Production Manager

• Nov 2022 - Present

www.labflex.com www.labflex.com

Project Management Consultant

• 2021 - Present

Managing Director

• 2012 - 2021

www.vifa.dk During the period, I developed the Vifa brand from nothing to be established in major markets in EMEA, APEC and AMER. The strategy involved the development and market introduction of technical high-end premium audio products with associated applications, all of which won internationally recognized design awards. Vifa quickly was recognized for its appealing design and high sound quality, and therefore inspiring for reviewers, business partners and customers world-wide. Among many things my main task as managing director was to establish and lead an organization, that could implement and develop our business strategy in collaboration with our Chinese investor and ODM partner. Show less

President

• 2015 - 2020

100% Subsidiary to Vifa Denmark A / S. The purpose is to develop brand and sales in a North American market. 100% Subsidiary to Vifa Denmark A / S. The purpose is to develop brand and sales in a North American market.

R/D Manager

• 2009 - 2011

www. Klipsch.com Responsible for Jamo's overall product strategy. Leading a Danish development team and sourcing from OEM/ODM partners in primarily Asia; China, Taiwan, and Korea. Areas of work: Product strategy, project management, supplier selection, contracts, and procurement. www. Klipsch.com Responsible for Jamo's overall product strategy. Leading a Danish development team and sourcing from OEM/ODM partners in primarily Asia; China, Taiwan, and Korea. Areas of work: Product strategy, project management, supplier selection, contracts, and procurement.

Project Manager

• 2006 - 2008

In collaboration with external consultants, I prepared two different scenarios: A) Benefit and cost of establishing a ´new factory´, - focus lean logistic and automatic operations cells. vs. B) Outsourcing of production to Asia. The board decided to go with Outsourcing, and my role changed to be a leading project manager in this process and in developing / sourcing of new electronic products from ODM/OEM in Asia. In collaboration with external consultants, I prepared two different scenarios: A) Benefit and cost of establishing a ´new factory´, - focus lean logistic and automatic operations cells. vs. B) Outsourcing of production to Asia. The board decided to go with Outsourcing, and my role changed to be a leading project manager in this process and in developing / sourcing of new electronic products from ODM/OEM in Asia.

Program Manager

• 2001 - 2005

www. jamo.com Establishment of new sub-brand “PJ” (low-cost segment) within the Jamo brand, focusing on product strategy, design, development, and sourcing from partners in Asia. The PJ team consisted of 3 people, generating DKK + 60m in revenue in year one.

Quality & Operations Technical manager

• 1996 - 2001

www. jamo.com Quality manager and lead auditor ISO9001. Change Management: As ´change manager’ I helped to change the production culture towards self-governing production groups. This meant a huge change in the roles of the production management system and a massive training of the production staff in various skills - including self-management tools, LEAN and Kaizen principles. Another major change was the entire payroll system, which went from individual piecework pay to production group performance pay. Responsible for a general ongoing optimization of operation equipment, processes, and methods including PTA. In this period there was approx. 550 employees at Jamo. Show less

Quality & Service manager

• 1991 - 1996

www. Envases.dk/en HydroCan in Skive; Quality manager and lead auditor ISO9001. Manager of aftersales service B2B, and development department. www. Envases.dk/en HydroCan in Skive; Quality manager and lead auditor ISO9001. Manager of aftersales service B2B, and development department.

PTA ingeniør

• 1990 - 1991