person across the table, it is the situation. The person across the table is a counterpart working on another side of the same problem.

I use tactical empathy to build trust-based influence and lead the negotiation in a positive direction, not to take the most at the other side's expense. I have led negotiations from mergers and tenders to salaries.

I have served on the boards of two start-ups, one of them since sold. Being outside the daily turmoil, combined with operational experience, gives a clear view.

My job on a board is to share that view, protect the CEO's overview and focus, and ask the tough questions that clarity brings.

Twenty years in an industry without defining, measuring, analysing and deliberately improving costs money and leaves you uncertain whether you meet customer expectations, or spend far too much doing so.

It does not have to be hard. A Pareto analysis and five whys get you a long way, once you have defined your services, described your processes and named your error types.

Picture three escalators, all going down. You are on the middle one, walking up. The people either side of you are your competition. To stay in place, everyone has to keep walking. The moment you stop, you fall behind.

When I ask people about their development goals for the next two years, I rarely get a clear answer. I enjoy helping people start walking up that escalator, and I have done it many times.

I have built stage-gate and governance models and project management organisations from scratch, globally. Yet I keep things simple, otherwise they are not operational.

When people ask how detailed their plan should be, my answer is always: to the level where you are in control. It sounds easy. It is not.