Stepping into a challenge, and solving it.

Designed and launched the xrNORD business

Developed key partnerships across the EU

Disrupted and elevated several industries

Becoming a Netflix Preferred Partner

Entered the media industry knowing little about it and took the company to preferred-partner status with the world's most demanding streaming service.

The challenge

Netflix works with a re-delivery rate below 5%. That says it all. Without services, processes, systems and people working tightly together, you will not get there.

What I did

And without focused, continuous improvement routines, you will not stay there. I am proud of taking the organisation to that level.

The result

Netflix Preferred Partner status, sustained below the 5% target.

From six people to a global organisation

Took a six-person Danish company with no clear strategy and built offices in Denmark, London, New York and South Africa.

The challenge

I wanted to test an assumption: that if I was handed the keys to an entire organisation, I could grow it.

What I did

It took longer than I expected. But over the years I designed a new strategy, developed and changed the people, and built an organisation with offices in Denmark, London, New York and South Africa. Just as important, its capabilities went from average to being able to serve the most demanding customers in the industry.

The result

A 24-hour global production capability across four countries.

One procure-to-pay

Headhunted internally to align procurement across all sales business units, with millions of euros in savings targeted.

The challenge

Once again the sales business units had to be optimised and aligned, and millions of euros in procurement had to be saved. Because of my track record I was headhunted internally to support the operation.

What I did

Before it was completed, I chose to leave Vestas and challenge myself as CCO and COO in a smaller company in an entirely new industry: media.

The result

A global P2P blueprint and a 15% quality improvement in four months.

One global quality organisation

Aligned the quality departments across all Vestas sales business units into one direction.

The challenge

Autonomous business units bring real benefits, but each unit tends to find its own way and the synergies are lost.

What I did

To save cost and strengthen global cooperation, all Vestas quality departments had to be aligned. I led that alignment, resulting in a common way of measuring quality, including cost of poor quality, and a joint quality strategy.

The result

Every quality department measuring and improving quality the same way.

Aligning 700+ people

Designed and implemented shared processes as Vestas IT grew from 200 to more than 700 employees.

The challenge

When an organisation grows, globalises and becomes more complex, consistency, customer alignment and optimisation are hard to secure without clear processes. Vestas IT was passing 200 people and growing fast.

What I did

A large project was launched to secure the future. The first attempt did not go well, and I was brought in to make it work. I did, and afterwards I took over the Service Management organisation responsible for developing it further.

The result

A process-oriented IT organisation with one shared language.

Five IT organisations into one

Merged five IT departments and their core infrastructure into one global unit after the Vestas and NEG Micon merger.

The challenge

Vestas had just acquired NEG Micon and was racing to capture the synergies. Every key IT system was split between the two former companies and run by five separate IT departments in Denmark, Germany, Italy, the USA and India. It was holding the business back.

What I did

I led the programme that merged not only the key systems but also the five IT organisations into one global IT organisation. That meant the strategy, the tactics, the daily drive and the conversations that turned five departments into one.

The result

One global IT organisation on shared core infrastructure.