Experience

Triscan - Smartparts

• Denmark
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Finance Director - CFO

  • Mar 2021 - Present



Aarhus og Horsens Taxa

• Denmark
• Truck Transportation
• 1 - 100 Employee

• CFO

  • Nov 2019 - Mar 2021



BB Electronics A/S

• Denmark
• Appliances, Electrical, and Electronics Manufacturing
• 200 - 300 Employee

• CFO - Økonomi direktør

  • May 2016 - Nov 2019



Lantmännen Unibake

• Denmark
• Food and Beverage Manufacturing
• 700 & Above Employee

• Head of Business Controlling, Cluster Denmark/Germany

  • Oct 2015 - Apr 2016



DuPont

• United States
• Manufacturing
• 700 & Above Employee

• Vice President, Head of Business Finance, Nutrition & Health Integrated Operations

  • Oct 2012 - Sep 2015

  Responsibilities:- Leading a team of 5 international employees- Member of Integrated Operations leadership team- Financial planning and forecasting for the function Integrated Operations in a very complex production and supply chain setup with approx. 50 production sites globally, approx. 5000 employees and a total cost base of approx. USD 2.5 billion- Financial analysis for decision making for Investments of approx. USD 100-140 million, Inventory of approx. USD 700 million and Account Payables of approx. USD 500 million- Approval process for all Take or Pay commitments- Sarbanes-Oxley (SOX) control owner for various processes Show less

• Vice President, Head of Business Finance, Division Enablers

  • Nov 2010 - Sep 2012

  Responsibilities:- Leading a team of 4 employees- Member of Division Enablers leadership team- Financial planning and forecasting for Division Enablers having a turnover of approx. USD 1.5 billion and an Earning of approx. USD 200 million- Financial Integration into DuPont for Division Enablers by setting up the new organization, creating various forecast and reporting procedures following the DuPont standard (e.g. by-weekly financial forecast compared to 4 times per year in legacy Danisco) ect.- Implementing Step 4+5 (out of 5 steps) in the DIBM process (DuPont Integrated Business Model) for division Enablers. The DIBM process is what the leadership is using to execute business decisions. Step 4 objective were a full financial reconciliation of previous steps (R&D, Sales and Supply) and step 5 were the leadership meeting to agree on a consensus plan and make needed decisions. Show less



Danisco A/S

• Senior Business Controller for various Business Unit within Division Enablers

  • Nov 2004 - Oct 2010

  Responsibilities:- Business analysis for various business areas (Turnover USD 300-500 million) and part of the individual management teams. Including a break of 5 months as project manager (see next assignment below)- Strategy and 24 months forecasting- Gross margin optimization projects- Developed advanced gross profit reports in BW which today is the corner stone in all product/customer margin analysis today- Inventory optimization projects- Financial lead on a divestment project in New Zealand (the transaction were completed successfully) Show less

• Project Manager

  • Oct 2009 - Feb 2010

  Responsibilities:- Created the financial governence structure for Project Simplify which all project teams should comply with. Project Simplify were an overall Danisco project with a scope of removing complexity and thereby adding value to the business.- Responsible for financial consolidating, validation of all initiatives and setting up a monitoring process after implementation.

• Controller, Global Key Accounts

  • Jul 2003 - Oct 2004

  Responsibilities:- Responsible for monthly sales report on our Global Key Accounts- Supported cost models which we had with specific Global Key Accounts to define prices- Supported the creation of Supplier Vendor Management for our biggest Global Key Accounts

• Company controller, Finance Denmark

  • Mar 1998 - Jun 2003

  Responsibilities:- Started as finance trainee and were hired in a regular role after 2 years- Responsible for gross profit reporting with main focus on 2 production plants in Denmark (approx. 600 employees)- Coordinated budget process and other financial information from Corporate Finance for the 2 plants- Part of the SAP implementation (which started in Denmark and then later roll-out globally) and became super user (module SO/PCA/COPA)