Experience

Elretur Danmark

• Denmark
• Environmental Services
• 1 - 100 Employee

• CEO Circular Economy Business | Development and Strategy | Recycling | WEEE handling

  • 2019 - Present

  Elretur is a private association established by producers and importers of electrical and electronic equipment. Our purpose is to assume producer responsibility for our members within waste electrical and electronic equipment (WEEE) and batteries. elretur has around 950 member companies and assumes collection of by far the largest quantity of WEEE in Denmark. The task of CEO is to strengthen elretur in line with the new WEEE directive requirements for the benefit of the members and the environment. The field of work is CSR/ESG/SDG, lifetime extension through recycling (UEEE/REEE), EEE, scrap (WEEE) and the development of circular economy to be a natural part of the company's business model. Show less



MHJ business development and management consulting

• CEO Business Development | Business Strategist | New market | Recycling | Waste handling management

  • 2003 - Present

  As the Owner, I am responsible for ensuring the success of the business. To help do this, I work closely with senior leadership to develop, implement, and manage strategic business initiatives and financial management plans. Using my dynamic leadership skills, I provide oversight and guidance to cross-functional teams and organizational leaders, directing the implementation and execution of complex business projects designed to meet business and organizational objectives while enhancing technologies and streamlining operations. Notable Contributions Include: ✯ Oversee trading models for various commodities, conducting in-depth CSR, ESG and SDG screening and target setting to ensure success within all platforms. ✯ Conduct detailed business development functions, designing contracts, categorizing content, and leading the business cycle. ✯ Implement business development initiatives and projects, including digitization, optimization of operations and structuring of, for example, a technology project for efficient recycling of waste, scrap and commodities. ✯ Consultants who assist and advise companies on realization of business projects, management and M & A tasks. ✯ Involvement of technology e.g. waste incineration, plast recycling, shredder, WEEE, pyrolysis, collection sites (recycling stations) and circular economics. ✯ Experience in supply and evaluation of deliveries. Areas of Action ✦ Management and strategy development ✦ Business development and implementation of business models ✦ Interim management tasks ✦ Conversion of technology and operations to calculation models and planning tools (digitization) ✦ Recycling and waste projects ✦ Categorization of energy content in waste streams ✦ Development of contracts for handling volatile products ✦ Commercial models for commodities ✦ ESG SDG CSR screening and target setup ✦ Involvement of technology and circular economics Show less



ASNET BOARD a.m.b.a.

• Partner | Management and Board | Consulting | Strategy Development | Risk management

  • 2006 - Present

  ASNET is a network of experienced business executives and board members. The main objectives: ✦ Help Danish companies to establish an external board hence strengthening the company's management. ✦ Being a networking organization for experienced managers who work professionally with the board. Notable contributions include: ✯ Serves on the board of directors of BtB, BtG / BtP companies and provides superior guidance and leadership to effectively develop, implement and manage business models. Show less



ARC – I/S Amager Ressourcecenter

• Business Development Manager | Business planning | New market | International Waste Handling

  • Jun 2013 - Aug 2017

  I was responsible for overseeing and managing the commercial area business. In this role, I identified requirements, established business and cost models, and successfully propelled business channels. I designed and implemented innovative production plans, including purchasing and forecasting models, for the expansion of waste entry. This comprehensive project effectively enhanced operational quality standards while simultaneously improving earnings by 2%. Notable Contributions Include: ✯ Conducted international business and contract negotiations (EU-tenders), collaborating with organizational leaders and providing insight into supplier negotiations. ✯ Performed market screening, mapping, and consulting for companies throughout the UK, Ireland, Norway, Sweden, and Denmark. ✯ Involvement of technology and circular economics. ✯ Waste incineration planning. Areas of Action ✦ Build commercial function ✦ Develop and implement cost model for use in pricing and calculation ✦ Develop and implement digitized quality standards, including product hierarchy ✦ Build and handle production planning, forecast and disposal of purchases ✦ Market screening, mapping and contractual basis for the countries UK, Ireland, Norway, Germany, Sweden and Denmark Show less



H J Hansen Genvindingsindustri A/S

• EVP COO CEO | Business Development | Business Strategist | Sales & Marketing | Supply Chains

  • Feb 2009 - May 2013

  As the EVP/COO, I was responsible for leading operational management functions within the organization. In my role, I developed and managed the collection, processing, and marketing of iron and metal scrap materials. I worked to ensure that all processes and procedures were up-to-date and accurately implemented and executed. I also led the design of technical supplies and materials. Working closely with senior leaders, I enabled the integration of processes and supplies into the operation. Notable Contributions Include: ✯ Spearheaded project to modernize distribution channels, streamline processes, and implement risk management into the purchase and sale of commodities, resulting in DKK 45 million increase in earnings. ✯ Successfully reorganized production companies, updating market access strategies and developing cutting-edge sales and risk policies. Areas of Action ✦ Management and strategy development ✦ Business development and implementation of business models ✦ Modernization of distribution channels as well as processes and risk management of commodities (change management) ✦ Reorganization of production companies in Denmark and Sweden ✦ Modernization of market access (go-to-market strategy) ✦ Development and implementation of purchase, sales and risk policies as management tools ✦ Merger, acquisition (M & A) and integration of companies ✦ EU-Tenders and evaluation of supplies ✦ Development of contracts for handling volatile products ✦ Commercial models for commodities ✦ Involvement of technology and circular economics ✦ Operator and collector of WEEE Show less



Power-shopping.dk

• Business Consulting and Services

• CEO | Utility utilities | Management consulting | Procurement optimization | Risk management

  • 2003 - Feb 2009

  As the CEO, I was responsible for establishing and implementing operational management functions for consulting house, advisory services, and strategy design. I also directed and oversaw complex purchasing projects. With each of these projects, I supported and guided customers with conducting in-depth energy analyses, coordinating trades and auctions, and executing purchases. Notable Contributions Include: ✯ Developed, implemented, and managed innovative concept solutions and energy purchasing models, utilizing knowledge and skills to design new product standards for use within purchasing processes. Show less



KE Marked A/S and KE Kunde A/S (Københavns Energi)

• CEO | Utility utilities | Business Development | Sales & Marketing | New markets | M&A

  • Mar 2003 - 2007

  KE-Marked A/S and KE-Kunde A/S were the commercial companies of Copenhagen Energy. KE Marked A / S and KE Kunde A/S managedall customers. The companies are currently merged with DONG Sales & Distribution A/S. The market is characterized as being volatile. The companies handled a total of 643,000 customers and were the largest electricity companies in Denmark. A dealer board was established to perform “Energy trading” Assignment Optimizing the value chain, including preparation of the sales of the companies. Expansion of market share, revenue and earnings. Revitalization of capsized billing and IT platform as well as restoring customer loyalty. Outcomes Significant improvement in earnings, high growth of customers and of volume, successful entries into new markets. Areas of Action ✦ Management and strategy development ✦ Business development and implementation of business models ✦ Modernization of distribution channels as well as processes and risk management of purchase and sale of energy (change management) ✦ Develop and implement market platform for energy (digitization) ✦ Revitalization of IT platform ✦ Building trading function in the Nord Pool and EEX trading areas ✦ Implementing new concepts and products Merged with Dong Energy A/S. Show less



Rocla a/s - CAT Lift Trucks

• CEO | Business Development | Sales & Marketing | Manufacturing planning | R&D | Strategy

  • Feb 2001 - Mar 2003

  Rocla A/S manufactures, sells and services transportation and warehousing equipment. Rocla A/S produces warehouse trucks and forklifts sold under the name "BV" in export markets: Russia, Europe and Asia (including China). Rocla Rent A/S handled the rental fleet to customers with periodic needs and / or desire for financing / leasing of their trucks. The markets were characterized by a combination of too much capacity, major international brands, andlow margins. Assignment Expanding the market share in both the domestic and export markets. Optimizing the value chain (cost focus and efficiency). Development and execution of strategy and actions, including in-and outsourcing of activities. Outcomes Significant improvement in earnings, high growth of customers and of volume, successful entries into new markets. Show less



Korsnäs Bates A/S

• CMO CCO COO | Business development| Sales & Marketing | Manufacturing Planning & Development (R&D)

  • Feb 1998 - Mar 2001

  Bates Korsnäs A / S manufactures and sells packaging and paper bags (packaging industry). Production took place in Aalborg (Denmark) and Strømsnäs (Sweden). To support the products Bates also drove the development and sales of waste management systems. Batesproduced sacks used for waste collection, waste sorting, organic waste, biogas and hazardous waste (eg hospital). Industrial packaging were used for concrete, pet food, food (milk powder), grain and animal feed, etc. The market was characterized by low margins, meaning efficiency and delivery were key components of the success. Assignment Optimizing the value chain (cost focus and efficiency), including building of new markets, concepts and services. Moving production across national borders, in-and outsourcing of activities and execution of strategy and actions. Outcomes Among the results can be highlighted a significant improvement in earnings, as well as has been achieved growth in customers and volume, as well as entry into new markets. Korsnäs Packaging is now part of Segezha Packaging. Show less



Vækstfonden

• Denmark
• Venture Capital and Private Equity Principals
• 1 - 100 Employee

• Executive Assistant (EPA) business development| executive board & management | project management

  • 1996 - 1998

  Company Lending of capital funds for companies with promising technology and market projects. In addition, the VækstFonden bail services and products for the SME. The aim was to drive the venture firm to companies with high development potential, but who had no capital to implement projects. Assignment Executive Board, owner and board service as well as sales analysis and marketing. Outcomes Among the results can be highlighted positive assessment and growth in customers and volume, as well as entry into new markets. Show less



Rendan A/S

• Denmark
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Finansmanager & marketingmanager | Financial reporting and governance | New markets | Marketing

  • 1992 - 1996

  Consultancy firm owned by 53 companies in the waste industry. Rendan A/S performed consulting, analysis, forecasts and drove knowledge within the field of environment and environmental management. The company is now part of TI (Technological Institute). Assignment Optimizing business operations, financial management, financial reporting, changes in customer mix and market structure (international). Outcomes Among the results can be highlighted a significant improvement in earnings, as well as has been achieved growth in customers and volume, as well as entry into new markets. Show less



Industry

• Transportation, Logistics, Supply Chain and Storage

• CMO COO packaging industry | turnaround | change management | value change | horizontal management

  • 1991 - 1991

  ----------------- Overview - detailed summary ----------------- With a focus on production changes, including movement across national borders, closing and opening of new production facilities within packaging (paper bags, waste, recycling, environmental). The tasks have been turnaround (turn around) both as regards the structural changes the approach to the market and customers. Just as earnings have been significant. They used tools and methods have been leadership, change management, production management and sales and marketing. My professional career I the packaging industry have been sales, production, marketing as well as customer segments, customer service (BtB, BtC, BTG and BTP or B2B, B2C, B2G and B2P) and sales through KAM and AC, wholesalers, distributors and agents. Mapping of packaging flow in Europe (Germany, Spain Denmark etc.) and North alantical areas (Greenland, Islan and the Faroe Islands, Norway, Sweden, Åland, Finland and Denmark) - mapping was used for quantification of tonnage to the EU packaging directive as the Nordic Council used data. ------------------------- During this period I have operated in positions with either The following titles or related (in Danish and English) (GB) Chief Executive, Managing Director, Director, Division Director, CEO, COO, CMO, CCO, VP, EVP, department responsible, head of department (DK) Adm. Direktør, Viceadm. Direktør, Direktør, Divisionsdirektør, Kommercieldirektør, Markedsdirektør, divisionschef. Show less



Energy and utility

• Telecommunications

• CEO |Energy (utility/utilities) | turnaround| change management| value change| horizontal management

  • 1991 - 1991

  ----------------- Overview - detailed summary ----------------- Energy (multi utility) and iron and steel industry (engineering, macjanical, automotive, recycling, environmental), where the tasks er turnaround (turn around) both as regards the structural changes the approach til market and kunder. Just as earnings not have been significant. They used tools and methods er leadership, change management and change management. In my professional career I have worked with energy and raw material supply (industry) with volatile and commodity Both in terms of dealer board and price desk, Nord Pool (Nordic Power Exchange - NASDAQ), EEX (European Energy Exchange) and LME (London metal Exchange). Hedge og andre finansielle hedging (risk management) in relation two energy, steel and metals are products I know. Billing (SAP ISU), customer service and BtB (B2B), BtC (B2C), BtG (B2G) and BtP (B2P) sales through KAM and AC. ----------------------- During this period I have operated in positions with either The following titles or related (in Danish and English) (GB) Chief Executive, Managing Director, Director, CEO, COO, CMO, CCO, VP, EVP. (DK) Adm. Direktør, Viceadm. Direktør, Direktør, Divisionsdirektør, Kommercieldirektør, Markedsdirektør, divisionschef. Show less



Industry, sales and manufacturing

• CEO| COO| Industry| industrial| turnaround| change management| value change| horizontal management

  • 1991 - 1991

  ----------------- Overview - detailed summary ----------------- With a focus on production changes, including movement across national borders, closing and opening of new production facilities within the iron and metal industry (machinery, automotive, recycling, environmantal) and packaging (paper bags, waste, recycling, enviromantal). Recycling: ferrous, non-ferrous (non ferrous), glass, paper, plastic, organic waste etc. The tasks have been turnaround (turn around) both as regards the structural changes the approach to the market and customers. Just focus on earnings has been significant. They used tools and methods have been leadership, change management, turnaround, growth, sales (AC and KAM) and international logistics. In my professional career I have worked with sales, production, marketing and customer segments customer service and BtB, BtC, BTG and BTP (B2B, B2C, B2G, B2G)sales through KAM and AC, wholesalers, distributors and agents. --------------------- My industry experience covers branches and subsidiaries in Denmark, Sweden, Norway, Finland, the Baltic, China, Turkey, Russia, Spain, Benelux, France and the UK. ---------------------- During this period I have operated in positions with either The following titles or related (in Danish and English) (GB) Chief Executive, Managing Director, Director, Deputy. Director, CEO, COO, CMO, CCO, VP, EVP. (DK) Adm. Direktør, Viceadm. Direktør, Direktør, Kommercieldirektør. Show less



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• United States
• Restaurants
• 1 - 100 Employee

• COO Waste industry | change management | value change | horizontal management | production plani

  • 1991 - 1991

  ----------------- Overview - detailed summary ----------------- With a focus on production planning and management of procurement and fuel disposition. Both commercial waste, commercial waste, domestic waste, RDF, SRF, waste, biomass, waste in general (organic, plastic, wood waste, RDF, SRF, paper, incl. Movement across national borders waste, recycling, environmental, circular economy, reuse). The goal has been delivery, standards, implementation of the new standard, operation, performance optimization, stable operations, forecasts, earnings, energy, quality just as earnings have been demonstrated significantly. They used tools and methods have been leadership, change management, production management and sales and marketing. My professional career in the waste industry have been operation sales, production, marketing as well as customer segments, customer service (BtB, BtC, BTG and BTP or B2B, B2C, B2G and B2P) and sales through KAM and AC, wholesalers, Distributors and agents. Development and preparation of professional standards, quality standards for biomass.------------------------- During this period I have operated in positions with either The following titles or related (in Danish and English) (GB) Chief Executive, Managing Director, Director, Division Director, CEO, COO, CMO, CCO, VP, EVP, department responsible, head of department, Business development manager, Waste Waste Planning and Development Manager (DK) Adm. Direktør, Viceadm. Direktør, Direktør, Divisionsdirektør, Kommercieldirektør, Markedsdirektør, divisionschef, forretningsudvikler. Show less