Founder & Owner
2022-
ATPL Pilot Instructor
2022-
Founder and owner of xrNORD. The virtual development organization, who help software development teams and organizations become flexible, scalable, performance-driven, and profitable.
ATPL Theoretical instructor in Aircraft General Knowledge, for professional pilot training.
2015-2020
CEO
Globalized the organization, drove mergers and negotiations and lead the development to finally becoming a Netflix preferred partner. The details.
2013-2015
CCO & COO
Commercially and operational responsible for the entire value chain. Developed the new strategy and designed the associated supporting organization. The details.
2012-2013
Sourcing Director
Director of Vestas Procurement and responsible for the alignment of strategic sourcing & procurement across all non-production organizations within Vestas. With direct reference to SVP of SBU Sourcing. The details.
2010-2012
Director of Process Excellence
Global responsible for processes, change, IT implementation within the business, Strategy deployment and alignment of the quality organizations across all SBU. This with direct reference to Offshore COO & SVP of Vestas Quality. The details.
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2018-2022
Chairman
Been a part of the company from concept to platform-launch.
2007-2010
Director of Service Management
With reference to CIO and being a part of Vestas IT top management, I build the global organization responsible for transitioning Vestas IT into a coherent process orientated organization . The details.
2003-2006
Project Management
With reference to CIO, I lead the two biggest infrastructure and organizational mergers within Vestas IT Operations. The details.
2006-2007
Manager of Project Management
With reference to COO, I build the first global project management organization within VestasIT. A part of this included developing and implementing stage-gate and project governance globally. The details.
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CCO & COO
CCO & COO of VoiceArchive
Key achievements:
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Designed the disruption & globalization strategy
Designed and structured the strategy which enabled the company to take a leap ahead of the competition and into ensuring new revenue streams.
Developed and changed the organization to support the strategy
Restructured the organization, developed the individual and drove a continuous development focus to ensure the strategy could become reality.
Initiated mindset change within the industry and customers
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Drove a process and optimization mindset within the organization
CEO & CO-OWNER
CEO / CO-OWNER of VoiceArchive & ADRenaline
Key achievements:
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Netflix Preferred Partner
Designed and structured the strategy which enabled the company to take a leap ahead of the competition and into ensuring new revenue streams.
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Build New York, London & South Africa organizations from the ground
As part of the global expansion plus ensuring 24hr global production capability, I lead the development of 200m2 office and studio in London, sales office in Manhattan NYC, and a small studio and sales setup in Pretoria, SA.
Have conducted and participated in key million dkk sales to ensure future growth
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Described, optimized and outsourced Post Production.
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Matured the IT and process maturity
SOURCING DIRECTOR
Director of Vestas Procurement and responsible for the alignment of strategic sourcing & procurement across all non production organi- zations within Vestas. With direct reference to SVP of SBU Sourcing.
Key achievements:
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Build & planned Vestas´ future global Procure-2-Pay (P2P) setup
Defined and aligned the future global P2P setup incl. business case and program execution plan. The alignment covered all non production entities, all procurement categories and the financial processes which interlinks with the P2P processes
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Created a global P2P continuous improvement setup.
Have structured and initiated a global continuous improvement setup across all regions and entities. 15% quality improvement within 4 months focus.
Developed the SBU sourcing development strategy
Strategy Deployment driver with a focus of 20mEuro Cost out reduction.
DIRECTOR OF PROCESS EXCELLENCE
Director of Vestas Offshore Quality & Business Improvement. With direct reference to Offshore COO
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Global responsible for alignment of Quality across all non production areas. With reference to SVP of Vestas Quality.
Key achievements:
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Initiated and lead the initial standardization between 7 quality departments.
During 2011 I was asked to take the lead to ensure that all non production Quality departments in Vestas would have a common focus and direction to ensure maximum utilization of resources and the improvement of key quality problem areas. This focus was global an involved quality departments from around the world. The result was a standardized way of measuring quality incl. COPQ ( cost of pour quality) and a 2012 quality strategy which also utilized and combined resources from the various departments.
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Implemented and managed a strategy deployment setup for driving the Vestas Offshore strategy into real life.
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Responsible for several million euro improvement´s across the Offshore business.
Together with my employees I found and lead several improvement projects within the Offshore business resulting in new ways or working, improved utilization of resources and improved IT solutions.
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Developed a continuous improvement structure & governance
Improving TCO ( total cost of ownership) and hindering sub optimization requires a development overview and governance structure across the entire value chain. I designed, implemented and chaired the setup through which Vestas Offshore defined and approved all business development & improvement initiatives The structure also included a continuous improvement gate model.
Improved the Sourcing and Procure-2-Pay processes & organization
Changed the abilities of the sourcing organization and its co-operation with the line organization to ensure correct goods were received, payment in due time (30% improvement).
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DIRECTOR OF SERVICE MANAGEMENT
Director of IT business development & service mangement with reference to CIO.
Key achievements:
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Designed & implemented a global Business Development / Service Management organisation
I designed, launched and grew a Business Development / Service management organization within Vestas IT. The focus was to developed Vestas IT into a lean global IT organization by utilizing the ITIL framework. The organization had 25 employees located globally.
Transitioned Vestas IT into a process-oriented organization.
Early 2007 Vestas IT was immature in terms of co-operation via aligned standards. By ensuring uniquely designed, documented & communicated processes I ensured that Vestas IT became process focused and gained the same “language” and understanding of the key processes. It raised the maturity and enabled the organization to develop and work better and faster.
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Designed and implementing a Customer & “IT Service Focus” into Vestas IT
I wanted to improve and ensure the customer understanding & IT Service delivery to these customers. This was done by balancing the organizations focus between the IT Service and the technologies that supported it. During 2009 I designed and launched an organizational structure that started this balance and it became a catalyst for the major 2010 re-organization of Vestas IT.
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Implemented a Service Catalogue, SLA´s & Service Level Management process.
I was the key driver behind the development and implementation of the Vestas IT service catalogue, the SLA framework and the Service Level Management process. A massive work conducted together with all departments within Vestas IT and business representatives.
Developing metrics Intelligence & Reporting
My organization developed a KPI framework supporting the incident, problem, change, release and SLM processes within Vestas IT. This enabled us to drive and improve the business in a new and more controlled way
MANAGER OF PROJECT MANAGEMENT
Manager of IT Operations Project Management with reference to the COO
Key achievements
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Build a global Project Management department
I built a project organization from its origin. At that point in time there were no dedicated project managers, gate or governance model within Vestas IT. We were at a stage where everyone could be project managers and project were randomly approved.
I developed the project management depart to a level where all project managers were either directly referring or had a “dotted line” to me. This created the foundation for the future implementation of stage-gate and governance models.
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Development of Stage-Gate Model & Governance
The main challenge was to build a project stage gate & governance model, which ensured that projects were in control and delivered operational to IT Services. I built this model and ensured that it was used globally within Vestas IT Operations.
It improved both the focus, ROI ( Return of Investment ) and quality of the projects which were executed.
PROJECT & CHANGE MANAGER
Director of Vestas Offshore Quality & Business Improvement plus overall global responsible for alignment of Quality across all non production areas. With direct reference to Offshore COO & SVP of Vestas Quality.
Key achievements
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From five IT organizations into one ( incl. merger of key infrastructure )
Vestas had just acquired NEG Micon and was rushing to combine the two organizations and capitalize on the synergies.
The problems was that all key IT systems were fragmented between the two former companies and they were driven by FIVE separate IT organizations in Denmark, Germany, Italy, USA & India.
I lead the program that was tasked to merge not only key systems but also the five IT organizations into ONE global IT organization.
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Drove the merger of key Vestas IT infrastructure
At this point in time the Business Units utilized various IT systems and therefore had problems cooperating effectively. Some of these key systems had to be merge or changed into single systems utilized by all. I lead the project ensuring this.
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Implemented a global intranet across ALL Vestas business units & departments
Vestas is currently about 2000 employees and has no means of communicating and sharing items of work other than email and old file shares. Across all business units and organizations is lead the design, development and implementation of a new intranet globally.