Experience

DEKRA Danmark

• Denmark
• Education Administration Programs
• 100 - 200 Employee

• Salgsdirektør / VP of Sales, Markets and Partnerships

  • Aug 2019 - Present

  Copenhagen Area, Capital Region, Denmark



DEKRA Job

• Denmark
• Professional Services
• 1 - 100 Employee

• Managing Director / Administrerende Direktør

  • Nov 2019 - Jul 2021

  Copenhagen, Capital Region, Denmark



A.P. Moller - Maersk

• Denmark
• Transportation, Logistics, Supply Chain and Storage
• 700 & Above Employee

• Head of Market Management Excellence

  • Jun 2017 - Jul 2019

  Copenhagen Area, Capital Region, Denmark

• Head of Sales Operations

  • May 2014 - May 2017

  Copenhagen Area, Denmark Responsible for driving the Sales Effectiveness of Maersk Line’s global Agency network of more than 300 agencies in more than 120 countries. My department consists of one Sales Operations Partner in Copenhagen and 5 analysts in Chennai. Main achievements: - Designed and rolled out new Sales Coverage methodology, leading to increase in market share of 1% point, move towards more Office Based Selling, clear prioritization of the sales time and role demarcations. The roll out has received a… Show more Responsible for driving the Sales Effectiveness of Maersk Line’s global Agency network of more than 300 agencies in more than 120 countries. My department consists of one Sales Operations Partner in Copenhagen and 5 analysts in Chennai. Main achievements: - Designed and rolled out new Sales Coverage methodology, leading to increase in market share of 1% point, move towards more Office Based Selling, clear prioritization of the sales time and role demarcations. The roll out has received a ranking of 4.63 out of 5 from the 130 surveyed Sales Managers and a 100% poositive approval rating. - Designed and rolled out a global Sales Incentive Plan. Improved the satisfaction with Pay for Performance within sales by 7% points on the Employee Engagement Survey and have developed an HR analytics framework to better understand the sources of strong Sales Rep performance on a data based foundation. - Introduced Performance reporting and direction setting which has led to a more than doubling of the number of sales calls per Sales Representative and has also strongly improved the preparation and follow up of the sales calls

• Director, Business Performance Management, Mediterranean Region

  • Mar 2012 - Apr 2014

  Genoa Area, Italy Responsible for driving the revenue, service levels + NPS, profitability, SG&A and operational costs of Maersk Line’s agencies in the Mediterranean Region. We ran weekly, monthly and quarterly business reviews with the Agencies in the Region. My department had 3 business analysts. Main achievements: - Drove high utilization of the network, and through that profitability. Partly by doing a drive on export cargo and partly by driving profitability as a shared accountability of the… Show more Responsible for driving the revenue, service levels + NPS, profitability, SG&A and operational costs of Maersk Line’s agencies in the Mediterranean Region. We ran weekly, monthly and quarterly business reviews with the Agencies in the Region. My department had 3 business analysts. Main achievements: - Drove high utilization of the network, and through that profitability. Partly by doing a drive on export cargo and partly by driving profitability as a shared accountability of the agencies for the first time - Reduced longstanding containers by 2000 units, going from one of the worst performing regions in the world to being in the upper half - Ran a project with the Sales Managers developing the Commercial Cycle a best practice for how to turn direction setting into sales execution. It was later nominated as Project of the Year globally

• Senior General Manager, Business Performance Management

  • Nov 2009 - Apr 2012

  Copenhagen Area, Denmark Responsible for the global Scorecard Process for Maersk Line’s global agencies. This posting in the head office gave me a strong cross functional understanding, including how business performance ties into HR processes such as performance and pay. Further I was driving the global performance on the general KPIs by developing benchmarking reports and performance transparency as well as supporting the CCO with analyses of business performance. Main achievements: - Agency Cost per FFE… Show more Responsible for the global Scorecard Process for Maersk Line’s global agencies. This posting in the head office gave me a strong cross functional understanding, including how business performance ties into HR processes such as performance and pay. Further I was driving the global performance on the general KPIs by developing benchmarking reports and performance transparency as well as supporting the CCO with analyses of business performance. Main achievements: - Agency Cost per FFE was reduced by 50% while I was in the position, something I was a part of driving - We ran a major survey based study that revealed through data that different functions in the company interpreted the company Strategy in different ways which led to a redesign of the KPIs of different functions - The Scorecard Process was ranked better than in previous years



Maersk Guinee S.A.

• Cluster Sales and Marketing Manager

  • May 2008 - Nov 2009

  Conakry, Guinea Commercially responsible for 3 markets in West Africa with a total revenue of around USD 130M. I had an organization of 11 Sales Representatives and a Commercial Planning department spread on 3 countries. Main achievements: - Maintained the very high market share of 70% despite being faced with the introduction of a main competitor in the market (MSC) - Doubled anxilliary revenue collection from USD 3M to USD 6M - Improved the Employee Engagement Survey on all points -… Show more Commercially responsible for 3 markets in West Africa with a total revenue of around USD 130M. I had an organization of 11 Sales Representatives and a Commercial Planning department spread on 3 countries. Main achievements: - Maintained the very high market share of 70% despite being faced with the introduction of a main competitor in the market (MSC) - Doubled anxilliary revenue collection from USD 3M to USD 6M - Improved the Employee Engagement Survey on all points - Introduced Sales Collaterals for the day to day sales work that later became best practice in the rest of the region - Professionalized the Sales department and ran training workshops - Developed a major mining project together with our Australian Sales organization and Centre Trade - Introduction of market intelligence as a means of directing the Sales efforts Show less



A.P. Moller - Maersk

• Denmark
• Transportation, Logistics, Supply Chain and Storage
• 700 & Above Employee

• Logistics and Sales Manager

  • Jun 2007 - May 2008

  Cotonou, Benin I was the sales manager for Maersk Line in Benin with a revenue of appr. USD 100M. Further, I was the managing director of the Maersk Logistics business with a profit of USD 500K. I had 4 Sales Representatives and 12 employees in the Logistics business. Main achievements - Improved profitability of the Maersk Logistics business through tight supplier management and introduction of new products - Developed a project to export pineapple from Benin in collaboration with local exporters

• Assistant General Manager

  • Jul 2005 - Jun 2007

  Copenhagen Area, Denmark Development of new balanced scorecard for agencies in Maersk Line. Reviewing organizational structure of Maersk Line’s Area organizations. Supporting the VP of Maersk Line Regions. Preparing board material for the board meetings of the Regions.

• Trainee

  • Sep 2004 - Jul 2005

  Vessel operator of handytanker vessels, bunker purchasing, communication with charterer/broker/vessel owner, instructing captains/port agents/port authorities, dealing with day to day operational matters on a portfolio of tank vessels to perform given voyages at the most cost efficient and reliable manner.

• Trainee

  • Jan 2004 - Sep 2004

  Corporate Accounting, prepared financial statements for a few subsidiaries, overhead/administration cost distribution models for vessels, current account clearing with associated companies.

• Trainee

  • Aug 2003 - Jan 2004

  Consolidated management reporting, financial performance measurement, preparation of board material.