Experience

USTC

• Denmark
• International Trade and Development
• 1 - 100 Employee

• Senior Human Resources Business Partner

  • Jan 2022 - Present



Nestlé

• Switzerland
• Food and Beverage Services
• 700 & Above Employee

• Nordic HR Business Partner

  • Nov 2020 - Jan 2022



A.P. Moller - Maersk

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

• Global Human Resources Business Partner

  • Jan 2019 - Nov 2020

  Becoming the global senior HR Business Partner for various departements in Maersk Operations with A global scope covering our equipment organisation, chartering organisation, inland and delivery organisation, fleet management and technology organisation as well as operation execution including the eight LOC globally. I focus on leadership sparring and challenge of leaders from senior directors to senior VP. The work covers all HR areas including but not limited to talent management, recruitment, salary review, organisational design & restructure employee engagement, performance management and day to day actions.

• Global Senior Talent Excellence Partner

  • Jan 2017 - Jan 2019

  In the last six month of my period of the team i worked with the integration of Maersk Line and DAMCO. From the team we worked on the integration seen from the people and talent perspective. We were involved in setting the senior global layer of the organisation. As part of this integration I was asked to take the interim head of HR for our Scandinavia Cluster. In this role I supported the new area leadership team in implementing the new way of driving the business including organisation restructure, right people for the right position, redundency process, day to day work including running the HR processes of performance management, engagement and salary review as well as the restructuring of the HR function.With the transformation of Maersk we created a new team focusing on leadership development and selection for the entire transport and logistik branch. We were accountable for running and adjusting all global talent processes within the talent management framework. We worked with talent reviews, succession planning, acceleration programmes as well as creating insight and development processes for our senior leaders. It has been key processes in order to ensure we have the right leaders in the right positions and creating winning and high performing teams. As the talent excellence and pipeline team we were also responsible for looking into our strategy for assessment tools and frameworks. Herre we worked with and got certified in the use of Hogan and Learning Agility. Through the processes I have worked with:Senior stakeholder management internal/external,Hogan HPI, HDS, MVPI and Team Assessments tools ,Learning agility viaEDGE assessment tool,360 reference taking and coaching,This is all about developing leaders to be the absolute best they can be, making sure they unleash their talent throughout the organization.

• Global Senior Talent Partner

  • Sep 2015 - Dec 2016

  Focusing on leadership development and selection We have been accountable for running and adjusting global processes. It has been key processes in order to ensure we have the right leaders in the right positions and creating winning teams. Through the processes We have worked with:Stakeholder management internal/external,Hogan HPI, HDS, MVPI and Team Assessments tools ,Learning agility viaEDGE assessment tool,360 reference taking and coaching,This is all about developing leaders to be the absolute best they can be, making sure they unleash their talent throughout the organization.

• Performance, Engagement and Acceleration Programme Manager

  • Oct 2013 - Aug 2015

  Worning in Maersk Drilling being Accountable for implementing, developing and driving the global people performance management system and engagement management throughout and across a complex, culturally diverse, matrixed environment.The aim of the HR yearly processes is to create and maintain processes to be used as leadership tools and not just as single steps to be carried out towards a given timeline.Covering Maersk Drillings acceleration programmes including setting the strategy, drive and evaluate. This to ensure the right content divided into the split between training, experience and on the job work,In order to support Maersk Drilling growth strategy look into the business need and develop new programmes,Evaluate the profile needed for each programme and set the criteria for candidates to join programmes,Stakeholder management both with onshore and offshore personnel,Setting the right team for each programme including recruitment of candidates,Training coordination and quality insurance,Day to day actions with trainees and stakeholder andAd hoc tasks within the HR portfolio.



Hillerød Fysioterapi & Træningscenter

• Instructor

  • Oct 2013 - Sep 2014

  eTenzor indoor bike instructor with various classes.Assistant coach on HFTC La Marmotte Team 2014 (1 day race 175 km over 4 Tour de France climbs total of 5000 high meter). this include coaching, training, development and guidance for the team. Moving participant from start level in order to make them prepared for the race. 10 month of training and support going from novice to successfully race. eTenzor indoor bike instructor with various classes.Assistant coach on HFTC La Marmotte Team 2014 (1 day race 175 km over 4 Tour de France climbs total of 5000 high meter). this include coaching, training, development and guidance for the team. Moving participant from start level in order to make them prepared for the race. 10 month of training and support going from novice to successfully race.



Danish Defence

• Staff officer

  • Feb 2012 - Oct 2013

  Head of secretary for industrial cooperation. Responsible for assessments in relation to offset, New organisation with new focus starting 01 October 2012,Acting as day to day sparring partner for senior management,Project management as owner or/and team member,Developing introductionprogram for new employees,Plan, execute and assessment of training for new and old employees,Change and development of a culture in the new organisation.Ownership of rotation of all deployed danish soldiers, vehicles and materiel, this include planning, execution and assessment every half year,Dealing all logistic matters concerning air mail to and from missions,Dealing all logistic matters concerning MEDEVAC and CASEVAC from missions,Logistic support to all danish UN missions and soldiers,Logistic mission manager for all UN missions and Kosovo,Particapating in mission analysis and staff works for new Army missions for logistic matters.Implementing and updating of directives concerning logistics,Communications,Project managements, andAd hoc task solving for management.



The Danish Army

• Officer

  • May 2003 - Oct 2013

  Focus on development of employees,General management of soldiers and units,Logistics,Communication,Planning, execution and assessment of training for soldiers and units, Change management and stating new organisation,Creating and eimplementing standard operating procedures,Responsible for logistics and operational planning, andManaging the daily planning and delegation of tasks. Focus on development of employees,General management of soldiers and units,Logistics,Communication,Planning, execution and assessment of training for soldiers and units, Change management and stating new organisation,Creating and eimplementing standard operating procedures,Responsible for logistics and operational planning, andManaging the daily planning and delegation of tasks.



Danish International Logistic Centre

• Movement and Control Officer

  • Jul 2010 - Jan 2012

  Change management and stating a new organisation,Creating standard operating procedures,Implementing directives and equipment,Planning, execution and assessment of training for units for national exercises, international exercises and missions for Iraq, Afghanistan and Kosovo,Coordination and cooperation with other units both foreign and danish in Iraq and Afghanistan,Project management,Negotiating and Implementing a new contract with Copenhagen Airport Roskilde in use of rotations of soldiers from missions,Coordination and cooperation with civil authorities in e.g. Dubai, Kuwait and Denmark



A.P. Moller - Maersk Group

• Strategy Consultant

  • 2008 - 2009

  Negotiating and Implementing new contracts for seafarers,Working with demands regarding to flagstate, owners, labour union and vessel type,Searching and sourcing for seafarers,Benchmarking with other companies,Carry out statistics for all business units regarding all matters to seafarers,Prepare reports to senior management, andProject management. Negotiating and Implementing new contracts for seafarers,Working with demands regarding to flagstate, owners, labour union and vessel type,Searching and sourcing for seafarers,Benchmarking with other companies,Carry out statistics for all business units regarding all matters to seafarers,Prepare reports to senior management, andProject management.



A.P.Møller

• Training Project manager

  • Jan 2008 - Aug 2008

  Training coordination and quality insurance,Planning for global seminars,Planning and working with seafarers career development,Implementing directives and standards,Project management.Planning of training & competence development, regulatory and industry compliance of offshore staff at Maersk Supply Service,To ensure that the seafarers are competent as per defined requirements and agreed resource frames,Ad hoc task solving for management Training coordination and quality insurance,Planning for global seminars,Planning and working with seafarers career development,Implementing directives and standards,Project management.Planning of training & competence development, regulatory and industry compliance of offshore staff at Maersk Supply Service,To ensure that the seafarers are competent as per defined requirements and agreed resource frames,Ad hoc task solving for management



The Army

• 1st Lieutenant

  • Jun 2003 - Aug 2008

  Commanding up to 150 soldiers of different ranks from officers to privates,Recruiting Personnel to International Operations,Planning, execution and assessment of training for units for Iraq, Afghanistan and Kosovo,Coordination and cooperation with other units both foreign and danish in Iraq and Afghanistan,Project management,Leadership development of Non Commissioned Officers,Focus on management and development of employees, Budget planning and controlling,Change management within organisations,Responsible for logistics and operational planning, andManaging the daily planning and delegation of tasks.